Toronto Central CCAC

Annual Report

20142015

Outstanding care ndash every person every day

2

Homecare is undergoing tremendous changes Wersquore delighted that the Minister of Health and Long-Term Care recognizes the increasing importance of homecare and that he is as determined as we are to make homecare work better for our clients and their families

In 2014-15 we celebrated 50 years of vital service through publicly-funded homecare in Toronto At the same time we looked to the future We have laid the foundations for significant change and wersquore ready to work with our clients and our many partners to enhance client care and quality of life

In this report we have grouped the changes we are making and the external changes we are facing into three themes integration innovation and increasing complexity

The enhancements we are making to client care are the result of the hard work of hundreds of dedicated employees who truly come to work to make a difference every day We are proud and grateful to have the highest employee engagement level among all Ontario CCACs and we know that engaged employees are more effective We would also like to thank our 22 service provider partners who work with us daily to provide the best possible care for our clients Of course none of this would be possible without the support from the Toronto Central Local Health Integration Network (LHIN) with whom we work very closely We are grateful for both their forward thinking and long-standing belief in the importance of home and community care

Our work with our partners has led to some remarkable successes Toronto Central CCAC was honoured with the 2014 Ministerrsquos Medal Honouring Excellence in Health Quality and Safety along with our partner Mount Sinai Hospitalrsquos Temmy Latner Centre for Palliative Care for the Toronto Central Integrated Palliative Care Program We also received the 2014 inaugural Excellence in Diversity and Inclusion Award from the Canadian College of Healthcare Leaders

We would like to acknowledge the hard work and dedication of our staff over the past year In particular the work of staff in improving care for our clients We brought together our two largest programs both of which were supporting seniors - one designed to support seniors with very high care needs and one to support seniors with lower care needs By bringing these two programs together we were able to create a single integrated program for seniors care to support them as their care needs change over time This program change involved moving 10896 clients to the single new program

This year we also took a major step in recognizing caregivers especially our most important care partners the informal caregivers ndash family friends and neighbours ndash who are crucial in allowing so many people to remain living in their homes We held our first Heroes in the Home event celebrating these dedicated caregivers and the difference they are making in our communities It was an inspiring and emotional evening and reminds us of why we do this work to provide outstanding care ndash every person every day

Bill Yetman Stacey Daub Board Chair Chief Executive Officer

Ontario is making big changes to improve home and community care one of our governmentrsquos most important health care priorities Our new plan puts patients and their caregivers first by improving access and expanding services We know that people who receive care in their homes ndash where they want to be ndash tend to heal faster because they are happier and more comfortable in a familiar setting rdquo

Dr Eric Hoskins Minister of Health

and Long-Term Care

ldquo

3

Seniors Care 20750

Palliative Care1750

Urban Mental Health1600

Childrenrsquos Programs6600

Annual Clients Served At Home

HELPING TORONTO AT A GLANCE180000 PEOPLE CALLED US FOR LOCAL HEALTH INFORMATION AND REFERRAL

TORONTO CENTRAL CCAC PARTNERS WITH SERVICE PROVIDER AGENCIES WHO PROVIDE CARE WITH US TO OUR CLIENTS IN THE COMMUNITY22

4

66000 CLIENTS RETURNED FROM TORONTO HOSPITALS WITH CCAC SUPPORT

WErsquoRE IN 24 HOSPITAL SITES AND 7 EMERGENCY DEPARTMENTS 13 FAMILY HEALTH TEAMS 37 LONG-TERM CARE HOMES 34 COMMUNITY SUPPORT SERVICE AGENCIES 4 SCHOOL BOARDS AND 13 COMMUNITY HEALTH CENTRES

5

ldquoHaving a CCAC Care Coordinator embedded in our Family Health Team has allowed improved problem solving and innovative solutions for some of our most complex patients The ability to have a real-time two-way conversation with a provider knowledgeable in community supports is invaluable This has allowed us to provide more efficient and effective care for our patients by reducing the time it takes to navigate the system and to easily access needed resources rdquo

Dr Lora Cruise Family Physician at Bridgepoint Family Health Team

6

INTEGRATIONIn Ontario homecare developed separately from primary care hospital care long-term care and other community services which made sense when the health needs of clients were simpler when people generally only needed care from one part of the health system at a time Today as more people have complex chronic health conditions they need care from multiple sources at the same time At Toronto Central CCAC we help our clients understand all the services available to them and ensure that providers from different organizations work together to support clients and families

The goal of integrating care with other parts of the health system is to help our clients feel that they have a team working for them as opposed to various services that are not coordinated Integrated healthcare is about bringing together a team that includes the clients and families as well as Care Coordinators Physicians Nurses Personal Support Workers and other services around shared goals for each clientrsquos health With the CCAC Care Coordinator as quarterback for the team we help clients and family caregivers figure out how to make the healthcare system work better for them We call this approach to care ldquoone client one teamrdquo The client and their caregivers are the most important members of their own care team

Our work with integrated teams has also shown us the value of having the CCAC and primary care physicians working closer together Over the last two years we have been linking CCAC Coordinators to primary care practices to enable us to work with

family doctors and nurse practitioners to support the patients we share in common In the last year we doubled the number of primary care practices we have connections with Physicians and Nurse Practitioners tell us this makes it easier for them to support their patients and for people to get better care

ldquoI was so surprised the nurse already knew what the doctor had planned and that the care team speaks every day It makes it easier for me as the caregiver I donrsquot have to make sure everyone has all of the information and it makes me more confident in the care teamrdquo

Caregiver

1CLIENTTEAM

7

We helped

5400 Ontarians find a Primary Care provider through the Ministry of Health and Long-Term Care Health Care Connect program

INNOVATIONOngoing feedback from clients is critical to help us deliver better care This is particularly important in helping us improve our services for people with complex health conditions who need support for long periods of time And by rethinking how we do things we are laying the groundwork for more improvements to come

Innovation is allowing us to care for more people at home who even five years ago would have needed to be in a hospital or long term care home

Technology is helping us increase our support to clients For example Telehomecare a service we provide in partnership with Ontario Telemedicine Network (OTN) uses technology to allow us to monitor clients daily Nurses are alerted to changes in a clientrsquos health status and they can then call clients to ask questions follow up with a home visit or advise them to see their doctor Technology also helps our staff access healthcare information more quickly and easily allowing us to share information about clientsrsquo needs or changes in health status with the rest of the care team

Research and evidence are important for helping us understand what is working well and where we can improve As we change how we deliver care itrsquos important that we evaluate the impact of those changes for clients and our health system partners Innovations need to be evaluated to prove that they work To help us evaluate our efforts we have formed partnerships with academic institutions such as the University of Waterloo York University University of Toronto and the Li Ka Shing Institute at St Michaelrsquos Hospital among others

This year we evolved our existing partnership with University of Torontorsquos Institute of Health Policy Management and Evaluation to create a shared researchfaculty position Dr Maritt Kirst is the lead researcher for evaluating our integrated care programs Her work will help us understand how integrated care models successfully increase coordination of the healthcare system and improve the client and caregiver experience This will accelerate our ability to be innovative focusing on where we see the highest value for patients

Innovation can be simple In spring 2015 the Ministry of Health and Long-Term Care announced its support for self-directed funding Piloted by Toronto Central CCAC the self-directed funding model for families of children with complex needs provides funding envelopes designed to give parents more control and choice over the care of their children who have very complex medical needs The families report higher satisfaction with their care and actually used fewer resources achieving cost savings

8

87

ldquoMany people living with terminal illness wish to be at home with family and friends as long as possible These days those who choose to die at home can be appropriately supported to do so with the same kind of medical care yoursquod expect in a hospital palliative care unitrdquo

Dr Russell Goldman Temmy Latner Centre for Palliative Care Mount Sinai Hospital

of clients would definitely recommend the Telehomecare program to others

9

5 of Ontarians account for

66 of the expenditure on healthcare in OntarioThese are individuals with very complex health issues who are not well supported by the current systemInstitute for Clinical Evaluative Sciences (Wodchis W et al 2012)

ldquoSunnybrook Health Sciences Centre sees the Toronto Central CCAC as a valued partner in patient care Over the past few years we have developed innovative programs together such as the Transitional Care Coordinator which have helped to address the needs of the most complex patients in a highly coordinated fashion We value the openness of the Toronto Central CCAC to try new ways of working together in a true team spiritrdquo

Malcolm Moffat Executive Vice President Sunnybrook Health Sciences Centre

10

Toronto Central CCAC has a focus on supporting people to age comfortably and safely in the community In addition for people with advanced chronic illnesses or who are nearing the end of their lives we deliver comprehensive end-of-life care that provides a supportive pain-free and caring experience This includes providing people with choices about their care Toronto Central CCAC partners with a number of organizations including palliative care physicians contracted service providers hospices and other community agencies to deliver a team approach to palliative care Most Canadians indicate that if given the choice they would prefer to not die at home

With Toronto Central CCACrsquos focus on supporting people with complex and chronic health issues the proportion of patients with higher needs has increased by 73 per cent over the past five years

(Canadian Hospice Palliative Care Association Fact Sheet May 2012)

of our clients would refer their loved ones to us97

We developed coordinated care plans for 878 complex clients through our integrated teams and partnership with our Toronto Central Health Links

This includes 151 new medically complex frail older adults and 266 new palliative clients in our Integrated Client Care Project (ICCP) program

INCREASED MEDICAL COMPLEXITY

ldquoNo words could ever express the deep gratitude I feel to these wonderful people and the caring meaningful way they helped me survive this very difficult time and made it possible for our loved one to be at home until the end They were more than caregivers they became family and that made all the difference Thank God for this team they will forever be in my prayersrdquo

Caregiver of palliative client

11

PROUD TO SERVE OUR COMMUNITY

Wersquore proud to contribute to the community we serve

Recognizing caregivers ndash In 2014 Toronto Central CCAC celebrated its first Heroes in the Home event recognizing over 100 paid and unpaid caregivers whose extraordinary dedication compassion and love ensured that others live fulfilling lives despite illness or disability Wersquore inspired by these family members friends neighbours and healthcare professionals They are truly our partners and make it possible for others to live safely in their homes and communities

Teaching the next generation ndash Some of our staff give back to the community by returning to universities and colleges in our area as guest lecturers mentors and faculty A new generation of healthcare professionals is benefitting from their experience insight and passion

Volunteering in the community ndash Itrsquos remarkable how many of our employees contribute to our community not only through the work they do but as volunteers as well This year we encouraged more volunteerism with ldquoFifty Days of Caringrdquo to mark the 50th anniversary of publicly-funded homecare in Toronto Through this program we supported our staff to volunteer across the city

12

4 of Ontariorsquos healthcare budget is for homecare

19750 clients in Toronto Central receive CCAC services on any given day

In 1964 when publicly-funded homecare started in Toronto there were only three or four services offered Now we offer dozens ndash from nurses in schools to support children with issues of mental health and addictions to helping people with multiple chronic diseases be independent and learn to manage their illnesses With a rapidly aging population and an increase in clients with complex medical issues the scope of homecare is evolving with our changing society

We have also seen a shift in how we support our clients We know that the experience our clients have with our care is just as important as the quality of the care We take the time to ask our clients what is most important to them instead of assuming that we know what they need Our ldquoChanging the Conversationrdquo approach recognizes that clients are in the best position to know what they need ndash and their needs can change from one day to the next

Our ldquoone client one teamrdquo philosophy ensures that a clientrsquos health team is working together toward the same goal ndash from Personal Support Workers to Primary Care providers

THE CHANGING ROLE OF HOMECARE

13

Toronto Central CCAC serves a unique and diverse population

Our services are available to over 15 million residents in the Toronto Central LHIN geography resourced by our three regional offices

We work with 24 hospitals 150 community-based service agencies 37 Long-Term Care Homes 22 Service Provider Partners and 13 Community Health Centres

We serve an area with the highest rates of low income and single parent families

Over 74000 Torontonians of all ages and cultural backgrounds benefited from the home and community care services delivered by Toronto Central CCAC last year

We served 74000 CLIENTS

14

Healthcare is in a state of change We know that healthcare costs 50 cents of every dollar spent on public services in Ontario At the same time the healthcare needs of the population are growing This means that the health system needs to find more effective ways to meet the increasing demand for healthcare but in a way that costs less not more Toronto Central CCAC is ready for this challenge

For the last few years we have been finding ways to reach more people with care through innovations such as Neighbourhood Care Teams community-based clinics and working more effectively with primary care Now with a new provincial focus on home and community care we see opportunities to work with new partners and new technology to be even more creative in how we deliver more care to more clients In 201516 we will be launching a new

strategic plan that envisions the future of home and community care in Toronto This future includes supporting clients to be fully engaged in their care having more integration across the health system focusing on better care for our clients with the highest needs and organizing care differently in neighbourhoods In particular neighbourhood-based care will allow us to connect into the array of community services that are available through the City of Toronto and social service agencies Our goal is to work with new and existing partners to create more supportive environments for people to age and be as healthy as possible

Toronto Central CCAC is proud to have had 50 years serving the people of Toronto We look forward to meeting the needs of Toronto for the next 50 years

Heathcare costs +- 50 cents of every dollar spent on public services in Ontario

LOOKING TO THE FUTURE

15

Statement of OperationsYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Revenue

MOHLTCLHIN Funding 244584 230987 Other revenue 5010 3496 249594 234483

Expenses

Client Care related expenses 232511 215144 Administration 17211 19302 249722 234446

Excess of revenue over expenses

(128) 37

Balance Sheet

Year ended March 31 2015

Balance SheetYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Assets

Current Assets 25125 27596

Pandemic supplies 201 346

Capital Assets 5259 6088

30585 34030

Liabilities

Current liabilities 24592 27080

Deferred Capital Contributions 5259 6088

Fund balance 734 862

30585 34030

FINANCIALS

16

National Best Practice

for care integration from the Canadian Home Care Association 2014

Ontario Ministerrsquos Medal 2014for the highest achievement in quality for our

integrated palliative care program

Quality Healthcare Workplace Gold Award at HealthAchieve 2014

Accredited to national standards with recognition for leading practices in

integrated care amp ethics by Accreditation Canada

Recognized for our

diversity and inclusion by The Canadian College of Health Leaders

Received

proud partner award from Baycrest

17

Last year we missed of all visits 004

Client-Centered Care

Our clients report

92 92 97

a positive experience

felt supported understood and had a good care plan

would recommend us to family and friends

Results based on the provincial CCAC Client and Caregiver Experience Survey

Access

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

84 of clients with complex health conditions received their first personal support visit for clients with complex health conditions within 5 days

93 of clients received their first nursing visit within 5 days

Median wait-time for service visit for a hospital discharge is 1 day

Median wait-time for service visit for a community referral is 6 days

PERFORMANCE SNAPSHOT

18

Integrated Care

Family doctors and Nurse Practitioners are most peoplersquos first stop for their healthcare needs We have committed to connecting with all the local primary care providers within our community so we can better work with these partners to deliver our joint patients better care

60

50

40

30

20

10 9

26

36

60

2012 2013 2014 2015

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

2960 4957 60432013 2014 2015

People wersquove helped find Family Doctors or Nurse Practitioners

Zero clients

0 1 2 3 4Safety

Patient safety is top priority for Toronto Central CCAC Last year out of 3406170 visits 8 incidences occurred in which a client was harmed We follow up on every incident in which a client is harmed when receiving care and identify how to prevent further similar incidents (Harm could include missed medication)

on wait list for Toronto Central CCAC services

19

Board of Directors 2014-2015

William Yetman Board Chair

Michael Beswick Member Finance and Audit Committees

Gina DeVeaux Chair Quality Committee

Nancy Dudgeon Past Chair

Laurie Hicks Member Quality Committee

Myra Libenson Member Finance and Audit Committees

Shannon MacDonald Member Governance Committee

Christopher Neuman Chair Governance Committee

Manuel Pedrosa Chair Audit amp Finance Committees

Karen Sadlier-Brown Member Governance Committee

Paul Sudarsan Member Governance Committee

Natasha vandenHoven Vice Chair and Member Quality Committee

Senior Management Team

Stacey Daub Chief Executive Officer

Dennis Fong Senior Director Human Resources and Organizational Development

Jodeme Goldhar Chief Strategy Officer Senior Director Strategy and Planning

Dipti Purbhoo Senior Director Client Services

Bill Tottle Senior Director Corporate Services

Anne Wojtak Chief Performance Officer Senior Director Performance Improvement and Outcomes

Toronto Central Community Care Access Centre 250 Dundas Street West Suite 305 Toronto Ontario M5T 2Z5

Telephone 416-506-9888 Franccedilais 416-701-4646 Fax 416-506-1629 Toll Free 1-866-243-0061 Franccedilais 1-877-701-4646

Ce rapport est disponible en franccedilais (This report is available in French)

Healthcareathomecatorontocentral

torontocentralhealthlineca

Toronto Central Community Care Access Centre (CCAC) gets people the care they need in their homes and communities We provide a single point of access to a wide range of home and community services enabling people to get the specialized blend of the healthcare services they need when they need it

Facebookcomtorontocentralccac

YouTubecomtorontoccac

TwittercomTCCCAC

Linkedincomtoronto -central-community-care-access-centre

Toronto Central CCAC is fully funded by the Toronto Central Local Health Integration Network

Outstanding care ndash every person every day

2

Homecare is undergoing tremendous changes Wersquore delighted that the Minister of Health and Long-Term Care recognizes the increasing importance of homecare and that he is as determined as we are to make homecare work better for our clients and their families

In 2014-15 we celebrated 50 years of vital service through publicly-funded homecare in Toronto At the same time we looked to the future We have laid the foundations for significant change and wersquore ready to work with our clients and our many partners to enhance client care and quality of life

In this report we have grouped the changes we are making and the external changes we are facing into three themes integration innovation and increasing complexity

The enhancements we are making to client care are the result of the hard work of hundreds of dedicated employees who truly come to work to make a difference every day We are proud and grateful to have the highest employee engagement level among all Ontario CCACs and we know that engaged employees are more effective We would also like to thank our 22 service provider partners who work with us daily to provide the best possible care for our clients Of course none of this would be possible without the support from the Toronto Central Local Health Integration Network (LHIN) with whom we work very closely We are grateful for both their forward thinking and long-standing belief in the importance of home and community care

Our work with our partners has led to some remarkable successes Toronto Central CCAC was honoured with the 2014 Ministerrsquos Medal Honouring Excellence in Health Quality and Safety along with our partner Mount Sinai Hospitalrsquos Temmy Latner Centre for Palliative Care for the Toronto Central Integrated Palliative Care Program We also received the 2014 inaugural Excellence in Diversity and Inclusion Award from the Canadian College of Healthcare Leaders

We would like to acknowledge the hard work and dedication of our staff over the past year In particular the work of staff in improving care for our clients We brought together our two largest programs both of which were supporting seniors - one designed to support seniors with very high care needs and one to support seniors with lower care needs By bringing these two programs together we were able to create a single integrated program for seniors care to support them as their care needs change over time This program change involved moving 10896 clients to the single new program

This year we also took a major step in recognizing caregivers especially our most important care partners the informal caregivers ndash family friends and neighbours ndash who are crucial in allowing so many people to remain living in their homes We held our first Heroes in the Home event celebrating these dedicated caregivers and the difference they are making in our communities It was an inspiring and emotional evening and reminds us of why we do this work to provide outstanding care ndash every person every day

Bill Yetman Stacey Daub Board Chair Chief Executive Officer

Ontario is making big changes to improve home and community care one of our governmentrsquos most important health care priorities Our new plan puts patients and their caregivers first by improving access and expanding services We know that people who receive care in their homes ndash where they want to be ndash tend to heal faster because they are happier and more comfortable in a familiar setting rdquo

Dr Eric Hoskins Minister of Health

and Long-Term Care

ldquo

3

Seniors Care 20750

Palliative Care1750

Urban Mental Health1600

Childrenrsquos Programs6600

Annual Clients Served At Home

HELPING TORONTO AT A GLANCE180000 PEOPLE CALLED US FOR LOCAL HEALTH INFORMATION AND REFERRAL

TORONTO CENTRAL CCAC PARTNERS WITH SERVICE PROVIDER AGENCIES WHO PROVIDE CARE WITH US TO OUR CLIENTS IN THE COMMUNITY22

4

66000 CLIENTS RETURNED FROM TORONTO HOSPITALS WITH CCAC SUPPORT

WErsquoRE IN 24 HOSPITAL SITES AND 7 EMERGENCY DEPARTMENTS 13 FAMILY HEALTH TEAMS 37 LONG-TERM CARE HOMES 34 COMMUNITY SUPPORT SERVICE AGENCIES 4 SCHOOL BOARDS AND 13 COMMUNITY HEALTH CENTRES

5

ldquoHaving a CCAC Care Coordinator embedded in our Family Health Team has allowed improved problem solving and innovative solutions for some of our most complex patients The ability to have a real-time two-way conversation with a provider knowledgeable in community supports is invaluable This has allowed us to provide more efficient and effective care for our patients by reducing the time it takes to navigate the system and to easily access needed resources rdquo

Dr Lora Cruise Family Physician at Bridgepoint Family Health Team

6

INTEGRATIONIn Ontario homecare developed separately from primary care hospital care long-term care and other community services which made sense when the health needs of clients were simpler when people generally only needed care from one part of the health system at a time Today as more people have complex chronic health conditions they need care from multiple sources at the same time At Toronto Central CCAC we help our clients understand all the services available to them and ensure that providers from different organizations work together to support clients and families

The goal of integrating care with other parts of the health system is to help our clients feel that they have a team working for them as opposed to various services that are not coordinated Integrated healthcare is about bringing together a team that includes the clients and families as well as Care Coordinators Physicians Nurses Personal Support Workers and other services around shared goals for each clientrsquos health With the CCAC Care Coordinator as quarterback for the team we help clients and family caregivers figure out how to make the healthcare system work better for them We call this approach to care ldquoone client one teamrdquo The client and their caregivers are the most important members of their own care team

Our work with integrated teams has also shown us the value of having the CCAC and primary care physicians working closer together Over the last two years we have been linking CCAC Coordinators to primary care practices to enable us to work with

family doctors and nurse practitioners to support the patients we share in common In the last year we doubled the number of primary care practices we have connections with Physicians and Nurse Practitioners tell us this makes it easier for them to support their patients and for people to get better care

ldquoI was so surprised the nurse already knew what the doctor had planned and that the care team speaks every day It makes it easier for me as the caregiver I donrsquot have to make sure everyone has all of the information and it makes me more confident in the care teamrdquo

Caregiver

1CLIENTTEAM

7

We helped

5400 Ontarians find a Primary Care provider through the Ministry of Health and Long-Term Care Health Care Connect program

INNOVATIONOngoing feedback from clients is critical to help us deliver better care This is particularly important in helping us improve our services for people with complex health conditions who need support for long periods of time And by rethinking how we do things we are laying the groundwork for more improvements to come

Innovation is allowing us to care for more people at home who even five years ago would have needed to be in a hospital or long term care home

Technology is helping us increase our support to clients For example Telehomecare a service we provide in partnership with Ontario Telemedicine Network (OTN) uses technology to allow us to monitor clients daily Nurses are alerted to changes in a clientrsquos health status and they can then call clients to ask questions follow up with a home visit or advise them to see their doctor Technology also helps our staff access healthcare information more quickly and easily allowing us to share information about clientsrsquo needs or changes in health status with the rest of the care team

Research and evidence are important for helping us understand what is working well and where we can improve As we change how we deliver care itrsquos important that we evaluate the impact of those changes for clients and our health system partners Innovations need to be evaluated to prove that they work To help us evaluate our efforts we have formed partnerships with academic institutions such as the University of Waterloo York University University of Toronto and the Li Ka Shing Institute at St Michaelrsquos Hospital among others

This year we evolved our existing partnership with University of Torontorsquos Institute of Health Policy Management and Evaluation to create a shared researchfaculty position Dr Maritt Kirst is the lead researcher for evaluating our integrated care programs Her work will help us understand how integrated care models successfully increase coordination of the healthcare system and improve the client and caregiver experience This will accelerate our ability to be innovative focusing on where we see the highest value for patients

Innovation can be simple In spring 2015 the Ministry of Health and Long-Term Care announced its support for self-directed funding Piloted by Toronto Central CCAC the self-directed funding model for families of children with complex needs provides funding envelopes designed to give parents more control and choice over the care of their children who have very complex medical needs The families report higher satisfaction with their care and actually used fewer resources achieving cost savings

8

87

ldquoMany people living with terminal illness wish to be at home with family and friends as long as possible These days those who choose to die at home can be appropriately supported to do so with the same kind of medical care yoursquod expect in a hospital palliative care unitrdquo

Dr Russell Goldman Temmy Latner Centre for Palliative Care Mount Sinai Hospital

of clients would definitely recommend the Telehomecare program to others

9

5 of Ontarians account for

66 of the expenditure on healthcare in OntarioThese are individuals with very complex health issues who are not well supported by the current systemInstitute for Clinical Evaluative Sciences (Wodchis W et al 2012)

ldquoSunnybrook Health Sciences Centre sees the Toronto Central CCAC as a valued partner in patient care Over the past few years we have developed innovative programs together such as the Transitional Care Coordinator which have helped to address the needs of the most complex patients in a highly coordinated fashion We value the openness of the Toronto Central CCAC to try new ways of working together in a true team spiritrdquo

Malcolm Moffat Executive Vice President Sunnybrook Health Sciences Centre

10

Toronto Central CCAC has a focus on supporting people to age comfortably and safely in the community In addition for people with advanced chronic illnesses or who are nearing the end of their lives we deliver comprehensive end-of-life care that provides a supportive pain-free and caring experience This includes providing people with choices about their care Toronto Central CCAC partners with a number of organizations including palliative care physicians contracted service providers hospices and other community agencies to deliver a team approach to palliative care Most Canadians indicate that if given the choice they would prefer to not die at home

With Toronto Central CCACrsquos focus on supporting people with complex and chronic health issues the proportion of patients with higher needs has increased by 73 per cent over the past five years

(Canadian Hospice Palliative Care Association Fact Sheet May 2012)

of our clients would refer their loved ones to us97

We developed coordinated care plans for 878 complex clients through our integrated teams and partnership with our Toronto Central Health Links

This includes 151 new medically complex frail older adults and 266 new palliative clients in our Integrated Client Care Project (ICCP) program

INCREASED MEDICAL COMPLEXITY

ldquoNo words could ever express the deep gratitude I feel to these wonderful people and the caring meaningful way they helped me survive this very difficult time and made it possible for our loved one to be at home until the end They were more than caregivers they became family and that made all the difference Thank God for this team they will forever be in my prayersrdquo

Caregiver of palliative client

11

PROUD TO SERVE OUR COMMUNITY

Wersquore proud to contribute to the community we serve

Recognizing caregivers ndash In 2014 Toronto Central CCAC celebrated its first Heroes in the Home event recognizing over 100 paid and unpaid caregivers whose extraordinary dedication compassion and love ensured that others live fulfilling lives despite illness or disability Wersquore inspired by these family members friends neighbours and healthcare professionals They are truly our partners and make it possible for others to live safely in their homes and communities

Teaching the next generation ndash Some of our staff give back to the community by returning to universities and colleges in our area as guest lecturers mentors and faculty A new generation of healthcare professionals is benefitting from their experience insight and passion

Volunteering in the community ndash Itrsquos remarkable how many of our employees contribute to our community not only through the work they do but as volunteers as well This year we encouraged more volunteerism with ldquoFifty Days of Caringrdquo to mark the 50th anniversary of publicly-funded homecare in Toronto Through this program we supported our staff to volunteer across the city

12

4 of Ontariorsquos healthcare budget is for homecare

19750 clients in Toronto Central receive CCAC services on any given day

In 1964 when publicly-funded homecare started in Toronto there were only three or four services offered Now we offer dozens ndash from nurses in schools to support children with issues of mental health and addictions to helping people with multiple chronic diseases be independent and learn to manage their illnesses With a rapidly aging population and an increase in clients with complex medical issues the scope of homecare is evolving with our changing society

We have also seen a shift in how we support our clients We know that the experience our clients have with our care is just as important as the quality of the care We take the time to ask our clients what is most important to them instead of assuming that we know what they need Our ldquoChanging the Conversationrdquo approach recognizes that clients are in the best position to know what they need ndash and their needs can change from one day to the next

Our ldquoone client one teamrdquo philosophy ensures that a clientrsquos health team is working together toward the same goal ndash from Personal Support Workers to Primary Care providers

THE CHANGING ROLE OF HOMECARE

13

Toronto Central CCAC serves a unique and diverse population

Our services are available to over 15 million residents in the Toronto Central LHIN geography resourced by our three regional offices

We work with 24 hospitals 150 community-based service agencies 37 Long-Term Care Homes 22 Service Provider Partners and 13 Community Health Centres

We serve an area with the highest rates of low income and single parent families

Over 74000 Torontonians of all ages and cultural backgrounds benefited from the home and community care services delivered by Toronto Central CCAC last year

We served 74000 CLIENTS

14

Healthcare is in a state of change We know that healthcare costs 50 cents of every dollar spent on public services in Ontario At the same time the healthcare needs of the population are growing This means that the health system needs to find more effective ways to meet the increasing demand for healthcare but in a way that costs less not more Toronto Central CCAC is ready for this challenge

For the last few years we have been finding ways to reach more people with care through innovations such as Neighbourhood Care Teams community-based clinics and working more effectively with primary care Now with a new provincial focus on home and community care we see opportunities to work with new partners and new technology to be even more creative in how we deliver more care to more clients In 201516 we will be launching a new

strategic plan that envisions the future of home and community care in Toronto This future includes supporting clients to be fully engaged in their care having more integration across the health system focusing on better care for our clients with the highest needs and organizing care differently in neighbourhoods In particular neighbourhood-based care will allow us to connect into the array of community services that are available through the City of Toronto and social service agencies Our goal is to work with new and existing partners to create more supportive environments for people to age and be as healthy as possible

Toronto Central CCAC is proud to have had 50 years serving the people of Toronto We look forward to meeting the needs of Toronto for the next 50 years

Heathcare costs +- 50 cents of every dollar spent on public services in Ontario

LOOKING TO THE FUTURE

15

Statement of OperationsYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Revenue

MOHLTCLHIN Funding 244584 230987 Other revenue 5010 3496 249594 234483

Expenses

Client Care related expenses 232511 215144 Administration 17211 19302 249722 234446

Excess of revenue over expenses

(128) 37

Balance Sheet

Year ended March 31 2015

Balance SheetYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Assets

Current Assets 25125 27596

Pandemic supplies 201 346

Capital Assets 5259 6088

30585 34030

Liabilities

Current liabilities 24592 27080

Deferred Capital Contributions 5259 6088

Fund balance 734 862

30585 34030

FINANCIALS

16

National Best Practice

for care integration from the Canadian Home Care Association 2014

Ontario Ministerrsquos Medal 2014for the highest achievement in quality for our

integrated palliative care program

Quality Healthcare Workplace Gold Award at HealthAchieve 2014

Accredited to national standards with recognition for leading practices in

integrated care amp ethics by Accreditation Canada

Recognized for our

diversity and inclusion by The Canadian College of Health Leaders

Received

proud partner award from Baycrest

17

Last year we missed of all visits 004

Client-Centered Care

Our clients report

92 92 97

a positive experience

felt supported understood and had a good care plan

would recommend us to family and friends

Results based on the provincial CCAC Client and Caregiver Experience Survey

Access

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

84 of clients with complex health conditions received their first personal support visit for clients with complex health conditions within 5 days

93 of clients received their first nursing visit within 5 days

Median wait-time for service visit for a hospital discharge is 1 day

Median wait-time for service visit for a community referral is 6 days

PERFORMANCE SNAPSHOT

18

Integrated Care

Family doctors and Nurse Practitioners are most peoplersquos first stop for their healthcare needs We have committed to connecting with all the local primary care providers within our community so we can better work with these partners to deliver our joint patients better care

60

50

40

30

20

10 9

26

36

60

2012 2013 2014 2015

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

2960 4957 60432013 2014 2015

People wersquove helped find Family Doctors or Nurse Practitioners

Zero clients

0 1 2 3 4Safety

Patient safety is top priority for Toronto Central CCAC Last year out of 3406170 visits 8 incidences occurred in which a client was harmed We follow up on every incident in which a client is harmed when receiving care and identify how to prevent further similar incidents (Harm could include missed medication)

on wait list for Toronto Central CCAC services

19

Board of Directors 2014-2015

William Yetman Board Chair

Michael Beswick Member Finance and Audit Committees

Gina DeVeaux Chair Quality Committee

Nancy Dudgeon Past Chair

Laurie Hicks Member Quality Committee

Myra Libenson Member Finance and Audit Committees

Shannon MacDonald Member Governance Committee

Christopher Neuman Chair Governance Committee

Manuel Pedrosa Chair Audit amp Finance Committees

Karen Sadlier-Brown Member Governance Committee

Paul Sudarsan Member Governance Committee

Natasha vandenHoven Vice Chair and Member Quality Committee

Senior Management Team

Stacey Daub Chief Executive Officer

Dennis Fong Senior Director Human Resources and Organizational Development

Jodeme Goldhar Chief Strategy Officer Senior Director Strategy and Planning

Dipti Purbhoo Senior Director Client Services

Bill Tottle Senior Director Corporate Services

Anne Wojtak Chief Performance Officer Senior Director Performance Improvement and Outcomes

Toronto Central Community Care Access Centre 250 Dundas Street West Suite 305 Toronto Ontario M5T 2Z5

Telephone 416-506-9888 Franccedilais 416-701-4646 Fax 416-506-1629 Toll Free 1-866-243-0061 Franccedilais 1-877-701-4646

Ce rapport est disponible en franccedilais (This report is available in French)

Healthcareathomecatorontocentral

torontocentralhealthlineca

Toronto Central Community Care Access Centre (CCAC) gets people the care they need in their homes and communities We provide a single point of access to a wide range of home and community services enabling people to get the specialized blend of the healthcare services they need when they need it

Facebookcomtorontocentralccac

YouTubecomtorontoccac

TwittercomTCCCAC

Linkedincomtoronto -central-community-care-access-centre

Toronto Central CCAC is fully funded by the Toronto Central Local Health Integration Network

Homecare is undergoing tremendous changes Wersquore delighted that the Minister of Health and Long-Term Care recognizes the increasing importance of homecare and that he is as determined as we are to make homecare work better for our clients and their families

In 2014-15 we celebrated 50 years of vital service through publicly-funded homecare in Toronto At the same time we looked to the future We have laid the foundations for significant change and wersquore ready to work with our clients and our many partners to enhance client care and quality of life

In this report we have grouped the changes we are making and the external changes we are facing into three themes integration innovation and increasing complexity

The enhancements we are making to client care are the result of the hard work of hundreds of dedicated employees who truly come to work to make a difference every day We are proud and grateful to have the highest employee engagement level among all Ontario CCACs and we know that engaged employees are more effective We would also like to thank our 22 service provider partners who work with us daily to provide the best possible care for our clients Of course none of this would be possible without the support from the Toronto Central Local Health Integration Network (LHIN) with whom we work very closely We are grateful for both their forward thinking and long-standing belief in the importance of home and community care

Our work with our partners has led to some remarkable successes Toronto Central CCAC was honoured with the 2014 Ministerrsquos Medal Honouring Excellence in Health Quality and Safety along with our partner Mount Sinai Hospitalrsquos Temmy Latner Centre for Palliative Care for the Toronto Central Integrated Palliative Care Program We also received the 2014 inaugural Excellence in Diversity and Inclusion Award from the Canadian College of Healthcare Leaders

We would like to acknowledge the hard work and dedication of our staff over the past year In particular the work of staff in improving care for our clients We brought together our two largest programs both of which were supporting seniors - one designed to support seniors with very high care needs and one to support seniors with lower care needs By bringing these two programs together we were able to create a single integrated program for seniors care to support them as their care needs change over time This program change involved moving 10896 clients to the single new program

This year we also took a major step in recognizing caregivers especially our most important care partners the informal caregivers ndash family friends and neighbours ndash who are crucial in allowing so many people to remain living in their homes We held our first Heroes in the Home event celebrating these dedicated caregivers and the difference they are making in our communities It was an inspiring and emotional evening and reminds us of why we do this work to provide outstanding care ndash every person every day

Bill Yetman Stacey Daub Board Chair Chief Executive Officer

Ontario is making big changes to improve home and community care one of our governmentrsquos most important health care priorities Our new plan puts patients and their caregivers first by improving access and expanding services We know that people who receive care in their homes ndash where they want to be ndash tend to heal faster because they are happier and more comfortable in a familiar setting rdquo

Dr Eric Hoskins Minister of Health

and Long-Term Care

ldquo

3

Seniors Care 20750

Palliative Care1750

Urban Mental Health1600

Childrenrsquos Programs6600

Annual Clients Served At Home

HELPING TORONTO AT A GLANCE180000 PEOPLE CALLED US FOR LOCAL HEALTH INFORMATION AND REFERRAL

TORONTO CENTRAL CCAC PARTNERS WITH SERVICE PROVIDER AGENCIES WHO PROVIDE CARE WITH US TO OUR CLIENTS IN THE COMMUNITY22

4

66000 CLIENTS RETURNED FROM TORONTO HOSPITALS WITH CCAC SUPPORT

WErsquoRE IN 24 HOSPITAL SITES AND 7 EMERGENCY DEPARTMENTS 13 FAMILY HEALTH TEAMS 37 LONG-TERM CARE HOMES 34 COMMUNITY SUPPORT SERVICE AGENCIES 4 SCHOOL BOARDS AND 13 COMMUNITY HEALTH CENTRES

5

ldquoHaving a CCAC Care Coordinator embedded in our Family Health Team has allowed improved problem solving and innovative solutions for some of our most complex patients The ability to have a real-time two-way conversation with a provider knowledgeable in community supports is invaluable This has allowed us to provide more efficient and effective care for our patients by reducing the time it takes to navigate the system and to easily access needed resources rdquo

Dr Lora Cruise Family Physician at Bridgepoint Family Health Team

6

INTEGRATIONIn Ontario homecare developed separately from primary care hospital care long-term care and other community services which made sense when the health needs of clients were simpler when people generally only needed care from one part of the health system at a time Today as more people have complex chronic health conditions they need care from multiple sources at the same time At Toronto Central CCAC we help our clients understand all the services available to them and ensure that providers from different organizations work together to support clients and families

The goal of integrating care with other parts of the health system is to help our clients feel that they have a team working for them as opposed to various services that are not coordinated Integrated healthcare is about bringing together a team that includes the clients and families as well as Care Coordinators Physicians Nurses Personal Support Workers and other services around shared goals for each clientrsquos health With the CCAC Care Coordinator as quarterback for the team we help clients and family caregivers figure out how to make the healthcare system work better for them We call this approach to care ldquoone client one teamrdquo The client and their caregivers are the most important members of their own care team

Our work with integrated teams has also shown us the value of having the CCAC and primary care physicians working closer together Over the last two years we have been linking CCAC Coordinators to primary care practices to enable us to work with

family doctors and nurse practitioners to support the patients we share in common In the last year we doubled the number of primary care practices we have connections with Physicians and Nurse Practitioners tell us this makes it easier for them to support their patients and for people to get better care

ldquoI was so surprised the nurse already knew what the doctor had planned and that the care team speaks every day It makes it easier for me as the caregiver I donrsquot have to make sure everyone has all of the information and it makes me more confident in the care teamrdquo

Caregiver

1CLIENTTEAM

7

We helped

5400 Ontarians find a Primary Care provider through the Ministry of Health and Long-Term Care Health Care Connect program

INNOVATIONOngoing feedback from clients is critical to help us deliver better care This is particularly important in helping us improve our services for people with complex health conditions who need support for long periods of time And by rethinking how we do things we are laying the groundwork for more improvements to come

Innovation is allowing us to care for more people at home who even five years ago would have needed to be in a hospital or long term care home

Technology is helping us increase our support to clients For example Telehomecare a service we provide in partnership with Ontario Telemedicine Network (OTN) uses technology to allow us to monitor clients daily Nurses are alerted to changes in a clientrsquos health status and they can then call clients to ask questions follow up with a home visit or advise them to see their doctor Technology also helps our staff access healthcare information more quickly and easily allowing us to share information about clientsrsquo needs or changes in health status with the rest of the care team

Research and evidence are important for helping us understand what is working well and where we can improve As we change how we deliver care itrsquos important that we evaluate the impact of those changes for clients and our health system partners Innovations need to be evaluated to prove that they work To help us evaluate our efforts we have formed partnerships with academic institutions such as the University of Waterloo York University University of Toronto and the Li Ka Shing Institute at St Michaelrsquos Hospital among others

This year we evolved our existing partnership with University of Torontorsquos Institute of Health Policy Management and Evaluation to create a shared researchfaculty position Dr Maritt Kirst is the lead researcher for evaluating our integrated care programs Her work will help us understand how integrated care models successfully increase coordination of the healthcare system and improve the client and caregiver experience This will accelerate our ability to be innovative focusing on where we see the highest value for patients

Innovation can be simple In spring 2015 the Ministry of Health and Long-Term Care announced its support for self-directed funding Piloted by Toronto Central CCAC the self-directed funding model for families of children with complex needs provides funding envelopes designed to give parents more control and choice over the care of their children who have very complex medical needs The families report higher satisfaction with their care and actually used fewer resources achieving cost savings

8

87

ldquoMany people living with terminal illness wish to be at home with family and friends as long as possible These days those who choose to die at home can be appropriately supported to do so with the same kind of medical care yoursquod expect in a hospital palliative care unitrdquo

Dr Russell Goldman Temmy Latner Centre for Palliative Care Mount Sinai Hospital

of clients would definitely recommend the Telehomecare program to others

9

5 of Ontarians account for

66 of the expenditure on healthcare in OntarioThese are individuals with very complex health issues who are not well supported by the current systemInstitute for Clinical Evaluative Sciences (Wodchis W et al 2012)

ldquoSunnybrook Health Sciences Centre sees the Toronto Central CCAC as a valued partner in patient care Over the past few years we have developed innovative programs together such as the Transitional Care Coordinator which have helped to address the needs of the most complex patients in a highly coordinated fashion We value the openness of the Toronto Central CCAC to try new ways of working together in a true team spiritrdquo

Malcolm Moffat Executive Vice President Sunnybrook Health Sciences Centre

10

Toronto Central CCAC has a focus on supporting people to age comfortably and safely in the community In addition for people with advanced chronic illnesses or who are nearing the end of their lives we deliver comprehensive end-of-life care that provides a supportive pain-free and caring experience This includes providing people with choices about their care Toronto Central CCAC partners with a number of organizations including palliative care physicians contracted service providers hospices and other community agencies to deliver a team approach to palliative care Most Canadians indicate that if given the choice they would prefer to not die at home

With Toronto Central CCACrsquos focus on supporting people with complex and chronic health issues the proportion of patients with higher needs has increased by 73 per cent over the past five years

(Canadian Hospice Palliative Care Association Fact Sheet May 2012)

of our clients would refer their loved ones to us97

We developed coordinated care plans for 878 complex clients through our integrated teams and partnership with our Toronto Central Health Links

This includes 151 new medically complex frail older adults and 266 new palliative clients in our Integrated Client Care Project (ICCP) program

INCREASED MEDICAL COMPLEXITY

ldquoNo words could ever express the deep gratitude I feel to these wonderful people and the caring meaningful way they helped me survive this very difficult time and made it possible for our loved one to be at home until the end They were more than caregivers they became family and that made all the difference Thank God for this team they will forever be in my prayersrdquo

Caregiver of palliative client

11

PROUD TO SERVE OUR COMMUNITY

Wersquore proud to contribute to the community we serve

Recognizing caregivers ndash In 2014 Toronto Central CCAC celebrated its first Heroes in the Home event recognizing over 100 paid and unpaid caregivers whose extraordinary dedication compassion and love ensured that others live fulfilling lives despite illness or disability Wersquore inspired by these family members friends neighbours and healthcare professionals They are truly our partners and make it possible for others to live safely in their homes and communities

Teaching the next generation ndash Some of our staff give back to the community by returning to universities and colleges in our area as guest lecturers mentors and faculty A new generation of healthcare professionals is benefitting from their experience insight and passion

Volunteering in the community ndash Itrsquos remarkable how many of our employees contribute to our community not only through the work they do but as volunteers as well This year we encouraged more volunteerism with ldquoFifty Days of Caringrdquo to mark the 50th anniversary of publicly-funded homecare in Toronto Through this program we supported our staff to volunteer across the city

12

4 of Ontariorsquos healthcare budget is for homecare

19750 clients in Toronto Central receive CCAC services on any given day

In 1964 when publicly-funded homecare started in Toronto there were only three or four services offered Now we offer dozens ndash from nurses in schools to support children with issues of mental health and addictions to helping people with multiple chronic diseases be independent and learn to manage their illnesses With a rapidly aging population and an increase in clients with complex medical issues the scope of homecare is evolving with our changing society

We have also seen a shift in how we support our clients We know that the experience our clients have with our care is just as important as the quality of the care We take the time to ask our clients what is most important to them instead of assuming that we know what they need Our ldquoChanging the Conversationrdquo approach recognizes that clients are in the best position to know what they need ndash and their needs can change from one day to the next

Our ldquoone client one teamrdquo philosophy ensures that a clientrsquos health team is working together toward the same goal ndash from Personal Support Workers to Primary Care providers

THE CHANGING ROLE OF HOMECARE

13

Toronto Central CCAC serves a unique and diverse population

Our services are available to over 15 million residents in the Toronto Central LHIN geography resourced by our three regional offices

We work with 24 hospitals 150 community-based service agencies 37 Long-Term Care Homes 22 Service Provider Partners and 13 Community Health Centres

We serve an area with the highest rates of low income and single parent families

Over 74000 Torontonians of all ages and cultural backgrounds benefited from the home and community care services delivered by Toronto Central CCAC last year

We served 74000 CLIENTS

14

Healthcare is in a state of change We know that healthcare costs 50 cents of every dollar spent on public services in Ontario At the same time the healthcare needs of the population are growing This means that the health system needs to find more effective ways to meet the increasing demand for healthcare but in a way that costs less not more Toronto Central CCAC is ready for this challenge

For the last few years we have been finding ways to reach more people with care through innovations such as Neighbourhood Care Teams community-based clinics and working more effectively with primary care Now with a new provincial focus on home and community care we see opportunities to work with new partners and new technology to be even more creative in how we deliver more care to more clients In 201516 we will be launching a new

strategic plan that envisions the future of home and community care in Toronto This future includes supporting clients to be fully engaged in their care having more integration across the health system focusing on better care for our clients with the highest needs and organizing care differently in neighbourhoods In particular neighbourhood-based care will allow us to connect into the array of community services that are available through the City of Toronto and social service agencies Our goal is to work with new and existing partners to create more supportive environments for people to age and be as healthy as possible

Toronto Central CCAC is proud to have had 50 years serving the people of Toronto We look forward to meeting the needs of Toronto for the next 50 years

Heathcare costs +- 50 cents of every dollar spent on public services in Ontario

LOOKING TO THE FUTURE

15

Statement of OperationsYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Revenue

MOHLTCLHIN Funding 244584 230987 Other revenue 5010 3496 249594 234483

Expenses

Client Care related expenses 232511 215144 Administration 17211 19302 249722 234446

Excess of revenue over expenses

(128) 37

Balance Sheet

Year ended March 31 2015

Balance SheetYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Assets

Current Assets 25125 27596

Pandemic supplies 201 346

Capital Assets 5259 6088

30585 34030

Liabilities

Current liabilities 24592 27080

Deferred Capital Contributions 5259 6088

Fund balance 734 862

30585 34030

FINANCIALS

16

National Best Practice

for care integration from the Canadian Home Care Association 2014

Ontario Ministerrsquos Medal 2014for the highest achievement in quality for our

integrated palliative care program

Quality Healthcare Workplace Gold Award at HealthAchieve 2014

Accredited to national standards with recognition for leading practices in

integrated care amp ethics by Accreditation Canada

Recognized for our

diversity and inclusion by The Canadian College of Health Leaders

Received

proud partner award from Baycrest

17

Last year we missed of all visits 004

Client-Centered Care

Our clients report

92 92 97

a positive experience

felt supported understood and had a good care plan

would recommend us to family and friends

Results based on the provincial CCAC Client and Caregiver Experience Survey

Access

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

84 of clients with complex health conditions received their first personal support visit for clients with complex health conditions within 5 days

93 of clients received their first nursing visit within 5 days

Median wait-time for service visit for a hospital discharge is 1 day

Median wait-time for service visit for a community referral is 6 days

PERFORMANCE SNAPSHOT

18

Integrated Care

Family doctors and Nurse Practitioners are most peoplersquos first stop for their healthcare needs We have committed to connecting with all the local primary care providers within our community so we can better work with these partners to deliver our joint patients better care

60

50

40

30

20

10 9

26

36

60

2012 2013 2014 2015

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

2960 4957 60432013 2014 2015

People wersquove helped find Family Doctors or Nurse Practitioners

Zero clients

0 1 2 3 4Safety

Patient safety is top priority for Toronto Central CCAC Last year out of 3406170 visits 8 incidences occurred in which a client was harmed We follow up on every incident in which a client is harmed when receiving care and identify how to prevent further similar incidents (Harm could include missed medication)

on wait list for Toronto Central CCAC services

19

Board of Directors 2014-2015

William Yetman Board Chair

Michael Beswick Member Finance and Audit Committees

Gina DeVeaux Chair Quality Committee

Nancy Dudgeon Past Chair

Laurie Hicks Member Quality Committee

Myra Libenson Member Finance and Audit Committees

Shannon MacDonald Member Governance Committee

Christopher Neuman Chair Governance Committee

Manuel Pedrosa Chair Audit amp Finance Committees

Karen Sadlier-Brown Member Governance Committee

Paul Sudarsan Member Governance Committee

Natasha vandenHoven Vice Chair and Member Quality Committee

Senior Management Team

Stacey Daub Chief Executive Officer

Dennis Fong Senior Director Human Resources and Organizational Development

Jodeme Goldhar Chief Strategy Officer Senior Director Strategy and Planning

Dipti Purbhoo Senior Director Client Services

Bill Tottle Senior Director Corporate Services

Anne Wojtak Chief Performance Officer Senior Director Performance Improvement and Outcomes

Toronto Central Community Care Access Centre 250 Dundas Street West Suite 305 Toronto Ontario M5T 2Z5

Telephone 416-506-9888 Franccedilais 416-701-4646 Fax 416-506-1629 Toll Free 1-866-243-0061 Franccedilais 1-877-701-4646

Ce rapport est disponible en franccedilais (This report is available in French)

Healthcareathomecatorontocentral

torontocentralhealthlineca

Toronto Central Community Care Access Centre (CCAC) gets people the care they need in their homes and communities We provide a single point of access to a wide range of home and community services enabling people to get the specialized blend of the healthcare services they need when they need it

Facebookcomtorontocentralccac

YouTubecomtorontoccac

TwittercomTCCCAC

Linkedincomtoronto -central-community-care-access-centre

Toronto Central CCAC is fully funded by the Toronto Central Local Health Integration Network

Seniors Care 20750

Palliative Care1750

Urban Mental Health1600

Childrenrsquos Programs6600

Annual Clients Served At Home

HELPING TORONTO AT A GLANCE180000 PEOPLE CALLED US FOR LOCAL HEALTH INFORMATION AND REFERRAL

TORONTO CENTRAL CCAC PARTNERS WITH SERVICE PROVIDER AGENCIES WHO PROVIDE CARE WITH US TO OUR CLIENTS IN THE COMMUNITY22

4

66000 CLIENTS RETURNED FROM TORONTO HOSPITALS WITH CCAC SUPPORT

WErsquoRE IN 24 HOSPITAL SITES AND 7 EMERGENCY DEPARTMENTS 13 FAMILY HEALTH TEAMS 37 LONG-TERM CARE HOMES 34 COMMUNITY SUPPORT SERVICE AGENCIES 4 SCHOOL BOARDS AND 13 COMMUNITY HEALTH CENTRES

5

ldquoHaving a CCAC Care Coordinator embedded in our Family Health Team has allowed improved problem solving and innovative solutions for some of our most complex patients The ability to have a real-time two-way conversation with a provider knowledgeable in community supports is invaluable This has allowed us to provide more efficient and effective care for our patients by reducing the time it takes to navigate the system and to easily access needed resources rdquo

Dr Lora Cruise Family Physician at Bridgepoint Family Health Team

6

INTEGRATIONIn Ontario homecare developed separately from primary care hospital care long-term care and other community services which made sense when the health needs of clients were simpler when people generally only needed care from one part of the health system at a time Today as more people have complex chronic health conditions they need care from multiple sources at the same time At Toronto Central CCAC we help our clients understand all the services available to them and ensure that providers from different organizations work together to support clients and families

The goal of integrating care with other parts of the health system is to help our clients feel that they have a team working for them as opposed to various services that are not coordinated Integrated healthcare is about bringing together a team that includes the clients and families as well as Care Coordinators Physicians Nurses Personal Support Workers and other services around shared goals for each clientrsquos health With the CCAC Care Coordinator as quarterback for the team we help clients and family caregivers figure out how to make the healthcare system work better for them We call this approach to care ldquoone client one teamrdquo The client and their caregivers are the most important members of their own care team

Our work with integrated teams has also shown us the value of having the CCAC and primary care physicians working closer together Over the last two years we have been linking CCAC Coordinators to primary care practices to enable us to work with

family doctors and nurse practitioners to support the patients we share in common In the last year we doubled the number of primary care practices we have connections with Physicians and Nurse Practitioners tell us this makes it easier for them to support their patients and for people to get better care

ldquoI was so surprised the nurse already knew what the doctor had planned and that the care team speaks every day It makes it easier for me as the caregiver I donrsquot have to make sure everyone has all of the information and it makes me more confident in the care teamrdquo

Caregiver

1CLIENTTEAM

7

We helped

5400 Ontarians find a Primary Care provider through the Ministry of Health and Long-Term Care Health Care Connect program

INNOVATIONOngoing feedback from clients is critical to help us deliver better care This is particularly important in helping us improve our services for people with complex health conditions who need support for long periods of time And by rethinking how we do things we are laying the groundwork for more improvements to come

Innovation is allowing us to care for more people at home who even five years ago would have needed to be in a hospital or long term care home

Technology is helping us increase our support to clients For example Telehomecare a service we provide in partnership with Ontario Telemedicine Network (OTN) uses technology to allow us to monitor clients daily Nurses are alerted to changes in a clientrsquos health status and they can then call clients to ask questions follow up with a home visit or advise them to see their doctor Technology also helps our staff access healthcare information more quickly and easily allowing us to share information about clientsrsquo needs or changes in health status with the rest of the care team

Research and evidence are important for helping us understand what is working well and where we can improve As we change how we deliver care itrsquos important that we evaluate the impact of those changes for clients and our health system partners Innovations need to be evaluated to prove that they work To help us evaluate our efforts we have formed partnerships with academic institutions such as the University of Waterloo York University University of Toronto and the Li Ka Shing Institute at St Michaelrsquos Hospital among others

This year we evolved our existing partnership with University of Torontorsquos Institute of Health Policy Management and Evaluation to create a shared researchfaculty position Dr Maritt Kirst is the lead researcher for evaluating our integrated care programs Her work will help us understand how integrated care models successfully increase coordination of the healthcare system and improve the client and caregiver experience This will accelerate our ability to be innovative focusing on where we see the highest value for patients

Innovation can be simple In spring 2015 the Ministry of Health and Long-Term Care announced its support for self-directed funding Piloted by Toronto Central CCAC the self-directed funding model for families of children with complex needs provides funding envelopes designed to give parents more control and choice over the care of their children who have very complex medical needs The families report higher satisfaction with their care and actually used fewer resources achieving cost savings

8

87

ldquoMany people living with terminal illness wish to be at home with family and friends as long as possible These days those who choose to die at home can be appropriately supported to do so with the same kind of medical care yoursquod expect in a hospital palliative care unitrdquo

Dr Russell Goldman Temmy Latner Centre for Palliative Care Mount Sinai Hospital

of clients would definitely recommend the Telehomecare program to others

9

5 of Ontarians account for

66 of the expenditure on healthcare in OntarioThese are individuals with very complex health issues who are not well supported by the current systemInstitute for Clinical Evaluative Sciences (Wodchis W et al 2012)

ldquoSunnybrook Health Sciences Centre sees the Toronto Central CCAC as a valued partner in patient care Over the past few years we have developed innovative programs together such as the Transitional Care Coordinator which have helped to address the needs of the most complex patients in a highly coordinated fashion We value the openness of the Toronto Central CCAC to try new ways of working together in a true team spiritrdquo

Malcolm Moffat Executive Vice President Sunnybrook Health Sciences Centre

10

Toronto Central CCAC has a focus on supporting people to age comfortably and safely in the community In addition for people with advanced chronic illnesses or who are nearing the end of their lives we deliver comprehensive end-of-life care that provides a supportive pain-free and caring experience This includes providing people with choices about their care Toronto Central CCAC partners with a number of organizations including palliative care physicians contracted service providers hospices and other community agencies to deliver a team approach to palliative care Most Canadians indicate that if given the choice they would prefer to not die at home

With Toronto Central CCACrsquos focus on supporting people with complex and chronic health issues the proportion of patients with higher needs has increased by 73 per cent over the past five years

(Canadian Hospice Palliative Care Association Fact Sheet May 2012)

of our clients would refer their loved ones to us97

We developed coordinated care plans for 878 complex clients through our integrated teams and partnership with our Toronto Central Health Links

This includes 151 new medically complex frail older adults and 266 new palliative clients in our Integrated Client Care Project (ICCP) program

INCREASED MEDICAL COMPLEXITY

ldquoNo words could ever express the deep gratitude I feel to these wonderful people and the caring meaningful way they helped me survive this very difficult time and made it possible for our loved one to be at home until the end They were more than caregivers they became family and that made all the difference Thank God for this team they will forever be in my prayersrdquo

Caregiver of palliative client

11

PROUD TO SERVE OUR COMMUNITY

Wersquore proud to contribute to the community we serve

Recognizing caregivers ndash In 2014 Toronto Central CCAC celebrated its first Heroes in the Home event recognizing over 100 paid and unpaid caregivers whose extraordinary dedication compassion and love ensured that others live fulfilling lives despite illness or disability Wersquore inspired by these family members friends neighbours and healthcare professionals They are truly our partners and make it possible for others to live safely in their homes and communities

Teaching the next generation ndash Some of our staff give back to the community by returning to universities and colleges in our area as guest lecturers mentors and faculty A new generation of healthcare professionals is benefitting from their experience insight and passion

Volunteering in the community ndash Itrsquos remarkable how many of our employees contribute to our community not only through the work they do but as volunteers as well This year we encouraged more volunteerism with ldquoFifty Days of Caringrdquo to mark the 50th anniversary of publicly-funded homecare in Toronto Through this program we supported our staff to volunteer across the city

12

4 of Ontariorsquos healthcare budget is for homecare

19750 clients in Toronto Central receive CCAC services on any given day

In 1964 when publicly-funded homecare started in Toronto there were only three or four services offered Now we offer dozens ndash from nurses in schools to support children with issues of mental health and addictions to helping people with multiple chronic diseases be independent and learn to manage their illnesses With a rapidly aging population and an increase in clients with complex medical issues the scope of homecare is evolving with our changing society

We have also seen a shift in how we support our clients We know that the experience our clients have with our care is just as important as the quality of the care We take the time to ask our clients what is most important to them instead of assuming that we know what they need Our ldquoChanging the Conversationrdquo approach recognizes that clients are in the best position to know what they need ndash and their needs can change from one day to the next

Our ldquoone client one teamrdquo philosophy ensures that a clientrsquos health team is working together toward the same goal ndash from Personal Support Workers to Primary Care providers

THE CHANGING ROLE OF HOMECARE

13

Toronto Central CCAC serves a unique and diverse population

Our services are available to over 15 million residents in the Toronto Central LHIN geography resourced by our three regional offices

We work with 24 hospitals 150 community-based service agencies 37 Long-Term Care Homes 22 Service Provider Partners and 13 Community Health Centres

We serve an area with the highest rates of low income and single parent families

Over 74000 Torontonians of all ages and cultural backgrounds benefited from the home and community care services delivered by Toronto Central CCAC last year

We served 74000 CLIENTS

14

Healthcare is in a state of change We know that healthcare costs 50 cents of every dollar spent on public services in Ontario At the same time the healthcare needs of the population are growing This means that the health system needs to find more effective ways to meet the increasing demand for healthcare but in a way that costs less not more Toronto Central CCAC is ready for this challenge

For the last few years we have been finding ways to reach more people with care through innovations such as Neighbourhood Care Teams community-based clinics and working more effectively with primary care Now with a new provincial focus on home and community care we see opportunities to work with new partners and new technology to be even more creative in how we deliver more care to more clients In 201516 we will be launching a new

strategic plan that envisions the future of home and community care in Toronto This future includes supporting clients to be fully engaged in their care having more integration across the health system focusing on better care for our clients with the highest needs and organizing care differently in neighbourhoods In particular neighbourhood-based care will allow us to connect into the array of community services that are available through the City of Toronto and social service agencies Our goal is to work with new and existing partners to create more supportive environments for people to age and be as healthy as possible

Toronto Central CCAC is proud to have had 50 years serving the people of Toronto We look forward to meeting the needs of Toronto for the next 50 years

Heathcare costs +- 50 cents of every dollar spent on public services in Ontario

LOOKING TO THE FUTURE

15

Statement of OperationsYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Revenue

MOHLTCLHIN Funding 244584 230987 Other revenue 5010 3496 249594 234483

Expenses

Client Care related expenses 232511 215144 Administration 17211 19302 249722 234446

Excess of revenue over expenses

(128) 37

Balance Sheet

Year ended March 31 2015

Balance SheetYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Assets

Current Assets 25125 27596

Pandemic supplies 201 346

Capital Assets 5259 6088

30585 34030

Liabilities

Current liabilities 24592 27080

Deferred Capital Contributions 5259 6088

Fund balance 734 862

30585 34030

FINANCIALS

16

National Best Practice

for care integration from the Canadian Home Care Association 2014

Ontario Ministerrsquos Medal 2014for the highest achievement in quality for our

integrated palliative care program

Quality Healthcare Workplace Gold Award at HealthAchieve 2014

Accredited to national standards with recognition for leading practices in

integrated care amp ethics by Accreditation Canada

Recognized for our

diversity and inclusion by The Canadian College of Health Leaders

Received

proud partner award from Baycrest

17

Last year we missed of all visits 004

Client-Centered Care

Our clients report

92 92 97

a positive experience

felt supported understood and had a good care plan

would recommend us to family and friends

Results based on the provincial CCAC Client and Caregiver Experience Survey

Access

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

84 of clients with complex health conditions received their first personal support visit for clients with complex health conditions within 5 days

93 of clients received their first nursing visit within 5 days

Median wait-time for service visit for a hospital discharge is 1 day

Median wait-time for service visit for a community referral is 6 days

PERFORMANCE SNAPSHOT

18

Integrated Care

Family doctors and Nurse Practitioners are most peoplersquos first stop for their healthcare needs We have committed to connecting with all the local primary care providers within our community so we can better work with these partners to deliver our joint patients better care

60

50

40

30

20

10 9

26

36

60

2012 2013 2014 2015

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

2960 4957 60432013 2014 2015

People wersquove helped find Family Doctors or Nurse Practitioners

Zero clients

0 1 2 3 4Safety

Patient safety is top priority for Toronto Central CCAC Last year out of 3406170 visits 8 incidences occurred in which a client was harmed We follow up on every incident in which a client is harmed when receiving care and identify how to prevent further similar incidents (Harm could include missed medication)

on wait list for Toronto Central CCAC services

19

Board of Directors 2014-2015

William Yetman Board Chair

Michael Beswick Member Finance and Audit Committees

Gina DeVeaux Chair Quality Committee

Nancy Dudgeon Past Chair

Laurie Hicks Member Quality Committee

Myra Libenson Member Finance and Audit Committees

Shannon MacDonald Member Governance Committee

Christopher Neuman Chair Governance Committee

Manuel Pedrosa Chair Audit amp Finance Committees

Karen Sadlier-Brown Member Governance Committee

Paul Sudarsan Member Governance Committee

Natasha vandenHoven Vice Chair and Member Quality Committee

Senior Management Team

Stacey Daub Chief Executive Officer

Dennis Fong Senior Director Human Resources and Organizational Development

Jodeme Goldhar Chief Strategy Officer Senior Director Strategy and Planning

Dipti Purbhoo Senior Director Client Services

Bill Tottle Senior Director Corporate Services

Anne Wojtak Chief Performance Officer Senior Director Performance Improvement and Outcomes

Toronto Central Community Care Access Centre 250 Dundas Street West Suite 305 Toronto Ontario M5T 2Z5

Telephone 416-506-9888 Franccedilais 416-701-4646 Fax 416-506-1629 Toll Free 1-866-243-0061 Franccedilais 1-877-701-4646

Ce rapport est disponible en franccedilais (This report is available in French)

Healthcareathomecatorontocentral

torontocentralhealthlineca

Toronto Central Community Care Access Centre (CCAC) gets people the care they need in their homes and communities We provide a single point of access to a wide range of home and community services enabling people to get the specialized blend of the healthcare services they need when they need it

Facebookcomtorontocentralccac

YouTubecomtorontoccac

TwittercomTCCCAC

Linkedincomtoronto -central-community-care-access-centre

Toronto Central CCAC is fully funded by the Toronto Central Local Health Integration Network

66000 CLIENTS RETURNED FROM TORONTO HOSPITALS WITH CCAC SUPPORT

WErsquoRE IN 24 HOSPITAL SITES AND 7 EMERGENCY DEPARTMENTS 13 FAMILY HEALTH TEAMS 37 LONG-TERM CARE HOMES 34 COMMUNITY SUPPORT SERVICE AGENCIES 4 SCHOOL BOARDS AND 13 COMMUNITY HEALTH CENTRES

5

ldquoHaving a CCAC Care Coordinator embedded in our Family Health Team has allowed improved problem solving and innovative solutions for some of our most complex patients The ability to have a real-time two-way conversation with a provider knowledgeable in community supports is invaluable This has allowed us to provide more efficient and effective care for our patients by reducing the time it takes to navigate the system and to easily access needed resources rdquo

Dr Lora Cruise Family Physician at Bridgepoint Family Health Team

6

INTEGRATIONIn Ontario homecare developed separately from primary care hospital care long-term care and other community services which made sense when the health needs of clients were simpler when people generally only needed care from one part of the health system at a time Today as more people have complex chronic health conditions they need care from multiple sources at the same time At Toronto Central CCAC we help our clients understand all the services available to them and ensure that providers from different organizations work together to support clients and families

The goal of integrating care with other parts of the health system is to help our clients feel that they have a team working for them as opposed to various services that are not coordinated Integrated healthcare is about bringing together a team that includes the clients and families as well as Care Coordinators Physicians Nurses Personal Support Workers and other services around shared goals for each clientrsquos health With the CCAC Care Coordinator as quarterback for the team we help clients and family caregivers figure out how to make the healthcare system work better for them We call this approach to care ldquoone client one teamrdquo The client and their caregivers are the most important members of their own care team

Our work with integrated teams has also shown us the value of having the CCAC and primary care physicians working closer together Over the last two years we have been linking CCAC Coordinators to primary care practices to enable us to work with

family doctors and nurse practitioners to support the patients we share in common In the last year we doubled the number of primary care practices we have connections with Physicians and Nurse Practitioners tell us this makes it easier for them to support their patients and for people to get better care

ldquoI was so surprised the nurse already knew what the doctor had planned and that the care team speaks every day It makes it easier for me as the caregiver I donrsquot have to make sure everyone has all of the information and it makes me more confident in the care teamrdquo

Caregiver

1CLIENTTEAM

7

We helped

5400 Ontarians find a Primary Care provider through the Ministry of Health and Long-Term Care Health Care Connect program

INNOVATIONOngoing feedback from clients is critical to help us deliver better care This is particularly important in helping us improve our services for people with complex health conditions who need support for long periods of time And by rethinking how we do things we are laying the groundwork for more improvements to come

Innovation is allowing us to care for more people at home who even five years ago would have needed to be in a hospital or long term care home

Technology is helping us increase our support to clients For example Telehomecare a service we provide in partnership with Ontario Telemedicine Network (OTN) uses technology to allow us to monitor clients daily Nurses are alerted to changes in a clientrsquos health status and they can then call clients to ask questions follow up with a home visit or advise them to see their doctor Technology also helps our staff access healthcare information more quickly and easily allowing us to share information about clientsrsquo needs or changes in health status with the rest of the care team

Research and evidence are important for helping us understand what is working well and where we can improve As we change how we deliver care itrsquos important that we evaluate the impact of those changes for clients and our health system partners Innovations need to be evaluated to prove that they work To help us evaluate our efforts we have formed partnerships with academic institutions such as the University of Waterloo York University University of Toronto and the Li Ka Shing Institute at St Michaelrsquos Hospital among others

This year we evolved our existing partnership with University of Torontorsquos Institute of Health Policy Management and Evaluation to create a shared researchfaculty position Dr Maritt Kirst is the lead researcher for evaluating our integrated care programs Her work will help us understand how integrated care models successfully increase coordination of the healthcare system and improve the client and caregiver experience This will accelerate our ability to be innovative focusing on where we see the highest value for patients

Innovation can be simple In spring 2015 the Ministry of Health and Long-Term Care announced its support for self-directed funding Piloted by Toronto Central CCAC the self-directed funding model for families of children with complex needs provides funding envelopes designed to give parents more control and choice over the care of their children who have very complex medical needs The families report higher satisfaction with their care and actually used fewer resources achieving cost savings

8

87

ldquoMany people living with terminal illness wish to be at home with family and friends as long as possible These days those who choose to die at home can be appropriately supported to do so with the same kind of medical care yoursquod expect in a hospital palliative care unitrdquo

Dr Russell Goldman Temmy Latner Centre for Palliative Care Mount Sinai Hospital

of clients would definitely recommend the Telehomecare program to others

9

5 of Ontarians account for

66 of the expenditure on healthcare in OntarioThese are individuals with very complex health issues who are not well supported by the current systemInstitute for Clinical Evaluative Sciences (Wodchis W et al 2012)

ldquoSunnybrook Health Sciences Centre sees the Toronto Central CCAC as a valued partner in patient care Over the past few years we have developed innovative programs together such as the Transitional Care Coordinator which have helped to address the needs of the most complex patients in a highly coordinated fashion We value the openness of the Toronto Central CCAC to try new ways of working together in a true team spiritrdquo

Malcolm Moffat Executive Vice President Sunnybrook Health Sciences Centre

10

Toronto Central CCAC has a focus on supporting people to age comfortably and safely in the community In addition for people with advanced chronic illnesses or who are nearing the end of their lives we deliver comprehensive end-of-life care that provides a supportive pain-free and caring experience This includes providing people with choices about their care Toronto Central CCAC partners with a number of organizations including palliative care physicians contracted service providers hospices and other community agencies to deliver a team approach to palliative care Most Canadians indicate that if given the choice they would prefer to not die at home

With Toronto Central CCACrsquos focus on supporting people with complex and chronic health issues the proportion of patients with higher needs has increased by 73 per cent over the past five years

(Canadian Hospice Palliative Care Association Fact Sheet May 2012)

of our clients would refer their loved ones to us97

We developed coordinated care plans for 878 complex clients through our integrated teams and partnership with our Toronto Central Health Links

This includes 151 new medically complex frail older adults and 266 new palliative clients in our Integrated Client Care Project (ICCP) program

INCREASED MEDICAL COMPLEXITY

ldquoNo words could ever express the deep gratitude I feel to these wonderful people and the caring meaningful way they helped me survive this very difficult time and made it possible for our loved one to be at home until the end They were more than caregivers they became family and that made all the difference Thank God for this team they will forever be in my prayersrdquo

Caregiver of palliative client

11

PROUD TO SERVE OUR COMMUNITY

Wersquore proud to contribute to the community we serve

Recognizing caregivers ndash In 2014 Toronto Central CCAC celebrated its first Heroes in the Home event recognizing over 100 paid and unpaid caregivers whose extraordinary dedication compassion and love ensured that others live fulfilling lives despite illness or disability Wersquore inspired by these family members friends neighbours and healthcare professionals They are truly our partners and make it possible for others to live safely in their homes and communities

Teaching the next generation ndash Some of our staff give back to the community by returning to universities and colleges in our area as guest lecturers mentors and faculty A new generation of healthcare professionals is benefitting from their experience insight and passion

Volunteering in the community ndash Itrsquos remarkable how many of our employees contribute to our community not only through the work they do but as volunteers as well This year we encouraged more volunteerism with ldquoFifty Days of Caringrdquo to mark the 50th anniversary of publicly-funded homecare in Toronto Through this program we supported our staff to volunteer across the city

12

4 of Ontariorsquos healthcare budget is for homecare

19750 clients in Toronto Central receive CCAC services on any given day

In 1964 when publicly-funded homecare started in Toronto there were only three or four services offered Now we offer dozens ndash from nurses in schools to support children with issues of mental health and addictions to helping people with multiple chronic diseases be independent and learn to manage their illnesses With a rapidly aging population and an increase in clients with complex medical issues the scope of homecare is evolving with our changing society

We have also seen a shift in how we support our clients We know that the experience our clients have with our care is just as important as the quality of the care We take the time to ask our clients what is most important to them instead of assuming that we know what they need Our ldquoChanging the Conversationrdquo approach recognizes that clients are in the best position to know what they need ndash and their needs can change from one day to the next

Our ldquoone client one teamrdquo philosophy ensures that a clientrsquos health team is working together toward the same goal ndash from Personal Support Workers to Primary Care providers

THE CHANGING ROLE OF HOMECARE

13

Toronto Central CCAC serves a unique and diverse population

Our services are available to over 15 million residents in the Toronto Central LHIN geography resourced by our three regional offices

We work with 24 hospitals 150 community-based service agencies 37 Long-Term Care Homes 22 Service Provider Partners and 13 Community Health Centres

We serve an area with the highest rates of low income and single parent families

Over 74000 Torontonians of all ages and cultural backgrounds benefited from the home and community care services delivered by Toronto Central CCAC last year

We served 74000 CLIENTS

14

Healthcare is in a state of change We know that healthcare costs 50 cents of every dollar spent on public services in Ontario At the same time the healthcare needs of the population are growing This means that the health system needs to find more effective ways to meet the increasing demand for healthcare but in a way that costs less not more Toronto Central CCAC is ready for this challenge

For the last few years we have been finding ways to reach more people with care through innovations such as Neighbourhood Care Teams community-based clinics and working more effectively with primary care Now with a new provincial focus on home and community care we see opportunities to work with new partners and new technology to be even more creative in how we deliver more care to more clients In 201516 we will be launching a new

strategic plan that envisions the future of home and community care in Toronto This future includes supporting clients to be fully engaged in their care having more integration across the health system focusing on better care for our clients with the highest needs and organizing care differently in neighbourhoods In particular neighbourhood-based care will allow us to connect into the array of community services that are available through the City of Toronto and social service agencies Our goal is to work with new and existing partners to create more supportive environments for people to age and be as healthy as possible

Toronto Central CCAC is proud to have had 50 years serving the people of Toronto We look forward to meeting the needs of Toronto for the next 50 years

Heathcare costs +- 50 cents of every dollar spent on public services in Ontario

LOOKING TO THE FUTURE

15

Statement of OperationsYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Revenue

MOHLTCLHIN Funding 244584 230987 Other revenue 5010 3496 249594 234483

Expenses

Client Care related expenses 232511 215144 Administration 17211 19302 249722 234446

Excess of revenue over expenses

(128) 37

Balance Sheet

Year ended March 31 2015

Balance SheetYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Assets

Current Assets 25125 27596

Pandemic supplies 201 346

Capital Assets 5259 6088

30585 34030

Liabilities

Current liabilities 24592 27080

Deferred Capital Contributions 5259 6088

Fund balance 734 862

30585 34030

FINANCIALS

16

National Best Practice

for care integration from the Canadian Home Care Association 2014

Ontario Ministerrsquos Medal 2014for the highest achievement in quality for our

integrated palliative care program

Quality Healthcare Workplace Gold Award at HealthAchieve 2014

Accredited to national standards with recognition for leading practices in

integrated care amp ethics by Accreditation Canada

Recognized for our

diversity and inclusion by The Canadian College of Health Leaders

Received

proud partner award from Baycrest

17

Last year we missed of all visits 004

Client-Centered Care

Our clients report

92 92 97

a positive experience

felt supported understood and had a good care plan

would recommend us to family and friends

Results based on the provincial CCAC Client and Caregiver Experience Survey

Access

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

84 of clients with complex health conditions received their first personal support visit for clients with complex health conditions within 5 days

93 of clients received their first nursing visit within 5 days

Median wait-time for service visit for a hospital discharge is 1 day

Median wait-time for service visit for a community referral is 6 days

PERFORMANCE SNAPSHOT

18

Integrated Care

Family doctors and Nurse Practitioners are most peoplersquos first stop for their healthcare needs We have committed to connecting with all the local primary care providers within our community so we can better work with these partners to deliver our joint patients better care

60

50

40

30

20

10 9

26

36

60

2012 2013 2014 2015

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

2960 4957 60432013 2014 2015

People wersquove helped find Family Doctors or Nurse Practitioners

Zero clients

0 1 2 3 4Safety

Patient safety is top priority for Toronto Central CCAC Last year out of 3406170 visits 8 incidences occurred in which a client was harmed We follow up on every incident in which a client is harmed when receiving care and identify how to prevent further similar incidents (Harm could include missed medication)

on wait list for Toronto Central CCAC services

19

Board of Directors 2014-2015

William Yetman Board Chair

Michael Beswick Member Finance and Audit Committees

Gina DeVeaux Chair Quality Committee

Nancy Dudgeon Past Chair

Laurie Hicks Member Quality Committee

Myra Libenson Member Finance and Audit Committees

Shannon MacDonald Member Governance Committee

Christopher Neuman Chair Governance Committee

Manuel Pedrosa Chair Audit amp Finance Committees

Karen Sadlier-Brown Member Governance Committee

Paul Sudarsan Member Governance Committee

Natasha vandenHoven Vice Chair and Member Quality Committee

Senior Management Team

Stacey Daub Chief Executive Officer

Dennis Fong Senior Director Human Resources and Organizational Development

Jodeme Goldhar Chief Strategy Officer Senior Director Strategy and Planning

Dipti Purbhoo Senior Director Client Services

Bill Tottle Senior Director Corporate Services

Anne Wojtak Chief Performance Officer Senior Director Performance Improvement and Outcomes

Toronto Central Community Care Access Centre 250 Dundas Street West Suite 305 Toronto Ontario M5T 2Z5

Telephone 416-506-9888 Franccedilais 416-701-4646 Fax 416-506-1629 Toll Free 1-866-243-0061 Franccedilais 1-877-701-4646

Ce rapport est disponible en franccedilais (This report is available in French)

Healthcareathomecatorontocentral

torontocentralhealthlineca

Toronto Central Community Care Access Centre (CCAC) gets people the care they need in their homes and communities We provide a single point of access to a wide range of home and community services enabling people to get the specialized blend of the healthcare services they need when they need it

Facebookcomtorontocentralccac

YouTubecomtorontoccac

TwittercomTCCCAC

Linkedincomtoronto -central-community-care-access-centre

Toronto Central CCAC is fully funded by the Toronto Central Local Health Integration Network

ldquoHaving a CCAC Care Coordinator embedded in our Family Health Team has allowed improved problem solving and innovative solutions for some of our most complex patients The ability to have a real-time two-way conversation with a provider knowledgeable in community supports is invaluable This has allowed us to provide more efficient and effective care for our patients by reducing the time it takes to navigate the system and to easily access needed resources rdquo

Dr Lora Cruise Family Physician at Bridgepoint Family Health Team

6

INTEGRATIONIn Ontario homecare developed separately from primary care hospital care long-term care and other community services which made sense when the health needs of clients were simpler when people generally only needed care from one part of the health system at a time Today as more people have complex chronic health conditions they need care from multiple sources at the same time At Toronto Central CCAC we help our clients understand all the services available to them and ensure that providers from different organizations work together to support clients and families

The goal of integrating care with other parts of the health system is to help our clients feel that they have a team working for them as opposed to various services that are not coordinated Integrated healthcare is about bringing together a team that includes the clients and families as well as Care Coordinators Physicians Nurses Personal Support Workers and other services around shared goals for each clientrsquos health With the CCAC Care Coordinator as quarterback for the team we help clients and family caregivers figure out how to make the healthcare system work better for them We call this approach to care ldquoone client one teamrdquo The client and their caregivers are the most important members of their own care team

Our work with integrated teams has also shown us the value of having the CCAC and primary care physicians working closer together Over the last two years we have been linking CCAC Coordinators to primary care practices to enable us to work with

family doctors and nurse practitioners to support the patients we share in common In the last year we doubled the number of primary care practices we have connections with Physicians and Nurse Practitioners tell us this makes it easier for them to support their patients and for people to get better care

ldquoI was so surprised the nurse already knew what the doctor had planned and that the care team speaks every day It makes it easier for me as the caregiver I donrsquot have to make sure everyone has all of the information and it makes me more confident in the care teamrdquo

Caregiver

1CLIENTTEAM

7

We helped

5400 Ontarians find a Primary Care provider through the Ministry of Health and Long-Term Care Health Care Connect program

INNOVATIONOngoing feedback from clients is critical to help us deliver better care This is particularly important in helping us improve our services for people with complex health conditions who need support for long periods of time And by rethinking how we do things we are laying the groundwork for more improvements to come

Innovation is allowing us to care for more people at home who even five years ago would have needed to be in a hospital or long term care home

Technology is helping us increase our support to clients For example Telehomecare a service we provide in partnership with Ontario Telemedicine Network (OTN) uses technology to allow us to monitor clients daily Nurses are alerted to changes in a clientrsquos health status and they can then call clients to ask questions follow up with a home visit or advise them to see their doctor Technology also helps our staff access healthcare information more quickly and easily allowing us to share information about clientsrsquo needs or changes in health status with the rest of the care team

Research and evidence are important for helping us understand what is working well and where we can improve As we change how we deliver care itrsquos important that we evaluate the impact of those changes for clients and our health system partners Innovations need to be evaluated to prove that they work To help us evaluate our efforts we have formed partnerships with academic institutions such as the University of Waterloo York University University of Toronto and the Li Ka Shing Institute at St Michaelrsquos Hospital among others

This year we evolved our existing partnership with University of Torontorsquos Institute of Health Policy Management and Evaluation to create a shared researchfaculty position Dr Maritt Kirst is the lead researcher for evaluating our integrated care programs Her work will help us understand how integrated care models successfully increase coordination of the healthcare system and improve the client and caregiver experience This will accelerate our ability to be innovative focusing on where we see the highest value for patients

Innovation can be simple In spring 2015 the Ministry of Health and Long-Term Care announced its support for self-directed funding Piloted by Toronto Central CCAC the self-directed funding model for families of children with complex needs provides funding envelopes designed to give parents more control and choice over the care of their children who have very complex medical needs The families report higher satisfaction with their care and actually used fewer resources achieving cost savings

8

87

ldquoMany people living with terminal illness wish to be at home with family and friends as long as possible These days those who choose to die at home can be appropriately supported to do so with the same kind of medical care yoursquod expect in a hospital palliative care unitrdquo

Dr Russell Goldman Temmy Latner Centre for Palliative Care Mount Sinai Hospital

of clients would definitely recommend the Telehomecare program to others

9

5 of Ontarians account for

66 of the expenditure on healthcare in OntarioThese are individuals with very complex health issues who are not well supported by the current systemInstitute for Clinical Evaluative Sciences (Wodchis W et al 2012)

ldquoSunnybrook Health Sciences Centre sees the Toronto Central CCAC as a valued partner in patient care Over the past few years we have developed innovative programs together such as the Transitional Care Coordinator which have helped to address the needs of the most complex patients in a highly coordinated fashion We value the openness of the Toronto Central CCAC to try new ways of working together in a true team spiritrdquo

Malcolm Moffat Executive Vice President Sunnybrook Health Sciences Centre

10

Toronto Central CCAC has a focus on supporting people to age comfortably and safely in the community In addition for people with advanced chronic illnesses or who are nearing the end of their lives we deliver comprehensive end-of-life care that provides a supportive pain-free and caring experience This includes providing people with choices about their care Toronto Central CCAC partners with a number of organizations including palliative care physicians contracted service providers hospices and other community agencies to deliver a team approach to palliative care Most Canadians indicate that if given the choice they would prefer to not die at home

With Toronto Central CCACrsquos focus on supporting people with complex and chronic health issues the proportion of patients with higher needs has increased by 73 per cent over the past five years

(Canadian Hospice Palliative Care Association Fact Sheet May 2012)

of our clients would refer their loved ones to us97

We developed coordinated care plans for 878 complex clients through our integrated teams and partnership with our Toronto Central Health Links

This includes 151 new medically complex frail older adults and 266 new palliative clients in our Integrated Client Care Project (ICCP) program

INCREASED MEDICAL COMPLEXITY

ldquoNo words could ever express the deep gratitude I feel to these wonderful people and the caring meaningful way they helped me survive this very difficult time and made it possible for our loved one to be at home until the end They were more than caregivers they became family and that made all the difference Thank God for this team they will forever be in my prayersrdquo

Caregiver of palliative client

11

PROUD TO SERVE OUR COMMUNITY

Wersquore proud to contribute to the community we serve

Recognizing caregivers ndash In 2014 Toronto Central CCAC celebrated its first Heroes in the Home event recognizing over 100 paid and unpaid caregivers whose extraordinary dedication compassion and love ensured that others live fulfilling lives despite illness or disability Wersquore inspired by these family members friends neighbours and healthcare professionals They are truly our partners and make it possible for others to live safely in their homes and communities

Teaching the next generation ndash Some of our staff give back to the community by returning to universities and colleges in our area as guest lecturers mentors and faculty A new generation of healthcare professionals is benefitting from their experience insight and passion

Volunteering in the community ndash Itrsquos remarkable how many of our employees contribute to our community not only through the work they do but as volunteers as well This year we encouraged more volunteerism with ldquoFifty Days of Caringrdquo to mark the 50th anniversary of publicly-funded homecare in Toronto Through this program we supported our staff to volunteer across the city

12

4 of Ontariorsquos healthcare budget is for homecare

19750 clients in Toronto Central receive CCAC services on any given day

In 1964 when publicly-funded homecare started in Toronto there were only three or four services offered Now we offer dozens ndash from nurses in schools to support children with issues of mental health and addictions to helping people with multiple chronic diseases be independent and learn to manage their illnesses With a rapidly aging population and an increase in clients with complex medical issues the scope of homecare is evolving with our changing society

We have also seen a shift in how we support our clients We know that the experience our clients have with our care is just as important as the quality of the care We take the time to ask our clients what is most important to them instead of assuming that we know what they need Our ldquoChanging the Conversationrdquo approach recognizes that clients are in the best position to know what they need ndash and their needs can change from one day to the next

Our ldquoone client one teamrdquo philosophy ensures that a clientrsquos health team is working together toward the same goal ndash from Personal Support Workers to Primary Care providers

THE CHANGING ROLE OF HOMECARE

13

Toronto Central CCAC serves a unique and diverse population

Our services are available to over 15 million residents in the Toronto Central LHIN geography resourced by our three regional offices

We work with 24 hospitals 150 community-based service agencies 37 Long-Term Care Homes 22 Service Provider Partners and 13 Community Health Centres

We serve an area with the highest rates of low income and single parent families

Over 74000 Torontonians of all ages and cultural backgrounds benefited from the home and community care services delivered by Toronto Central CCAC last year

We served 74000 CLIENTS

14

Healthcare is in a state of change We know that healthcare costs 50 cents of every dollar spent on public services in Ontario At the same time the healthcare needs of the population are growing This means that the health system needs to find more effective ways to meet the increasing demand for healthcare but in a way that costs less not more Toronto Central CCAC is ready for this challenge

For the last few years we have been finding ways to reach more people with care through innovations such as Neighbourhood Care Teams community-based clinics and working more effectively with primary care Now with a new provincial focus on home and community care we see opportunities to work with new partners and new technology to be even more creative in how we deliver more care to more clients In 201516 we will be launching a new

strategic plan that envisions the future of home and community care in Toronto This future includes supporting clients to be fully engaged in their care having more integration across the health system focusing on better care for our clients with the highest needs and organizing care differently in neighbourhoods In particular neighbourhood-based care will allow us to connect into the array of community services that are available through the City of Toronto and social service agencies Our goal is to work with new and existing partners to create more supportive environments for people to age and be as healthy as possible

Toronto Central CCAC is proud to have had 50 years serving the people of Toronto We look forward to meeting the needs of Toronto for the next 50 years

Heathcare costs +- 50 cents of every dollar spent on public services in Ontario

LOOKING TO THE FUTURE

15

Statement of OperationsYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Revenue

MOHLTCLHIN Funding 244584 230987 Other revenue 5010 3496 249594 234483

Expenses

Client Care related expenses 232511 215144 Administration 17211 19302 249722 234446

Excess of revenue over expenses

(128) 37

Balance Sheet

Year ended March 31 2015

Balance SheetYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Assets

Current Assets 25125 27596

Pandemic supplies 201 346

Capital Assets 5259 6088

30585 34030

Liabilities

Current liabilities 24592 27080

Deferred Capital Contributions 5259 6088

Fund balance 734 862

30585 34030

FINANCIALS

16

National Best Practice

for care integration from the Canadian Home Care Association 2014

Ontario Ministerrsquos Medal 2014for the highest achievement in quality for our

integrated palliative care program

Quality Healthcare Workplace Gold Award at HealthAchieve 2014

Accredited to national standards with recognition for leading practices in

integrated care amp ethics by Accreditation Canada

Recognized for our

diversity and inclusion by The Canadian College of Health Leaders

Received

proud partner award from Baycrest

17

Last year we missed of all visits 004

Client-Centered Care

Our clients report

92 92 97

a positive experience

felt supported understood and had a good care plan

would recommend us to family and friends

Results based on the provincial CCAC Client and Caregiver Experience Survey

Access

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

84 of clients with complex health conditions received their first personal support visit for clients with complex health conditions within 5 days

93 of clients received their first nursing visit within 5 days

Median wait-time for service visit for a hospital discharge is 1 day

Median wait-time for service visit for a community referral is 6 days

PERFORMANCE SNAPSHOT

18

Integrated Care

Family doctors and Nurse Practitioners are most peoplersquos first stop for their healthcare needs We have committed to connecting with all the local primary care providers within our community so we can better work with these partners to deliver our joint patients better care

60

50

40

30

20

10 9

26

36

60

2012 2013 2014 2015

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

2960 4957 60432013 2014 2015

People wersquove helped find Family Doctors or Nurse Practitioners

Zero clients

0 1 2 3 4Safety

Patient safety is top priority for Toronto Central CCAC Last year out of 3406170 visits 8 incidences occurred in which a client was harmed We follow up on every incident in which a client is harmed when receiving care and identify how to prevent further similar incidents (Harm could include missed medication)

on wait list for Toronto Central CCAC services

19

Board of Directors 2014-2015

William Yetman Board Chair

Michael Beswick Member Finance and Audit Committees

Gina DeVeaux Chair Quality Committee

Nancy Dudgeon Past Chair

Laurie Hicks Member Quality Committee

Myra Libenson Member Finance and Audit Committees

Shannon MacDonald Member Governance Committee

Christopher Neuman Chair Governance Committee

Manuel Pedrosa Chair Audit amp Finance Committees

Karen Sadlier-Brown Member Governance Committee

Paul Sudarsan Member Governance Committee

Natasha vandenHoven Vice Chair and Member Quality Committee

Senior Management Team

Stacey Daub Chief Executive Officer

Dennis Fong Senior Director Human Resources and Organizational Development

Jodeme Goldhar Chief Strategy Officer Senior Director Strategy and Planning

Dipti Purbhoo Senior Director Client Services

Bill Tottle Senior Director Corporate Services

Anne Wojtak Chief Performance Officer Senior Director Performance Improvement and Outcomes

Toronto Central Community Care Access Centre 250 Dundas Street West Suite 305 Toronto Ontario M5T 2Z5

Telephone 416-506-9888 Franccedilais 416-701-4646 Fax 416-506-1629 Toll Free 1-866-243-0061 Franccedilais 1-877-701-4646

Ce rapport est disponible en franccedilais (This report is available in French)

Healthcareathomecatorontocentral

torontocentralhealthlineca

Toronto Central Community Care Access Centre (CCAC) gets people the care they need in their homes and communities We provide a single point of access to a wide range of home and community services enabling people to get the specialized blend of the healthcare services they need when they need it

Facebookcomtorontocentralccac

YouTubecomtorontoccac

TwittercomTCCCAC

Linkedincomtoronto -central-community-care-access-centre

Toronto Central CCAC is fully funded by the Toronto Central Local Health Integration Network

INTEGRATIONIn Ontario homecare developed separately from primary care hospital care long-term care and other community services which made sense when the health needs of clients were simpler when people generally only needed care from one part of the health system at a time Today as more people have complex chronic health conditions they need care from multiple sources at the same time At Toronto Central CCAC we help our clients understand all the services available to them and ensure that providers from different organizations work together to support clients and families

The goal of integrating care with other parts of the health system is to help our clients feel that they have a team working for them as opposed to various services that are not coordinated Integrated healthcare is about bringing together a team that includes the clients and families as well as Care Coordinators Physicians Nurses Personal Support Workers and other services around shared goals for each clientrsquos health With the CCAC Care Coordinator as quarterback for the team we help clients and family caregivers figure out how to make the healthcare system work better for them We call this approach to care ldquoone client one teamrdquo The client and their caregivers are the most important members of their own care team

Our work with integrated teams has also shown us the value of having the CCAC and primary care physicians working closer together Over the last two years we have been linking CCAC Coordinators to primary care practices to enable us to work with

family doctors and nurse practitioners to support the patients we share in common In the last year we doubled the number of primary care practices we have connections with Physicians and Nurse Practitioners tell us this makes it easier for them to support their patients and for people to get better care

ldquoI was so surprised the nurse already knew what the doctor had planned and that the care team speaks every day It makes it easier for me as the caregiver I donrsquot have to make sure everyone has all of the information and it makes me more confident in the care teamrdquo

Caregiver

1CLIENTTEAM

7

We helped

5400 Ontarians find a Primary Care provider through the Ministry of Health and Long-Term Care Health Care Connect program

INNOVATIONOngoing feedback from clients is critical to help us deliver better care This is particularly important in helping us improve our services for people with complex health conditions who need support for long periods of time And by rethinking how we do things we are laying the groundwork for more improvements to come

Innovation is allowing us to care for more people at home who even five years ago would have needed to be in a hospital or long term care home

Technology is helping us increase our support to clients For example Telehomecare a service we provide in partnership with Ontario Telemedicine Network (OTN) uses technology to allow us to monitor clients daily Nurses are alerted to changes in a clientrsquos health status and they can then call clients to ask questions follow up with a home visit or advise them to see their doctor Technology also helps our staff access healthcare information more quickly and easily allowing us to share information about clientsrsquo needs or changes in health status with the rest of the care team

Research and evidence are important for helping us understand what is working well and where we can improve As we change how we deliver care itrsquos important that we evaluate the impact of those changes for clients and our health system partners Innovations need to be evaluated to prove that they work To help us evaluate our efforts we have formed partnerships with academic institutions such as the University of Waterloo York University University of Toronto and the Li Ka Shing Institute at St Michaelrsquos Hospital among others

This year we evolved our existing partnership with University of Torontorsquos Institute of Health Policy Management and Evaluation to create a shared researchfaculty position Dr Maritt Kirst is the lead researcher for evaluating our integrated care programs Her work will help us understand how integrated care models successfully increase coordination of the healthcare system and improve the client and caregiver experience This will accelerate our ability to be innovative focusing on where we see the highest value for patients

Innovation can be simple In spring 2015 the Ministry of Health and Long-Term Care announced its support for self-directed funding Piloted by Toronto Central CCAC the self-directed funding model for families of children with complex needs provides funding envelopes designed to give parents more control and choice over the care of their children who have very complex medical needs The families report higher satisfaction with their care and actually used fewer resources achieving cost savings

8

87

ldquoMany people living with terminal illness wish to be at home with family and friends as long as possible These days those who choose to die at home can be appropriately supported to do so with the same kind of medical care yoursquod expect in a hospital palliative care unitrdquo

Dr Russell Goldman Temmy Latner Centre for Palliative Care Mount Sinai Hospital

of clients would definitely recommend the Telehomecare program to others

9

5 of Ontarians account for

66 of the expenditure on healthcare in OntarioThese are individuals with very complex health issues who are not well supported by the current systemInstitute for Clinical Evaluative Sciences (Wodchis W et al 2012)

ldquoSunnybrook Health Sciences Centre sees the Toronto Central CCAC as a valued partner in patient care Over the past few years we have developed innovative programs together such as the Transitional Care Coordinator which have helped to address the needs of the most complex patients in a highly coordinated fashion We value the openness of the Toronto Central CCAC to try new ways of working together in a true team spiritrdquo

Malcolm Moffat Executive Vice President Sunnybrook Health Sciences Centre

10

Toronto Central CCAC has a focus on supporting people to age comfortably and safely in the community In addition for people with advanced chronic illnesses or who are nearing the end of their lives we deliver comprehensive end-of-life care that provides a supportive pain-free and caring experience This includes providing people with choices about their care Toronto Central CCAC partners with a number of organizations including palliative care physicians contracted service providers hospices and other community agencies to deliver a team approach to palliative care Most Canadians indicate that if given the choice they would prefer to not die at home

With Toronto Central CCACrsquos focus on supporting people with complex and chronic health issues the proportion of patients with higher needs has increased by 73 per cent over the past five years

(Canadian Hospice Palliative Care Association Fact Sheet May 2012)

of our clients would refer their loved ones to us97

We developed coordinated care plans for 878 complex clients through our integrated teams and partnership with our Toronto Central Health Links

This includes 151 new medically complex frail older adults and 266 new palliative clients in our Integrated Client Care Project (ICCP) program

INCREASED MEDICAL COMPLEXITY

ldquoNo words could ever express the deep gratitude I feel to these wonderful people and the caring meaningful way they helped me survive this very difficult time and made it possible for our loved one to be at home until the end They were more than caregivers they became family and that made all the difference Thank God for this team they will forever be in my prayersrdquo

Caregiver of palliative client

11

PROUD TO SERVE OUR COMMUNITY

Wersquore proud to contribute to the community we serve

Recognizing caregivers ndash In 2014 Toronto Central CCAC celebrated its first Heroes in the Home event recognizing over 100 paid and unpaid caregivers whose extraordinary dedication compassion and love ensured that others live fulfilling lives despite illness or disability Wersquore inspired by these family members friends neighbours and healthcare professionals They are truly our partners and make it possible for others to live safely in their homes and communities

Teaching the next generation ndash Some of our staff give back to the community by returning to universities and colleges in our area as guest lecturers mentors and faculty A new generation of healthcare professionals is benefitting from their experience insight and passion

Volunteering in the community ndash Itrsquos remarkable how many of our employees contribute to our community not only through the work they do but as volunteers as well This year we encouraged more volunteerism with ldquoFifty Days of Caringrdquo to mark the 50th anniversary of publicly-funded homecare in Toronto Through this program we supported our staff to volunteer across the city

12

4 of Ontariorsquos healthcare budget is for homecare

19750 clients in Toronto Central receive CCAC services on any given day

In 1964 when publicly-funded homecare started in Toronto there were only three or four services offered Now we offer dozens ndash from nurses in schools to support children with issues of mental health and addictions to helping people with multiple chronic diseases be independent and learn to manage their illnesses With a rapidly aging population and an increase in clients with complex medical issues the scope of homecare is evolving with our changing society

We have also seen a shift in how we support our clients We know that the experience our clients have with our care is just as important as the quality of the care We take the time to ask our clients what is most important to them instead of assuming that we know what they need Our ldquoChanging the Conversationrdquo approach recognizes that clients are in the best position to know what they need ndash and their needs can change from one day to the next

Our ldquoone client one teamrdquo philosophy ensures that a clientrsquos health team is working together toward the same goal ndash from Personal Support Workers to Primary Care providers

THE CHANGING ROLE OF HOMECARE

13

Toronto Central CCAC serves a unique and diverse population

Our services are available to over 15 million residents in the Toronto Central LHIN geography resourced by our three regional offices

We work with 24 hospitals 150 community-based service agencies 37 Long-Term Care Homes 22 Service Provider Partners and 13 Community Health Centres

We serve an area with the highest rates of low income and single parent families

Over 74000 Torontonians of all ages and cultural backgrounds benefited from the home and community care services delivered by Toronto Central CCAC last year

We served 74000 CLIENTS

14

Healthcare is in a state of change We know that healthcare costs 50 cents of every dollar spent on public services in Ontario At the same time the healthcare needs of the population are growing This means that the health system needs to find more effective ways to meet the increasing demand for healthcare but in a way that costs less not more Toronto Central CCAC is ready for this challenge

For the last few years we have been finding ways to reach more people with care through innovations such as Neighbourhood Care Teams community-based clinics and working more effectively with primary care Now with a new provincial focus on home and community care we see opportunities to work with new partners and new technology to be even more creative in how we deliver more care to more clients In 201516 we will be launching a new

strategic plan that envisions the future of home and community care in Toronto This future includes supporting clients to be fully engaged in their care having more integration across the health system focusing on better care for our clients with the highest needs and organizing care differently in neighbourhoods In particular neighbourhood-based care will allow us to connect into the array of community services that are available through the City of Toronto and social service agencies Our goal is to work with new and existing partners to create more supportive environments for people to age and be as healthy as possible

Toronto Central CCAC is proud to have had 50 years serving the people of Toronto We look forward to meeting the needs of Toronto for the next 50 years

Heathcare costs +- 50 cents of every dollar spent on public services in Ontario

LOOKING TO THE FUTURE

15

Statement of OperationsYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Revenue

MOHLTCLHIN Funding 244584 230987 Other revenue 5010 3496 249594 234483

Expenses

Client Care related expenses 232511 215144 Administration 17211 19302 249722 234446

Excess of revenue over expenses

(128) 37

Balance Sheet

Year ended March 31 2015

Balance SheetYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Assets

Current Assets 25125 27596

Pandemic supplies 201 346

Capital Assets 5259 6088

30585 34030

Liabilities

Current liabilities 24592 27080

Deferred Capital Contributions 5259 6088

Fund balance 734 862

30585 34030

FINANCIALS

16

National Best Practice

for care integration from the Canadian Home Care Association 2014

Ontario Ministerrsquos Medal 2014for the highest achievement in quality for our

integrated palliative care program

Quality Healthcare Workplace Gold Award at HealthAchieve 2014

Accredited to national standards with recognition for leading practices in

integrated care amp ethics by Accreditation Canada

Recognized for our

diversity and inclusion by The Canadian College of Health Leaders

Received

proud partner award from Baycrest

17

Last year we missed of all visits 004

Client-Centered Care

Our clients report

92 92 97

a positive experience

felt supported understood and had a good care plan

would recommend us to family and friends

Results based on the provincial CCAC Client and Caregiver Experience Survey

Access

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

84 of clients with complex health conditions received their first personal support visit for clients with complex health conditions within 5 days

93 of clients received their first nursing visit within 5 days

Median wait-time for service visit for a hospital discharge is 1 day

Median wait-time for service visit for a community referral is 6 days

PERFORMANCE SNAPSHOT

18

Integrated Care

Family doctors and Nurse Practitioners are most peoplersquos first stop for their healthcare needs We have committed to connecting with all the local primary care providers within our community so we can better work with these partners to deliver our joint patients better care

60

50

40

30

20

10 9

26

36

60

2012 2013 2014 2015

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

2960 4957 60432013 2014 2015

People wersquove helped find Family Doctors or Nurse Practitioners

Zero clients

0 1 2 3 4Safety

Patient safety is top priority for Toronto Central CCAC Last year out of 3406170 visits 8 incidences occurred in which a client was harmed We follow up on every incident in which a client is harmed when receiving care and identify how to prevent further similar incidents (Harm could include missed medication)

on wait list for Toronto Central CCAC services

19

Board of Directors 2014-2015

William Yetman Board Chair

Michael Beswick Member Finance and Audit Committees

Gina DeVeaux Chair Quality Committee

Nancy Dudgeon Past Chair

Laurie Hicks Member Quality Committee

Myra Libenson Member Finance and Audit Committees

Shannon MacDonald Member Governance Committee

Christopher Neuman Chair Governance Committee

Manuel Pedrosa Chair Audit amp Finance Committees

Karen Sadlier-Brown Member Governance Committee

Paul Sudarsan Member Governance Committee

Natasha vandenHoven Vice Chair and Member Quality Committee

Senior Management Team

Stacey Daub Chief Executive Officer

Dennis Fong Senior Director Human Resources and Organizational Development

Jodeme Goldhar Chief Strategy Officer Senior Director Strategy and Planning

Dipti Purbhoo Senior Director Client Services

Bill Tottle Senior Director Corporate Services

Anne Wojtak Chief Performance Officer Senior Director Performance Improvement and Outcomes

Toronto Central Community Care Access Centre 250 Dundas Street West Suite 305 Toronto Ontario M5T 2Z5

Telephone 416-506-9888 Franccedilais 416-701-4646 Fax 416-506-1629 Toll Free 1-866-243-0061 Franccedilais 1-877-701-4646

Ce rapport est disponible en franccedilais (This report is available in French)

Healthcareathomecatorontocentral

torontocentralhealthlineca

Toronto Central Community Care Access Centre (CCAC) gets people the care they need in their homes and communities We provide a single point of access to a wide range of home and community services enabling people to get the specialized blend of the healthcare services they need when they need it

Facebookcomtorontocentralccac

YouTubecomtorontoccac

TwittercomTCCCAC

Linkedincomtoronto -central-community-care-access-centre

Toronto Central CCAC is fully funded by the Toronto Central Local Health Integration Network

We helped

5400 Ontarians find a Primary Care provider through the Ministry of Health and Long-Term Care Health Care Connect program

INNOVATIONOngoing feedback from clients is critical to help us deliver better care This is particularly important in helping us improve our services for people with complex health conditions who need support for long periods of time And by rethinking how we do things we are laying the groundwork for more improvements to come

Innovation is allowing us to care for more people at home who even five years ago would have needed to be in a hospital or long term care home

Technology is helping us increase our support to clients For example Telehomecare a service we provide in partnership with Ontario Telemedicine Network (OTN) uses technology to allow us to monitor clients daily Nurses are alerted to changes in a clientrsquos health status and they can then call clients to ask questions follow up with a home visit or advise them to see their doctor Technology also helps our staff access healthcare information more quickly and easily allowing us to share information about clientsrsquo needs or changes in health status with the rest of the care team

Research and evidence are important for helping us understand what is working well and where we can improve As we change how we deliver care itrsquos important that we evaluate the impact of those changes for clients and our health system partners Innovations need to be evaluated to prove that they work To help us evaluate our efforts we have formed partnerships with academic institutions such as the University of Waterloo York University University of Toronto and the Li Ka Shing Institute at St Michaelrsquos Hospital among others

This year we evolved our existing partnership with University of Torontorsquos Institute of Health Policy Management and Evaluation to create a shared researchfaculty position Dr Maritt Kirst is the lead researcher for evaluating our integrated care programs Her work will help us understand how integrated care models successfully increase coordination of the healthcare system and improve the client and caregiver experience This will accelerate our ability to be innovative focusing on where we see the highest value for patients

Innovation can be simple In spring 2015 the Ministry of Health and Long-Term Care announced its support for self-directed funding Piloted by Toronto Central CCAC the self-directed funding model for families of children with complex needs provides funding envelopes designed to give parents more control and choice over the care of their children who have very complex medical needs The families report higher satisfaction with their care and actually used fewer resources achieving cost savings

8

87

ldquoMany people living with terminal illness wish to be at home with family and friends as long as possible These days those who choose to die at home can be appropriately supported to do so with the same kind of medical care yoursquod expect in a hospital palliative care unitrdquo

Dr Russell Goldman Temmy Latner Centre for Palliative Care Mount Sinai Hospital

of clients would definitely recommend the Telehomecare program to others

9

5 of Ontarians account for

66 of the expenditure on healthcare in OntarioThese are individuals with very complex health issues who are not well supported by the current systemInstitute for Clinical Evaluative Sciences (Wodchis W et al 2012)

ldquoSunnybrook Health Sciences Centre sees the Toronto Central CCAC as a valued partner in patient care Over the past few years we have developed innovative programs together such as the Transitional Care Coordinator which have helped to address the needs of the most complex patients in a highly coordinated fashion We value the openness of the Toronto Central CCAC to try new ways of working together in a true team spiritrdquo

Malcolm Moffat Executive Vice President Sunnybrook Health Sciences Centre

10

Toronto Central CCAC has a focus on supporting people to age comfortably and safely in the community In addition for people with advanced chronic illnesses or who are nearing the end of their lives we deliver comprehensive end-of-life care that provides a supportive pain-free and caring experience This includes providing people with choices about their care Toronto Central CCAC partners with a number of organizations including palliative care physicians contracted service providers hospices and other community agencies to deliver a team approach to palliative care Most Canadians indicate that if given the choice they would prefer to not die at home

With Toronto Central CCACrsquos focus on supporting people with complex and chronic health issues the proportion of patients with higher needs has increased by 73 per cent over the past five years

(Canadian Hospice Palliative Care Association Fact Sheet May 2012)

of our clients would refer their loved ones to us97

We developed coordinated care plans for 878 complex clients through our integrated teams and partnership with our Toronto Central Health Links

This includes 151 new medically complex frail older adults and 266 new palliative clients in our Integrated Client Care Project (ICCP) program

INCREASED MEDICAL COMPLEXITY

ldquoNo words could ever express the deep gratitude I feel to these wonderful people and the caring meaningful way they helped me survive this very difficult time and made it possible for our loved one to be at home until the end They were more than caregivers they became family and that made all the difference Thank God for this team they will forever be in my prayersrdquo

Caregiver of palliative client

11

PROUD TO SERVE OUR COMMUNITY

Wersquore proud to contribute to the community we serve

Recognizing caregivers ndash In 2014 Toronto Central CCAC celebrated its first Heroes in the Home event recognizing over 100 paid and unpaid caregivers whose extraordinary dedication compassion and love ensured that others live fulfilling lives despite illness or disability Wersquore inspired by these family members friends neighbours and healthcare professionals They are truly our partners and make it possible for others to live safely in their homes and communities

Teaching the next generation ndash Some of our staff give back to the community by returning to universities and colleges in our area as guest lecturers mentors and faculty A new generation of healthcare professionals is benefitting from their experience insight and passion

Volunteering in the community ndash Itrsquos remarkable how many of our employees contribute to our community not only through the work they do but as volunteers as well This year we encouraged more volunteerism with ldquoFifty Days of Caringrdquo to mark the 50th anniversary of publicly-funded homecare in Toronto Through this program we supported our staff to volunteer across the city

12

4 of Ontariorsquos healthcare budget is for homecare

19750 clients in Toronto Central receive CCAC services on any given day

In 1964 when publicly-funded homecare started in Toronto there were only three or four services offered Now we offer dozens ndash from nurses in schools to support children with issues of mental health and addictions to helping people with multiple chronic diseases be independent and learn to manage their illnesses With a rapidly aging population and an increase in clients with complex medical issues the scope of homecare is evolving with our changing society

We have also seen a shift in how we support our clients We know that the experience our clients have with our care is just as important as the quality of the care We take the time to ask our clients what is most important to them instead of assuming that we know what they need Our ldquoChanging the Conversationrdquo approach recognizes that clients are in the best position to know what they need ndash and their needs can change from one day to the next

Our ldquoone client one teamrdquo philosophy ensures that a clientrsquos health team is working together toward the same goal ndash from Personal Support Workers to Primary Care providers

THE CHANGING ROLE OF HOMECARE

13

Toronto Central CCAC serves a unique and diverse population

Our services are available to over 15 million residents in the Toronto Central LHIN geography resourced by our three regional offices

We work with 24 hospitals 150 community-based service agencies 37 Long-Term Care Homes 22 Service Provider Partners and 13 Community Health Centres

We serve an area with the highest rates of low income and single parent families

Over 74000 Torontonians of all ages and cultural backgrounds benefited from the home and community care services delivered by Toronto Central CCAC last year

We served 74000 CLIENTS

14

Healthcare is in a state of change We know that healthcare costs 50 cents of every dollar spent on public services in Ontario At the same time the healthcare needs of the population are growing This means that the health system needs to find more effective ways to meet the increasing demand for healthcare but in a way that costs less not more Toronto Central CCAC is ready for this challenge

For the last few years we have been finding ways to reach more people with care through innovations such as Neighbourhood Care Teams community-based clinics and working more effectively with primary care Now with a new provincial focus on home and community care we see opportunities to work with new partners and new technology to be even more creative in how we deliver more care to more clients In 201516 we will be launching a new

strategic plan that envisions the future of home and community care in Toronto This future includes supporting clients to be fully engaged in their care having more integration across the health system focusing on better care for our clients with the highest needs and organizing care differently in neighbourhoods In particular neighbourhood-based care will allow us to connect into the array of community services that are available through the City of Toronto and social service agencies Our goal is to work with new and existing partners to create more supportive environments for people to age and be as healthy as possible

Toronto Central CCAC is proud to have had 50 years serving the people of Toronto We look forward to meeting the needs of Toronto for the next 50 years

Heathcare costs +- 50 cents of every dollar spent on public services in Ontario

LOOKING TO THE FUTURE

15

Statement of OperationsYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Revenue

MOHLTCLHIN Funding 244584 230987 Other revenue 5010 3496 249594 234483

Expenses

Client Care related expenses 232511 215144 Administration 17211 19302 249722 234446

Excess of revenue over expenses

(128) 37

Balance Sheet

Year ended March 31 2015

Balance SheetYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Assets

Current Assets 25125 27596

Pandemic supplies 201 346

Capital Assets 5259 6088

30585 34030

Liabilities

Current liabilities 24592 27080

Deferred Capital Contributions 5259 6088

Fund balance 734 862

30585 34030

FINANCIALS

16

National Best Practice

for care integration from the Canadian Home Care Association 2014

Ontario Ministerrsquos Medal 2014for the highest achievement in quality for our

integrated palliative care program

Quality Healthcare Workplace Gold Award at HealthAchieve 2014

Accredited to national standards with recognition for leading practices in

integrated care amp ethics by Accreditation Canada

Recognized for our

diversity and inclusion by The Canadian College of Health Leaders

Received

proud partner award from Baycrest

17

Last year we missed of all visits 004

Client-Centered Care

Our clients report

92 92 97

a positive experience

felt supported understood and had a good care plan

would recommend us to family and friends

Results based on the provincial CCAC Client and Caregiver Experience Survey

Access

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

84 of clients with complex health conditions received their first personal support visit for clients with complex health conditions within 5 days

93 of clients received their first nursing visit within 5 days

Median wait-time for service visit for a hospital discharge is 1 day

Median wait-time for service visit for a community referral is 6 days

PERFORMANCE SNAPSHOT

18

Integrated Care

Family doctors and Nurse Practitioners are most peoplersquos first stop for their healthcare needs We have committed to connecting with all the local primary care providers within our community so we can better work with these partners to deliver our joint patients better care

60

50

40

30

20

10 9

26

36

60

2012 2013 2014 2015

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

2960 4957 60432013 2014 2015

People wersquove helped find Family Doctors or Nurse Practitioners

Zero clients

0 1 2 3 4Safety

Patient safety is top priority for Toronto Central CCAC Last year out of 3406170 visits 8 incidences occurred in which a client was harmed We follow up on every incident in which a client is harmed when receiving care and identify how to prevent further similar incidents (Harm could include missed medication)

on wait list for Toronto Central CCAC services

19

Board of Directors 2014-2015

William Yetman Board Chair

Michael Beswick Member Finance and Audit Committees

Gina DeVeaux Chair Quality Committee

Nancy Dudgeon Past Chair

Laurie Hicks Member Quality Committee

Myra Libenson Member Finance and Audit Committees

Shannon MacDonald Member Governance Committee

Christopher Neuman Chair Governance Committee

Manuel Pedrosa Chair Audit amp Finance Committees

Karen Sadlier-Brown Member Governance Committee

Paul Sudarsan Member Governance Committee

Natasha vandenHoven Vice Chair and Member Quality Committee

Senior Management Team

Stacey Daub Chief Executive Officer

Dennis Fong Senior Director Human Resources and Organizational Development

Jodeme Goldhar Chief Strategy Officer Senior Director Strategy and Planning

Dipti Purbhoo Senior Director Client Services

Bill Tottle Senior Director Corporate Services

Anne Wojtak Chief Performance Officer Senior Director Performance Improvement and Outcomes

Toronto Central Community Care Access Centre 250 Dundas Street West Suite 305 Toronto Ontario M5T 2Z5

Telephone 416-506-9888 Franccedilais 416-701-4646 Fax 416-506-1629 Toll Free 1-866-243-0061 Franccedilais 1-877-701-4646

Ce rapport est disponible en franccedilais (This report is available in French)

Healthcareathomecatorontocentral

torontocentralhealthlineca

Toronto Central Community Care Access Centre (CCAC) gets people the care they need in their homes and communities We provide a single point of access to a wide range of home and community services enabling people to get the specialized blend of the healthcare services they need when they need it

Facebookcomtorontocentralccac

YouTubecomtorontoccac

TwittercomTCCCAC

Linkedincomtoronto -central-community-care-access-centre

Toronto Central CCAC is fully funded by the Toronto Central Local Health Integration Network

87

ldquoMany people living with terminal illness wish to be at home with family and friends as long as possible These days those who choose to die at home can be appropriately supported to do so with the same kind of medical care yoursquod expect in a hospital palliative care unitrdquo

Dr Russell Goldman Temmy Latner Centre for Palliative Care Mount Sinai Hospital

of clients would definitely recommend the Telehomecare program to others

9

5 of Ontarians account for

66 of the expenditure on healthcare in OntarioThese are individuals with very complex health issues who are not well supported by the current systemInstitute for Clinical Evaluative Sciences (Wodchis W et al 2012)

ldquoSunnybrook Health Sciences Centre sees the Toronto Central CCAC as a valued partner in patient care Over the past few years we have developed innovative programs together such as the Transitional Care Coordinator which have helped to address the needs of the most complex patients in a highly coordinated fashion We value the openness of the Toronto Central CCAC to try new ways of working together in a true team spiritrdquo

Malcolm Moffat Executive Vice President Sunnybrook Health Sciences Centre

10

Toronto Central CCAC has a focus on supporting people to age comfortably and safely in the community In addition for people with advanced chronic illnesses or who are nearing the end of their lives we deliver comprehensive end-of-life care that provides a supportive pain-free and caring experience This includes providing people with choices about their care Toronto Central CCAC partners with a number of organizations including palliative care physicians contracted service providers hospices and other community agencies to deliver a team approach to palliative care Most Canadians indicate that if given the choice they would prefer to not die at home

With Toronto Central CCACrsquos focus on supporting people with complex and chronic health issues the proportion of patients with higher needs has increased by 73 per cent over the past five years

(Canadian Hospice Palliative Care Association Fact Sheet May 2012)

of our clients would refer their loved ones to us97

We developed coordinated care plans for 878 complex clients through our integrated teams and partnership with our Toronto Central Health Links

This includes 151 new medically complex frail older adults and 266 new palliative clients in our Integrated Client Care Project (ICCP) program

INCREASED MEDICAL COMPLEXITY

ldquoNo words could ever express the deep gratitude I feel to these wonderful people and the caring meaningful way they helped me survive this very difficult time and made it possible for our loved one to be at home until the end They were more than caregivers they became family and that made all the difference Thank God for this team they will forever be in my prayersrdquo

Caregiver of palliative client

11

PROUD TO SERVE OUR COMMUNITY

Wersquore proud to contribute to the community we serve

Recognizing caregivers ndash In 2014 Toronto Central CCAC celebrated its first Heroes in the Home event recognizing over 100 paid and unpaid caregivers whose extraordinary dedication compassion and love ensured that others live fulfilling lives despite illness or disability Wersquore inspired by these family members friends neighbours and healthcare professionals They are truly our partners and make it possible for others to live safely in their homes and communities

Teaching the next generation ndash Some of our staff give back to the community by returning to universities and colleges in our area as guest lecturers mentors and faculty A new generation of healthcare professionals is benefitting from their experience insight and passion

Volunteering in the community ndash Itrsquos remarkable how many of our employees contribute to our community not only through the work they do but as volunteers as well This year we encouraged more volunteerism with ldquoFifty Days of Caringrdquo to mark the 50th anniversary of publicly-funded homecare in Toronto Through this program we supported our staff to volunteer across the city

12

4 of Ontariorsquos healthcare budget is for homecare

19750 clients in Toronto Central receive CCAC services on any given day

In 1964 when publicly-funded homecare started in Toronto there were only three or four services offered Now we offer dozens ndash from nurses in schools to support children with issues of mental health and addictions to helping people with multiple chronic diseases be independent and learn to manage their illnesses With a rapidly aging population and an increase in clients with complex medical issues the scope of homecare is evolving with our changing society

We have also seen a shift in how we support our clients We know that the experience our clients have with our care is just as important as the quality of the care We take the time to ask our clients what is most important to them instead of assuming that we know what they need Our ldquoChanging the Conversationrdquo approach recognizes that clients are in the best position to know what they need ndash and their needs can change from one day to the next

Our ldquoone client one teamrdquo philosophy ensures that a clientrsquos health team is working together toward the same goal ndash from Personal Support Workers to Primary Care providers

THE CHANGING ROLE OF HOMECARE

13

Toronto Central CCAC serves a unique and diverse population

Our services are available to over 15 million residents in the Toronto Central LHIN geography resourced by our three regional offices

We work with 24 hospitals 150 community-based service agencies 37 Long-Term Care Homes 22 Service Provider Partners and 13 Community Health Centres

We serve an area with the highest rates of low income and single parent families

Over 74000 Torontonians of all ages and cultural backgrounds benefited from the home and community care services delivered by Toronto Central CCAC last year

We served 74000 CLIENTS

14

Healthcare is in a state of change We know that healthcare costs 50 cents of every dollar spent on public services in Ontario At the same time the healthcare needs of the population are growing This means that the health system needs to find more effective ways to meet the increasing demand for healthcare but in a way that costs less not more Toronto Central CCAC is ready for this challenge

For the last few years we have been finding ways to reach more people with care through innovations such as Neighbourhood Care Teams community-based clinics and working more effectively with primary care Now with a new provincial focus on home and community care we see opportunities to work with new partners and new technology to be even more creative in how we deliver more care to more clients In 201516 we will be launching a new

strategic plan that envisions the future of home and community care in Toronto This future includes supporting clients to be fully engaged in their care having more integration across the health system focusing on better care for our clients with the highest needs and organizing care differently in neighbourhoods In particular neighbourhood-based care will allow us to connect into the array of community services that are available through the City of Toronto and social service agencies Our goal is to work with new and existing partners to create more supportive environments for people to age and be as healthy as possible

Toronto Central CCAC is proud to have had 50 years serving the people of Toronto We look forward to meeting the needs of Toronto for the next 50 years

Heathcare costs +- 50 cents of every dollar spent on public services in Ontario

LOOKING TO THE FUTURE

15

Statement of OperationsYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Revenue

MOHLTCLHIN Funding 244584 230987 Other revenue 5010 3496 249594 234483

Expenses

Client Care related expenses 232511 215144 Administration 17211 19302 249722 234446

Excess of revenue over expenses

(128) 37

Balance Sheet

Year ended March 31 2015

Balance SheetYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Assets

Current Assets 25125 27596

Pandemic supplies 201 346

Capital Assets 5259 6088

30585 34030

Liabilities

Current liabilities 24592 27080

Deferred Capital Contributions 5259 6088

Fund balance 734 862

30585 34030

FINANCIALS

16

National Best Practice

for care integration from the Canadian Home Care Association 2014

Ontario Ministerrsquos Medal 2014for the highest achievement in quality for our

integrated palliative care program

Quality Healthcare Workplace Gold Award at HealthAchieve 2014

Accredited to national standards with recognition for leading practices in

integrated care amp ethics by Accreditation Canada

Recognized for our

diversity and inclusion by The Canadian College of Health Leaders

Received

proud partner award from Baycrest

17

Last year we missed of all visits 004

Client-Centered Care

Our clients report

92 92 97

a positive experience

felt supported understood and had a good care plan

would recommend us to family and friends

Results based on the provincial CCAC Client and Caregiver Experience Survey

Access

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

84 of clients with complex health conditions received their first personal support visit for clients with complex health conditions within 5 days

93 of clients received their first nursing visit within 5 days

Median wait-time for service visit for a hospital discharge is 1 day

Median wait-time for service visit for a community referral is 6 days

PERFORMANCE SNAPSHOT

18

Integrated Care

Family doctors and Nurse Practitioners are most peoplersquos first stop for their healthcare needs We have committed to connecting with all the local primary care providers within our community so we can better work with these partners to deliver our joint patients better care

60

50

40

30

20

10 9

26

36

60

2012 2013 2014 2015

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

2960 4957 60432013 2014 2015

People wersquove helped find Family Doctors or Nurse Practitioners

Zero clients

0 1 2 3 4Safety

Patient safety is top priority for Toronto Central CCAC Last year out of 3406170 visits 8 incidences occurred in which a client was harmed We follow up on every incident in which a client is harmed when receiving care and identify how to prevent further similar incidents (Harm could include missed medication)

on wait list for Toronto Central CCAC services

19

Board of Directors 2014-2015

William Yetman Board Chair

Michael Beswick Member Finance and Audit Committees

Gina DeVeaux Chair Quality Committee

Nancy Dudgeon Past Chair

Laurie Hicks Member Quality Committee

Myra Libenson Member Finance and Audit Committees

Shannon MacDonald Member Governance Committee

Christopher Neuman Chair Governance Committee

Manuel Pedrosa Chair Audit amp Finance Committees

Karen Sadlier-Brown Member Governance Committee

Paul Sudarsan Member Governance Committee

Natasha vandenHoven Vice Chair and Member Quality Committee

Senior Management Team

Stacey Daub Chief Executive Officer

Dennis Fong Senior Director Human Resources and Organizational Development

Jodeme Goldhar Chief Strategy Officer Senior Director Strategy and Planning

Dipti Purbhoo Senior Director Client Services

Bill Tottle Senior Director Corporate Services

Anne Wojtak Chief Performance Officer Senior Director Performance Improvement and Outcomes

Toronto Central Community Care Access Centre 250 Dundas Street West Suite 305 Toronto Ontario M5T 2Z5

Telephone 416-506-9888 Franccedilais 416-701-4646 Fax 416-506-1629 Toll Free 1-866-243-0061 Franccedilais 1-877-701-4646

Ce rapport est disponible en franccedilais (This report is available in French)

Healthcareathomecatorontocentral

torontocentralhealthlineca

Toronto Central Community Care Access Centre (CCAC) gets people the care they need in their homes and communities We provide a single point of access to a wide range of home and community services enabling people to get the specialized blend of the healthcare services they need when they need it

Facebookcomtorontocentralccac

YouTubecomtorontoccac

TwittercomTCCCAC

Linkedincomtoronto -central-community-care-access-centre

Toronto Central CCAC is fully funded by the Toronto Central Local Health Integration Network

5 of Ontarians account for

66 of the expenditure on healthcare in OntarioThese are individuals with very complex health issues who are not well supported by the current systemInstitute for Clinical Evaluative Sciences (Wodchis W et al 2012)

ldquoSunnybrook Health Sciences Centre sees the Toronto Central CCAC as a valued partner in patient care Over the past few years we have developed innovative programs together such as the Transitional Care Coordinator which have helped to address the needs of the most complex patients in a highly coordinated fashion We value the openness of the Toronto Central CCAC to try new ways of working together in a true team spiritrdquo

Malcolm Moffat Executive Vice President Sunnybrook Health Sciences Centre

10

Toronto Central CCAC has a focus on supporting people to age comfortably and safely in the community In addition for people with advanced chronic illnesses or who are nearing the end of their lives we deliver comprehensive end-of-life care that provides a supportive pain-free and caring experience This includes providing people with choices about their care Toronto Central CCAC partners with a number of organizations including palliative care physicians contracted service providers hospices and other community agencies to deliver a team approach to palliative care Most Canadians indicate that if given the choice they would prefer to not die at home

With Toronto Central CCACrsquos focus on supporting people with complex and chronic health issues the proportion of patients with higher needs has increased by 73 per cent over the past five years

(Canadian Hospice Palliative Care Association Fact Sheet May 2012)

of our clients would refer their loved ones to us97

We developed coordinated care plans for 878 complex clients through our integrated teams and partnership with our Toronto Central Health Links

This includes 151 new medically complex frail older adults and 266 new palliative clients in our Integrated Client Care Project (ICCP) program

INCREASED MEDICAL COMPLEXITY

ldquoNo words could ever express the deep gratitude I feel to these wonderful people and the caring meaningful way they helped me survive this very difficult time and made it possible for our loved one to be at home until the end They were more than caregivers they became family and that made all the difference Thank God for this team they will forever be in my prayersrdquo

Caregiver of palliative client

11

PROUD TO SERVE OUR COMMUNITY

Wersquore proud to contribute to the community we serve

Recognizing caregivers ndash In 2014 Toronto Central CCAC celebrated its first Heroes in the Home event recognizing over 100 paid and unpaid caregivers whose extraordinary dedication compassion and love ensured that others live fulfilling lives despite illness or disability Wersquore inspired by these family members friends neighbours and healthcare professionals They are truly our partners and make it possible for others to live safely in their homes and communities

Teaching the next generation ndash Some of our staff give back to the community by returning to universities and colleges in our area as guest lecturers mentors and faculty A new generation of healthcare professionals is benefitting from their experience insight and passion

Volunteering in the community ndash Itrsquos remarkable how many of our employees contribute to our community not only through the work they do but as volunteers as well This year we encouraged more volunteerism with ldquoFifty Days of Caringrdquo to mark the 50th anniversary of publicly-funded homecare in Toronto Through this program we supported our staff to volunteer across the city

12

4 of Ontariorsquos healthcare budget is for homecare

19750 clients in Toronto Central receive CCAC services on any given day

In 1964 when publicly-funded homecare started in Toronto there were only three or four services offered Now we offer dozens ndash from nurses in schools to support children with issues of mental health and addictions to helping people with multiple chronic diseases be independent and learn to manage their illnesses With a rapidly aging population and an increase in clients with complex medical issues the scope of homecare is evolving with our changing society

We have also seen a shift in how we support our clients We know that the experience our clients have with our care is just as important as the quality of the care We take the time to ask our clients what is most important to them instead of assuming that we know what they need Our ldquoChanging the Conversationrdquo approach recognizes that clients are in the best position to know what they need ndash and their needs can change from one day to the next

Our ldquoone client one teamrdquo philosophy ensures that a clientrsquos health team is working together toward the same goal ndash from Personal Support Workers to Primary Care providers

THE CHANGING ROLE OF HOMECARE

13

Toronto Central CCAC serves a unique and diverse population

Our services are available to over 15 million residents in the Toronto Central LHIN geography resourced by our three regional offices

We work with 24 hospitals 150 community-based service agencies 37 Long-Term Care Homes 22 Service Provider Partners and 13 Community Health Centres

We serve an area with the highest rates of low income and single parent families

Over 74000 Torontonians of all ages and cultural backgrounds benefited from the home and community care services delivered by Toronto Central CCAC last year

We served 74000 CLIENTS

14

Healthcare is in a state of change We know that healthcare costs 50 cents of every dollar spent on public services in Ontario At the same time the healthcare needs of the population are growing This means that the health system needs to find more effective ways to meet the increasing demand for healthcare but in a way that costs less not more Toronto Central CCAC is ready for this challenge

For the last few years we have been finding ways to reach more people with care through innovations such as Neighbourhood Care Teams community-based clinics and working more effectively with primary care Now with a new provincial focus on home and community care we see opportunities to work with new partners and new technology to be even more creative in how we deliver more care to more clients In 201516 we will be launching a new

strategic plan that envisions the future of home and community care in Toronto This future includes supporting clients to be fully engaged in their care having more integration across the health system focusing on better care for our clients with the highest needs and organizing care differently in neighbourhoods In particular neighbourhood-based care will allow us to connect into the array of community services that are available through the City of Toronto and social service agencies Our goal is to work with new and existing partners to create more supportive environments for people to age and be as healthy as possible

Toronto Central CCAC is proud to have had 50 years serving the people of Toronto We look forward to meeting the needs of Toronto for the next 50 years

Heathcare costs +- 50 cents of every dollar spent on public services in Ontario

LOOKING TO THE FUTURE

15

Statement of OperationsYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Revenue

MOHLTCLHIN Funding 244584 230987 Other revenue 5010 3496 249594 234483

Expenses

Client Care related expenses 232511 215144 Administration 17211 19302 249722 234446

Excess of revenue over expenses

(128) 37

Balance Sheet

Year ended March 31 2015

Balance SheetYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Assets

Current Assets 25125 27596

Pandemic supplies 201 346

Capital Assets 5259 6088

30585 34030

Liabilities

Current liabilities 24592 27080

Deferred Capital Contributions 5259 6088

Fund balance 734 862

30585 34030

FINANCIALS

16

National Best Practice

for care integration from the Canadian Home Care Association 2014

Ontario Ministerrsquos Medal 2014for the highest achievement in quality for our

integrated palliative care program

Quality Healthcare Workplace Gold Award at HealthAchieve 2014

Accredited to national standards with recognition for leading practices in

integrated care amp ethics by Accreditation Canada

Recognized for our

diversity and inclusion by The Canadian College of Health Leaders

Received

proud partner award from Baycrest

17

Last year we missed of all visits 004

Client-Centered Care

Our clients report

92 92 97

a positive experience

felt supported understood and had a good care plan

would recommend us to family and friends

Results based on the provincial CCAC Client and Caregiver Experience Survey

Access

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

84 of clients with complex health conditions received their first personal support visit for clients with complex health conditions within 5 days

93 of clients received their first nursing visit within 5 days

Median wait-time for service visit for a hospital discharge is 1 day

Median wait-time for service visit for a community referral is 6 days

PERFORMANCE SNAPSHOT

18

Integrated Care

Family doctors and Nurse Practitioners are most peoplersquos first stop for their healthcare needs We have committed to connecting with all the local primary care providers within our community so we can better work with these partners to deliver our joint patients better care

60

50

40

30

20

10 9

26

36

60

2012 2013 2014 2015

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

2960 4957 60432013 2014 2015

People wersquove helped find Family Doctors or Nurse Practitioners

Zero clients

0 1 2 3 4Safety

Patient safety is top priority for Toronto Central CCAC Last year out of 3406170 visits 8 incidences occurred in which a client was harmed We follow up on every incident in which a client is harmed when receiving care and identify how to prevent further similar incidents (Harm could include missed medication)

on wait list for Toronto Central CCAC services

19

Board of Directors 2014-2015

William Yetman Board Chair

Michael Beswick Member Finance and Audit Committees

Gina DeVeaux Chair Quality Committee

Nancy Dudgeon Past Chair

Laurie Hicks Member Quality Committee

Myra Libenson Member Finance and Audit Committees

Shannon MacDonald Member Governance Committee

Christopher Neuman Chair Governance Committee

Manuel Pedrosa Chair Audit amp Finance Committees

Karen Sadlier-Brown Member Governance Committee

Paul Sudarsan Member Governance Committee

Natasha vandenHoven Vice Chair and Member Quality Committee

Senior Management Team

Stacey Daub Chief Executive Officer

Dennis Fong Senior Director Human Resources and Organizational Development

Jodeme Goldhar Chief Strategy Officer Senior Director Strategy and Planning

Dipti Purbhoo Senior Director Client Services

Bill Tottle Senior Director Corporate Services

Anne Wojtak Chief Performance Officer Senior Director Performance Improvement and Outcomes

Toronto Central Community Care Access Centre 250 Dundas Street West Suite 305 Toronto Ontario M5T 2Z5

Telephone 416-506-9888 Franccedilais 416-701-4646 Fax 416-506-1629 Toll Free 1-866-243-0061 Franccedilais 1-877-701-4646

Ce rapport est disponible en franccedilais (This report is available in French)

Healthcareathomecatorontocentral

torontocentralhealthlineca

Toronto Central Community Care Access Centre (CCAC) gets people the care they need in their homes and communities We provide a single point of access to a wide range of home and community services enabling people to get the specialized blend of the healthcare services they need when they need it

Facebookcomtorontocentralccac

YouTubecomtorontoccac

TwittercomTCCCAC

Linkedincomtoronto -central-community-care-access-centre

Toronto Central CCAC is fully funded by the Toronto Central Local Health Integration Network

Toronto Central CCAC has a focus on supporting people to age comfortably and safely in the community In addition for people with advanced chronic illnesses or who are nearing the end of their lives we deliver comprehensive end-of-life care that provides a supportive pain-free and caring experience This includes providing people with choices about their care Toronto Central CCAC partners with a number of organizations including palliative care physicians contracted service providers hospices and other community agencies to deliver a team approach to palliative care Most Canadians indicate that if given the choice they would prefer to not die at home

With Toronto Central CCACrsquos focus on supporting people with complex and chronic health issues the proportion of patients with higher needs has increased by 73 per cent over the past five years

(Canadian Hospice Palliative Care Association Fact Sheet May 2012)

of our clients would refer their loved ones to us97

We developed coordinated care plans for 878 complex clients through our integrated teams and partnership with our Toronto Central Health Links

This includes 151 new medically complex frail older adults and 266 new palliative clients in our Integrated Client Care Project (ICCP) program

INCREASED MEDICAL COMPLEXITY

ldquoNo words could ever express the deep gratitude I feel to these wonderful people and the caring meaningful way they helped me survive this very difficult time and made it possible for our loved one to be at home until the end They were more than caregivers they became family and that made all the difference Thank God for this team they will forever be in my prayersrdquo

Caregiver of palliative client

11

PROUD TO SERVE OUR COMMUNITY

Wersquore proud to contribute to the community we serve

Recognizing caregivers ndash In 2014 Toronto Central CCAC celebrated its first Heroes in the Home event recognizing over 100 paid and unpaid caregivers whose extraordinary dedication compassion and love ensured that others live fulfilling lives despite illness or disability Wersquore inspired by these family members friends neighbours and healthcare professionals They are truly our partners and make it possible for others to live safely in their homes and communities

Teaching the next generation ndash Some of our staff give back to the community by returning to universities and colleges in our area as guest lecturers mentors and faculty A new generation of healthcare professionals is benefitting from their experience insight and passion

Volunteering in the community ndash Itrsquos remarkable how many of our employees contribute to our community not only through the work they do but as volunteers as well This year we encouraged more volunteerism with ldquoFifty Days of Caringrdquo to mark the 50th anniversary of publicly-funded homecare in Toronto Through this program we supported our staff to volunteer across the city

12

4 of Ontariorsquos healthcare budget is for homecare

19750 clients in Toronto Central receive CCAC services on any given day

In 1964 when publicly-funded homecare started in Toronto there were only three or four services offered Now we offer dozens ndash from nurses in schools to support children with issues of mental health and addictions to helping people with multiple chronic diseases be independent and learn to manage their illnesses With a rapidly aging population and an increase in clients with complex medical issues the scope of homecare is evolving with our changing society

We have also seen a shift in how we support our clients We know that the experience our clients have with our care is just as important as the quality of the care We take the time to ask our clients what is most important to them instead of assuming that we know what they need Our ldquoChanging the Conversationrdquo approach recognizes that clients are in the best position to know what they need ndash and their needs can change from one day to the next

Our ldquoone client one teamrdquo philosophy ensures that a clientrsquos health team is working together toward the same goal ndash from Personal Support Workers to Primary Care providers

THE CHANGING ROLE OF HOMECARE

13

Toronto Central CCAC serves a unique and diverse population

Our services are available to over 15 million residents in the Toronto Central LHIN geography resourced by our three regional offices

We work with 24 hospitals 150 community-based service agencies 37 Long-Term Care Homes 22 Service Provider Partners and 13 Community Health Centres

We serve an area with the highest rates of low income and single parent families

Over 74000 Torontonians of all ages and cultural backgrounds benefited from the home and community care services delivered by Toronto Central CCAC last year

We served 74000 CLIENTS

14

Healthcare is in a state of change We know that healthcare costs 50 cents of every dollar spent on public services in Ontario At the same time the healthcare needs of the population are growing This means that the health system needs to find more effective ways to meet the increasing demand for healthcare but in a way that costs less not more Toronto Central CCAC is ready for this challenge

For the last few years we have been finding ways to reach more people with care through innovations such as Neighbourhood Care Teams community-based clinics and working more effectively with primary care Now with a new provincial focus on home and community care we see opportunities to work with new partners and new technology to be even more creative in how we deliver more care to more clients In 201516 we will be launching a new

strategic plan that envisions the future of home and community care in Toronto This future includes supporting clients to be fully engaged in their care having more integration across the health system focusing on better care for our clients with the highest needs and organizing care differently in neighbourhoods In particular neighbourhood-based care will allow us to connect into the array of community services that are available through the City of Toronto and social service agencies Our goal is to work with new and existing partners to create more supportive environments for people to age and be as healthy as possible

Toronto Central CCAC is proud to have had 50 years serving the people of Toronto We look forward to meeting the needs of Toronto for the next 50 years

Heathcare costs +- 50 cents of every dollar spent on public services in Ontario

LOOKING TO THE FUTURE

15

Statement of OperationsYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Revenue

MOHLTCLHIN Funding 244584 230987 Other revenue 5010 3496 249594 234483

Expenses

Client Care related expenses 232511 215144 Administration 17211 19302 249722 234446

Excess of revenue over expenses

(128) 37

Balance Sheet

Year ended March 31 2015

Balance SheetYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Assets

Current Assets 25125 27596

Pandemic supplies 201 346

Capital Assets 5259 6088

30585 34030

Liabilities

Current liabilities 24592 27080

Deferred Capital Contributions 5259 6088

Fund balance 734 862

30585 34030

FINANCIALS

16

National Best Practice

for care integration from the Canadian Home Care Association 2014

Ontario Ministerrsquos Medal 2014for the highest achievement in quality for our

integrated palliative care program

Quality Healthcare Workplace Gold Award at HealthAchieve 2014

Accredited to national standards with recognition for leading practices in

integrated care amp ethics by Accreditation Canada

Recognized for our

diversity and inclusion by The Canadian College of Health Leaders

Received

proud partner award from Baycrest

17

Last year we missed of all visits 004

Client-Centered Care

Our clients report

92 92 97

a positive experience

felt supported understood and had a good care plan

would recommend us to family and friends

Results based on the provincial CCAC Client and Caregiver Experience Survey

Access

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

84 of clients with complex health conditions received their first personal support visit for clients with complex health conditions within 5 days

93 of clients received their first nursing visit within 5 days

Median wait-time for service visit for a hospital discharge is 1 day

Median wait-time for service visit for a community referral is 6 days

PERFORMANCE SNAPSHOT

18

Integrated Care

Family doctors and Nurse Practitioners are most peoplersquos first stop for their healthcare needs We have committed to connecting with all the local primary care providers within our community so we can better work with these partners to deliver our joint patients better care

60

50

40

30

20

10 9

26

36

60

2012 2013 2014 2015

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

2960 4957 60432013 2014 2015

People wersquove helped find Family Doctors or Nurse Practitioners

Zero clients

0 1 2 3 4Safety

Patient safety is top priority for Toronto Central CCAC Last year out of 3406170 visits 8 incidences occurred in which a client was harmed We follow up on every incident in which a client is harmed when receiving care and identify how to prevent further similar incidents (Harm could include missed medication)

on wait list for Toronto Central CCAC services

19

Board of Directors 2014-2015

William Yetman Board Chair

Michael Beswick Member Finance and Audit Committees

Gina DeVeaux Chair Quality Committee

Nancy Dudgeon Past Chair

Laurie Hicks Member Quality Committee

Myra Libenson Member Finance and Audit Committees

Shannon MacDonald Member Governance Committee

Christopher Neuman Chair Governance Committee

Manuel Pedrosa Chair Audit amp Finance Committees

Karen Sadlier-Brown Member Governance Committee

Paul Sudarsan Member Governance Committee

Natasha vandenHoven Vice Chair and Member Quality Committee

Senior Management Team

Stacey Daub Chief Executive Officer

Dennis Fong Senior Director Human Resources and Organizational Development

Jodeme Goldhar Chief Strategy Officer Senior Director Strategy and Planning

Dipti Purbhoo Senior Director Client Services

Bill Tottle Senior Director Corporate Services

Anne Wojtak Chief Performance Officer Senior Director Performance Improvement and Outcomes

Toronto Central Community Care Access Centre 250 Dundas Street West Suite 305 Toronto Ontario M5T 2Z5

Telephone 416-506-9888 Franccedilais 416-701-4646 Fax 416-506-1629 Toll Free 1-866-243-0061 Franccedilais 1-877-701-4646

Ce rapport est disponible en franccedilais (This report is available in French)

Healthcareathomecatorontocentral

torontocentralhealthlineca

Toronto Central Community Care Access Centre (CCAC) gets people the care they need in their homes and communities We provide a single point of access to a wide range of home and community services enabling people to get the specialized blend of the healthcare services they need when they need it

Facebookcomtorontocentralccac

YouTubecomtorontoccac

TwittercomTCCCAC

Linkedincomtoronto -central-community-care-access-centre

Toronto Central CCAC is fully funded by the Toronto Central Local Health Integration Network

PROUD TO SERVE OUR COMMUNITY

Wersquore proud to contribute to the community we serve

Recognizing caregivers ndash In 2014 Toronto Central CCAC celebrated its first Heroes in the Home event recognizing over 100 paid and unpaid caregivers whose extraordinary dedication compassion and love ensured that others live fulfilling lives despite illness or disability Wersquore inspired by these family members friends neighbours and healthcare professionals They are truly our partners and make it possible for others to live safely in their homes and communities

Teaching the next generation ndash Some of our staff give back to the community by returning to universities and colleges in our area as guest lecturers mentors and faculty A new generation of healthcare professionals is benefitting from their experience insight and passion

Volunteering in the community ndash Itrsquos remarkable how many of our employees contribute to our community not only through the work they do but as volunteers as well This year we encouraged more volunteerism with ldquoFifty Days of Caringrdquo to mark the 50th anniversary of publicly-funded homecare in Toronto Through this program we supported our staff to volunteer across the city

12

4 of Ontariorsquos healthcare budget is for homecare

19750 clients in Toronto Central receive CCAC services on any given day

In 1964 when publicly-funded homecare started in Toronto there were only three or four services offered Now we offer dozens ndash from nurses in schools to support children with issues of mental health and addictions to helping people with multiple chronic diseases be independent and learn to manage their illnesses With a rapidly aging population and an increase in clients with complex medical issues the scope of homecare is evolving with our changing society

We have also seen a shift in how we support our clients We know that the experience our clients have with our care is just as important as the quality of the care We take the time to ask our clients what is most important to them instead of assuming that we know what they need Our ldquoChanging the Conversationrdquo approach recognizes that clients are in the best position to know what they need ndash and their needs can change from one day to the next

Our ldquoone client one teamrdquo philosophy ensures that a clientrsquos health team is working together toward the same goal ndash from Personal Support Workers to Primary Care providers

THE CHANGING ROLE OF HOMECARE

13

Toronto Central CCAC serves a unique and diverse population

Our services are available to over 15 million residents in the Toronto Central LHIN geography resourced by our three regional offices

We work with 24 hospitals 150 community-based service agencies 37 Long-Term Care Homes 22 Service Provider Partners and 13 Community Health Centres

We serve an area with the highest rates of low income and single parent families

Over 74000 Torontonians of all ages and cultural backgrounds benefited from the home and community care services delivered by Toronto Central CCAC last year

We served 74000 CLIENTS

14

Healthcare is in a state of change We know that healthcare costs 50 cents of every dollar spent on public services in Ontario At the same time the healthcare needs of the population are growing This means that the health system needs to find more effective ways to meet the increasing demand for healthcare but in a way that costs less not more Toronto Central CCAC is ready for this challenge

For the last few years we have been finding ways to reach more people with care through innovations such as Neighbourhood Care Teams community-based clinics and working more effectively with primary care Now with a new provincial focus on home and community care we see opportunities to work with new partners and new technology to be even more creative in how we deliver more care to more clients In 201516 we will be launching a new

strategic plan that envisions the future of home and community care in Toronto This future includes supporting clients to be fully engaged in their care having more integration across the health system focusing on better care for our clients with the highest needs and organizing care differently in neighbourhoods In particular neighbourhood-based care will allow us to connect into the array of community services that are available through the City of Toronto and social service agencies Our goal is to work with new and existing partners to create more supportive environments for people to age and be as healthy as possible

Toronto Central CCAC is proud to have had 50 years serving the people of Toronto We look forward to meeting the needs of Toronto for the next 50 years

Heathcare costs +- 50 cents of every dollar spent on public services in Ontario

LOOKING TO THE FUTURE

15

Statement of OperationsYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Revenue

MOHLTCLHIN Funding 244584 230987 Other revenue 5010 3496 249594 234483

Expenses

Client Care related expenses 232511 215144 Administration 17211 19302 249722 234446

Excess of revenue over expenses

(128) 37

Balance Sheet

Year ended March 31 2015

Balance SheetYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Assets

Current Assets 25125 27596

Pandemic supplies 201 346

Capital Assets 5259 6088

30585 34030

Liabilities

Current liabilities 24592 27080

Deferred Capital Contributions 5259 6088

Fund balance 734 862

30585 34030

FINANCIALS

16

National Best Practice

for care integration from the Canadian Home Care Association 2014

Ontario Ministerrsquos Medal 2014for the highest achievement in quality for our

integrated palliative care program

Quality Healthcare Workplace Gold Award at HealthAchieve 2014

Accredited to national standards with recognition for leading practices in

integrated care amp ethics by Accreditation Canada

Recognized for our

diversity and inclusion by The Canadian College of Health Leaders

Received

proud partner award from Baycrest

17

Last year we missed of all visits 004

Client-Centered Care

Our clients report

92 92 97

a positive experience

felt supported understood and had a good care plan

would recommend us to family and friends

Results based on the provincial CCAC Client and Caregiver Experience Survey

Access

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

84 of clients with complex health conditions received their first personal support visit for clients with complex health conditions within 5 days

93 of clients received their first nursing visit within 5 days

Median wait-time for service visit for a hospital discharge is 1 day

Median wait-time for service visit for a community referral is 6 days

PERFORMANCE SNAPSHOT

18

Integrated Care

Family doctors and Nurse Practitioners are most peoplersquos first stop for their healthcare needs We have committed to connecting with all the local primary care providers within our community so we can better work with these partners to deliver our joint patients better care

60

50

40

30

20

10 9

26

36

60

2012 2013 2014 2015

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

2960 4957 60432013 2014 2015

People wersquove helped find Family Doctors or Nurse Practitioners

Zero clients

0 1 2 3 4Safety

Patient safety is top priority for Toronto Central CCAC Last year out of 3406170 visits 8 incidences occurred in which a client was harmed We follow up on every incident in which a client is harmed when receiving care and identify how to prevent further similar incidents (Harm could include missed medication)

on wait list for Toronto Central CCAC services

19

Board of Directors 2014-2015

William Yetman Board Chair

Michael Beswick Member Finance and Audit Committees

Gina DeVeaux Chair Quality Committee

Nancy Dudgeon Past Chair

Laurie Hicks Member Quality Committee

Myra Libenson Member Finance and Audit Committees

Shannon MacDonald Member Governance Committee

Christopher Neuman Chair Governance Committee

Manuel Pedrosa Chair Audit amp Finance Committees

Karen Sadlier-Brown Member Governance Committee

Paul Sudarsan Member Governance Committee

Natasha vandenHoven Vice Chair and Member Quality Committee

Senior Management Team

Stacey Daub Chief Executive Officer

Dennis Fong Senior Director Human Resources and Organizational Development

Jodeme Goldhar Chief Strategy Officer Senior Director Strategy and Planning

Dipti Purbhoo Senior Director Client Services

Bill Tottle Senior Director Corporate Services

Anne Wojtak Chief Performance Officer Senior Director Performance Improvement and Outcomes

Toronto Central Community Care Access Centre 250 Dundas Street West Suite 305 Toronto Ontario M5T 2Z5

Telephone 416-506-9888 Franccedilais 416-701-4646 Fax 416-506-1629 Toll Free 1-866-243-0061 Franccedilais 1-877-701-4646

Ce rapport est disponible en franccedilais (This report is available in French)

Healthcareathomecatorontocentral

torontocentralhealthlineca

Toronto Central Community Care Access Centre (CCAC) gets people the care they need in their homes and communities We provide a single point of access to a wide range of home and community services enabling people to get the specialized blend of the healthcare services they need when they need it

Facebookcomtorontocentralccac

YouTubecomtorontoccac

TwittercomTCCCAC

Linkedincomtoronto -central-community-care-access-centre

Toronto Central CCAC is fully funded by the Toronto Central Local Health Integration Network

4 of Ontariorsquos healthcare budget is for homecare

19750 clients in Toronto Central receive CCAC services on any given day

In 1964 when publicly-funded homecare started in Toronto there were only three or four services offered Now we offer dozens ndash from nurses in schools to support children with issues of mental health and addictions to helping people with multiple chronic diseases be independent and learn to manage their illnesses With a rapidly aging population and an increase in clients with complex medical issues the scope of homecare is evolving with our changing society

We have also seen a shift in how we support our clients We know that the experience our clients have with our care is just as important as the quality of the care We take the time to ask our clients what is most important to them instead of assuming that we know what they need Our ldquoChanging the Conversationrdquo approach recognizes that clients are in the best position to know what they need ndash and their needs can change from one day to the next

Our ldquoone client one teamrdquo philosophy ensures that a clientrsquos health team is working together toward the same goal ndash from Personal Support Workers to Primary Care providers

THE CHANGING ROLE OF HOMECARE

13

Toronto Central CCAC serves a unique and diverse population

Our services are available to over 15 million residents in the Toronto Central LHIN geography resourced by our three regional offices

We work with 24 hospitals 150 community-based service agencies 37 Long-Term Care Homes 22 Service Provider Partners and 13 Community Health Centres

We serve an area with the highest rates of low income and single parent families

Over 74000 Torontonians of all ages and cultural backgrounds benefited from the home and community care services delivered by Toronto Central CCAC last year

We served 74000 CLIENTS

14

Healthcare is in a state of change We know that healthcare costs 50 cents of every dollar spent on public services in Ontario At the same time the healthcare needs of the population are growing This means that the health system needs to find more effective ways to meet the increasing demand for healthcare but in a way that costs less not more Toronto Central CCAC is ready for this challenge

For the last few years we have been finding ways to reach more people with care through innovations such as Neighbourhood Care Teams community-based clinics and working more effectively with primary care Now with a new provincial focus on home and community care we see opportunities to work with new partners and new technology to be even more creative in how we deliver more care to more clients In 201516 we will be launching a new

strategic plan that envisions the future of home and community care in Toronto This future includes supporting clients to be fully engaged in their care having more integration across the health system focusing on better care for our clients with the highest needs and organizing care differently in neighbourhoods In particular neighbourhood-based care will allow us to connect into the array of community services that are available through the City of Toronto and social service agencies Our goal is to work with new and existing partners to create more supportive environments for people to age and be as healthy as possible

Toronto Central CCAC is proud to have had 50 years serving the people of Toronto We look forward to meeting the needs of Toronto for the next 50 years

Heathcare costs +- 50 cents of every dollar spent on public services in Ontario

LOOKING TO THE FUTURE

15

Statement of OperationsYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Revenue

MOHLTCLHIN Funding 244584 230987 Other revenue 5010 3496 249594 234483

Expenses

Client Care related expenses 232511 215144 Administration 17211 19302 249722 234446

Excess of revenue over expenses

(128) 37

Balance Sheet

Year ended March 31 2015

Balance SheetYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Assets

Current Assets 25125 27596

Pandemic supplies 201 346

Capital Assets 5259 6088

30585 34030

Liabilities

Current liabilities 24592 27080

Deferred Capital Contributions 5259 6088

Fund balance 734 862

30585 34030

FINANCIALS

16

National Best Practice

for care integration from the Canadian Home Care Association 2014

Ontario Ministerrsquos Medal 2014for the highest achievement in quality for our

integrated palliative care program

Quality Healthcare Workplace Gold Award at HealthAchieve 2014

Accredited to national standards with recognition for leading practices in

integrated care amp ethics by Accreditation Canada

Recognized for our

diversity and inclusion by The Canadian College of Health Leaders

Received

proud partner award from Baycrest

17

Last year we missed of all visits 004

Client-Centered Care

Our clients report

92 92 97

a positive experience

felt supported understood and had a good care plan

would recommend us to family and friends

Results based on the provincial CCAC Client and Caregiver Experience Survey

Access

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

84 of clients with complex health conditions received their first personal support visit for clients with complex health conditions within 5 days

93 of clients received their first nursing visit within 5 days

Median wait-time for service visit for a hospital discharge is 1 day

Median wait-time for service visit for a community referral is 6 days

PERFORMANCE SNAPSHOT

18

Integrated Care

Family doctors and Nurse Practitioners are most peoplersquos first stop for their healthcare needs We have committed to connecting with all the local primary care providers within our community so we can better work with these partners to deliver our joint patients better care

60

50

40

30

20

10 9

26

36

60

2012 2013 2014 2015

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

2960 4957 60432013 2014 2015

People wersquove helped find Family Doctors or Nurse Practitioners

Zero clients

0 1 2 3 4Safety

Patient safety is top priority for Toronto Central CCAC Last year out of 3406170 visits 8 incidences occurred in which a client was harmed We follow up on every incident in which a client is harmed when receiving care and identify how to prevent further similar incidents (Harm could include missed medication)

on wait list for Toronto Central CCAC services

19

Board of Directors 2014-2015

William Yetman Board Chair

Michael Beswick Member Finance and Audit Committees

Gina DeVeaux Chair Quality Committee

Nancy Dudgeon Past Chair

Laurie Hicks Member Quality Committee

Myra Libenson Member Finance and Audit Committees

Shannon MacDonald Member Governance Committee

Christopher Neuman Chair Governance Committee

Manuel Pedrosa Chair Audit amp Finance Committees

Karen Sadlier-Brown Member Governance Committee

Paul Sudarsan Member Governance Committee

Natasha vandenHoven Vice Chair and Member Quality Committee

Senior Management Team

Stacey Daub Chief Executive Officer

Dennis Fong Senior Director Human Resources and Organizational Development

Jodeme Goldhar Chief Strategy Officer Senior Director Strategy and Planning

Dipti Purbhoo Senior Director Client Services

Bill Tottle Senior Director Corporate Services

Anne Wojtak Chief Performance Officer Senior Director Performance Improvement and Outcomes

Toronto Central Community Care Access Centre 250 Dundas Street West Suite 305 Toronto Ontario M5T 2Z5

Telephone 416-506-9888 Franccedilais 416-701-4646 Fax 416-506-1629 Toll Free 1-866-243-0061 Franccedilais 1-877-701-4646

Ce rapport est disponible en franccedilais (This report is available in French)

Healthcareathomecatorontocentral

torontocentralhealthlineca

Toronto Central Community Care Access Centre (CCAC) gets people the care they need in their homes and communities We provide a single point of access to a wide range of home and community services enabling people to get the specialized blend of the healthcare services they need when they need it

Facebookcomtorontocentralccac

YouTubecomtorontoccac

TwittercomTCCCAC

Linkedincomtoronto -central-community-care-access-centre

Toronto Central CCAC is fully funded by the Toronto Central Local Health Integration Network

Toronto Central CCAC serves a unique and diverse population

Our services are available to over 15 million residents in the Toronto Central LHIN geography resourced by our three regional offices

We work with 24 hospitals 150 community-based service agencies 37 Long-Term Care Homes 22 Service Provider Partners and 13 Community Health Centres

We serve an area with the highest rates of low income and single parent families

Over 74000 Torontonians of all ages and cultural backgrounds benefited from the home and community care services delivered by Toronto Central CCAC last year

We served 74000 CLIENTS

14

Healthcare is in a state of change We know that healthcare costs 50 cents of every dollar spent on public services in Ontario At the same time the healthcare needs of the population are growing This means that the health system needs to find more effective ways to meet the increasing demand for healthcare but in a way that costs less not more Toronto Central CCAC is ready for this challenge

For the last few years we have been finding ways to reach more people with care through innovations such as Neighbourhood Care Teams community-based clinics and working more effectively with primary care Now with a new provincial focus on home and community care we see opportunities to work with new partners and new technology to be even more creative in how we deliver more care to more clients In 201516 we will be launching a new

strategic plan that envisions the future of home and community care in Toronto This future includes supporting clients to be fully engaged in their care having more integration across the health system focusing on better care for our clients with the highest needs and organizing care differently in neighbourhoods In particular neighbourhood-based care will allow us to connect into the array of community services that are available through the City of Toronto and social service agencies Our goal is to work with new and existing partners to create more supportive environments for people to age and be as healthy as possible

Toronto Central CCAC is proud to have had 50 years serving the people of Toronto We look forward to meeting the needs of Toronto for the next 50 years

Heathcare costs +- 50 cents of every dollar spent on public services in Ontario

LOOKING TO THE FUTURE

15

Statement of OperationsYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Revenue

MOHLTCLHIN Funding 244584 230987 Other revenue 5010 3496 249594 234483

Expenses

Client Care related expenses 232511 215144 Administration 17211 19302 249722 234446

Excess of revenue over expenses

(128) 37

Balance Sheet

Year ended March 31 2015

Balance SheetYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Assets

Current Assets 25125 27596

Pandemic supplies 201 346

Capital Assets 5259 6088

30585 34030

Liabilities

Current liabilities 24592 27080

Deferred Capital Contributions 5259 6088

Fund balance 734 862

30585 34030

FINANCIALS

16

National Best Practice

for care integration from the Canadian Home Care Association 2014

Ontario Ministerrsquos Medal 2014for the highest achievement in quality for our

integrated palliative care program

Quality Healthcare Workplace Gold Award at HealthAchieve 2014

Accredited to national standards with recognition for leading practices in

integrated care amp ethics by Accreditation Canada

Recognized for our

diversity and inclusion by The Canadian College of Health Leaders

Received

proud partner award from Baycrest

17

Last year we missed of all visits 004

Client-Centered Care

Our clients report

92 92 97

a positive experience

felt supported understood and had a good care plan

would recommend us to family and friends

Results based on the provincial CCAC Client and Caregiver Experience Survey

Access

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

84 of clients with complex health conditions received their first personal support visit for clients with complex health conditions within 5 days

93 of clients received their first nursing visit within 5 days

Median wait-time for service visit for a hospital discharge is 1 day

Median wait-time for service visit for a community referral is 6 days

PERFORMANCE SNAPSHOT

18

Integrated Care

Family doctors and Nurse Practitioners are most peoplersquos first stop for their healthcare needs We have committed to connecting with all the local primary care providers within our community so we can better work with these partners to deliver our joint patients better care

60

50

40

30

20

10 9

26

36

60

2012 2013 2014 2015

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

2960 4957 60432013 2014 2015

People wersquove helped find Family Doctors or Nurse Practitioners

Zero clients

0 1 2 3 4Safety

Patient safety is top priority for Toronto Central CCAC Last year out of 3406170 visits 8 incidences occurred in which a client was harmed We follow up on every incident in which a client is harmed when receiving care and identify how to prevent further similar incidents (Harm could include missed medication)

on wait list for Toronto Central CCAC services

19

Board of Directors 2014-2015

William Yetman Board Chair

Michael Beswick Member Finance and Audit Committees

Gina DeVeaux Chair Quality Committee

Nancy Dudgeon Past Chair

Laurie Hicks Member Quality Committee

Myra Libenson Member Finance and Audit Committees

Shannon MacDonald Member Governance Committee

Christopher Neuman Chair Governance Committee

Manuel Pedrosa Chair Audit amp Finance Committees

Karen Sadlier-Brown Member Governance Committee

Paul Sudarsan Member Governance Committee

Natasha vandenHoven Vice Chair and Member Quality Committee

Senior Management Team

Stacey Daub Chief Executive Officer

Dennis Fong Senior Director Human Resources and Organizational Development

Jodeme Goldhar Chief Strategy Officer Senior Director Strategy and Planning

Dipti Purbhoo Senior Director Client Services

Bill Tottle Senior Director Corporate Services

Anne Wojtak Chief Performance Officer Senior Director Performance Improvement and Outcomes

Toronto Central Community Care Access Centre 250 Dundas Street West Suite 305 Toronto Ontario M5T 2Z5

Telephone 416-506-9888 Franccedilais 416-701-4646 Fax 416-506-1629 Toll Free 1-866-243-0061 Franccedilais 1-877-701-4646

Ce rapport est disponible en franccedilais (This report is available in French)

Healthcareathomecatorontocentral

torontocentralhealthlineca

Toronto Central Community Care Access Centre (CCAC) gets people the care they need in their homes and communities We provide a single point of access to a wide range of home and community services enabling people to get the specialized blend of the healthcare services they need when they need it

Facebookcomtorontocentralccac

YouTubecomtorontoccac

TwittercomTCCCAC

Linkedincomtoronto -central-community-care-access-centre

Toronto Central CCAC is fully funded by the Toronto Central Local Health Integration Network

Healthcare is in a state of change We know that healthcare costs 50 cents of every dollar spent on public services in Ontario At the same time the healthcare needs of the population are growing This means that the health system needs to find more effective ways to meet the increasing demand for healthcare but in a way that costs less not more Toronto Central CCAC is ready for this challenge

For the last few years we have been finding ways to reach more people with care through innovations such as Neighbourhood Care Teams community-based clinics and working more effectively with primary care Now with a new provincial focus on home and community care we see opportunities to work with new partners and new technology to be even more creative in how we deliver more care to more clients In 201516 we will be launching a new

strategic plan that envisions the future of home and community care in Toronto This future includes supporting clients to be fully engaged in their care having more integration across the health system focusing on better care for our clients with the highest needs and organizing care differently in neighbourhoods In particular neighbourhood-based care will allow us to connect into the array of community services that are available through the City of Toronto and social service agencies Our goal is to work with new and existing partners to create more supportive environments for people to age and be as healthy as possible

Toronto Central CCAC is proud to have had 50 years serving the people of Toronto We look forward to meeting the needs of Toronto for the next 50 years

Heathcare costs +- 50 cents of every dollar spent on public services in Ontario

LOOKING TO THE FUTURE

15

Statement of OperationsYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Revenue

MOHLTCLHIN Funding 244584 230987 Other revenue 5010 3496 249594 234483

Expenses

Client Care related expenses 232511 215144 Administration 17211 19302 249722 234446

Excess of revenue over expenses

(128) 37

Balance Sheet

Year ended March 31 2015

Balance SheetYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Assets

Current Assets 25125 27596

Pandemic supplies 201 346

Capital Assets 5259 6088

30585 34030

Liabilities

Current liabilities 24592 27080

Deferred Capital Contributions 5259 6088

Fund balance 734 862

30585 34030

FINANCIALS

16

National Best Practice

for care integration from the Canadian Home Care Association 2014

Ontario Ministerrsquos Medal 2014for the highest achievement in quality for our

integrated palliative care program

Quality Healthcare Workplace Gold Award at HealthAchieve 2014

Accredited to national standards with recognition for leading practices in

integrated care amp ethics by Accreditation Canada

Recognized for our

diversity and inclusion by The Canadian College of Health Leaders

Received

proud partner award from Baycrest

17

Last year we missed of all visits 004

Client-Centered Care

Our clients report

92 92 97

a positive experience

felt supported understood and had a good care plan

would recommend us to family and friends

Results based on the provincial CCAC Client and Caregiver Experience Survey

Access

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

84 of clients with complex health conditions received their first personal support visit for clients with complex health conditions within 5 days

93 of clients received their first nursing visit within 5 days

Median wait-time for service visit for a hospital discharge is 1 day

Median wait-time for service visit for a community referral is 6 days

PERFORMANCE SNAPSHOT

18

Integrated Care

Family doctors and Nurse Practitioners are most peoplersquos first stop for their healthcare needs We have committed to connecting with all the local primary care providers within our community so we can better work with these partners to deliver our joint patients better care

60

50

40

30

20

10 9

26

36

60

2012 2013 2014 2015

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

2960 4957 60432013 2014 2015

People wersquove helped find Family Doctors or Nurse Practitioners

Zero clients

0 1 2 3 4Safety

Patient safety is top priority for Toronto Central CCAC Last year out of 3406170 visits 8 incidences occurred in which a client was harmed We follow up on every incident in which a client is harmed when receiving care and identify how to prevent further similar incidents (Harm could include missed medication)

on wait list for Toronto Central CCAC services

19

Board of Directors 2014-2015

William Yetman Board Chair

Michael Beswick Member Finance and Audit Committees

Gina DeVeaux Chair Quality Committee

Nancy Dudgeon Past Chair

Laurie Hicks Member Quality Committee

Myra Libenson Member Finance and Audit Committees

Shannon MacDonald Member Governance Committee

Christopher Neuman Chair Governance Committee

Manuel Pedrosa Chair Audit amp Finance Committees

Karen Sadlier-Brown Member Governance Committee

Paul Sudarsan Member Governance Committee

Natasha vandenHoven Vice Chair and Member Quality Committee

Senior Management Team

Stacey Daub Chief Executive Officer

Dennis Fong Senior Director Human Resources and Organizational Development

Jodeme Goldhar Chief Strategy Officer Senior Director Strategy and Planning

Dipti Purbhoo Senior Director Client Services

Bill Tottle Senior Director Corporate Services

Anne Wojtak Chief Performance Officer Senior Director Performance Improvement and Outcomes

Toronto Central Community Care Access Centre 250 Dundas Street West Suite 305 Toronto Ontario M5T 2Z5

Telephone 416-506-9888 Franccedilais 416-701-4646 Fax 416-506-1629 Toll Free 1-866-243-0061 Franccedilais 1-877-701-4646

Ce rapport est disponible en franccedilais (This report is available in French)

Healthcareathomecatorontocentral

torontocentralhealthlineca

Toronto Central Community Care Access Centre (CCAC) gets people the care they need in their homes and communities We provide a single point of access to a wide range of home and community services enabling people to get the specialized blend of the healthcare services they need when they need it

Facebookcomtorontocentralccac

YouTubecomtorontoccac

TwittercomTCCCAC

Linkedincomtoronto -central-community-care-access-centre

Toronto Central CCAC is fully funded by the Toronto Central Local Health Integration Network

Statement of OperationsYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Revenue

MOHLTCLHIN Funding 244584 230987 Other revenue 5010 3496 249594 234483

Expenses

Client Care related expenses 232511 215144 Administration 17211 19302 249722 234446

Excess of revenue over expenses

(128) 37

Balance Sheet

Year ended March 31 2015

Balance SheetYear ended March 31 2015

201415 201314 $rsquo000 $rsquo000

Assets

Current Assets 25125 27596

Pandemic supplies 201 346

Capital Assets 5259 6088

30585 34030

Liabilities

Current liabilities 24592 27080

Deferred Capital Contributions 5259 6088

Fund balance 734 862

30585 34030

FINANCIALS

16

National Best Practice

for care integration from the Canadian Home Care Association 2014

Ontario Ministerrsquos Medal 2014for the highest achievement in quality for our

integrated palliative care program

Quality Healthcare Workplace Gold Award at HealthAchieve 2014

Accredited to national standards with recognition for leading practices in

integrated care amp ethics by Accreditation Canada

Recognized for our

diversity and inclusion by The Canadian College of Health Leaders

Received

proud partner award from Baycrest

17

Last year we missed of all visits 004

Client-Centered Care

Our clients report

92 92 97

a positive experience

felt supported understood and had a good care plan

would recommend us to family and friends

Results based on the provincial CCAC Client and Caregiver Experience Survey

Access

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

84 of clients with complex health conditions received their first personal support visit for clients with complex health conditions within 5 days

93 of clients received their first nursing visit within 5 days

Median wait-time for service visit for a hospital discharge is 1 day

Median wait-time for service visit for a community referral is 6 days

PERFORMANCE SNAPSHOT

18

Integrated Care

Family doctors and Nurse Practitioners are most peoplersquos first stop for their healthcare needs We have committed to connecting with all the local primary care providers within our community so we can better work with these partners to deliver our joint patients better care

60

50

40

30

20

10 9

26

36

60

2012 2013 2014 2015

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

2960 4957 60432013 2014 2015

People wersquove helped find Family Doctors or Nurse Practitioners

Zero clients

0 1 2 3 4Safety

Patient safety is top priority for Toronto Central CCAC Last year out of 3406170 visits 8 incidences occurred in which a client was harmed We follow up on every incident in which a client is harmed when receiving care and identify how to prevent further similar incidents (Harm could include missed medication)

on wait list for Toronto Central CCAC services

19

Board of Directors 2014-2015

William Yetman Board Chair

Michael Beswick Member Finance and Audit Committees

Gina DeVeaux Chair Quality Committee

Nancy Dudgeon Past Chair

Laurie Hicks Member Quality Committee

Myra Libenson Member Finance and Audit Committees

Shannon MacDonald Member Governance Committee

Christopher Neuman Chair Governance Committee

Manuel Pedrosa Chair Audit amp Finance Committees

Karen Sadlier-Brown Member Governance Committee

Paul Sudarsan Member Governance Committee

Natasha vandenHoven Vice Chair and Member Quality Committee

Senior Management Team

Stacey Daub Chief Executive Officer

Dennis Fong Senior Director Human Resources and Organizational Development

Jodeme Goldhar Chief Strategy Officer Senior Director Strategy and Planning

Dipti Purbhoo Senior Director Client Services

Bill Tottle Senior Director Corporate Services

Anne Wojtak Chief Performance Officer Senior Director Performance Improvement and Outcomes

Toronto Central Community Care Access Centre 250 Dundas Street West Suite 305 Toronto Ontario M5T 2Z5

Telephone 416-506-9888 Franccedilais 416-701-4646 Fax 416-506-1629 Toll Free 1-866-243-0061 Franccedilais 1-877-701-4646

Ce rapport est disponible en franccedilais (This report is available in French)

Healthcareathomecatorontocentral

torontocentralhealthlineca

Toronto Central Community Care Access Centre (CCAC) gets people the care they need in their homes and communities We provide a single point of access to a wide range of home and community services enabling people to get the specialized blend of the healthcare services they need when they need it

Facebookcomtorontocentralccac

YouTubecomtorontoccac

TwittercomTCCCAC

Linkedincomtoronto -central-community-care-access-centre

Toronto Central CCAC is fully funded by the Toronto Central Local Health Integration Network

National Best Practice

for care integration from the Canadian Home Care Association 2014

Ontario Ministerrsquos Medal 2014for the highest achievement in quality for our

integrated palliative care program

Quality Healthcare Workplace Gold Award at HealthAchieve 2014

Accredited to national standards with recognition for leading practices in

integrated care amp ethics by Accreditation Canada

Recognized for our

diversity and inclusion by The Canadian College of Health Leaders

Received

proud partner award from Baycrest

17

Last year we missed of all visits 004

Client-Centered Care

Our clients report

92 92 97

a positive experience

felt supported understood and had a good care plan

would recommend us to family and friends

Results based on the provincial CCAC Client and Caregiver Experience Survey

Access

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

84 of clients with complex health conditions received their first personal support visit for clients with complex health conditions within 5 days

93 of clients received their first nursing visit within 5 days

Median wait-time for service visit for a hospital discharge is 1 day

Median wait-time for service visit for a community referral is 6 days

PERFORMANCE SNAPSHOT

18

Integrated Care

Family doctors and Nurse Practitioners are most peoplersquos first stop for their healthcare needs We have committed to connecting with all the local primary care providers within our community so we can better work with these partners to deliver our joint patients better care

60

50

40

30

20

10 9

26

36

60

2012 2013 2014 2015

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

2960 4957 60432013 2014 2015

People wersquove helped find Family Doctors or Nurse Practitioners

Zero clients

0 1 2 3 4Safety

Patient safety is top priority for Toronto Central CCAC Last year out of 3406170 visits 8 incidences occurred in which a client was harmed We follow up on every incident in which a client is harmed when receiving care and identify how to prevent further similar incidents (Harm could include missed medication)

on wait list for Toronto Central CCAC services

19

Board of Directors 2014-2015

William Yetman Board Chair

Michael Beswick Member Finance and Audit Committees

Gina DeVeaux Chair Quality Committee

Nancy Dudgeon Past Chair

Laurie Hicks Member Quality Committee

Myra Libenson Member Finance and Audit Committees

Shannon MacDonald Member Governance Committee

Christopher Neuman Chair Governance Committee

Manuel Pedrosa Chair Audit amp Finance Committees

Karen Sadlier-Brown Member Governance Committee

Paul Sudarsan Member Governance Committee

Natasha vandenHoven Vice Chair and Member Quality Committee

Senior Management Team

Stacey Daub Chief Executive Officer

Dennis Fong Senior Director Human Resources and Organizational Development

Jodeme Goldhar Chief Strategy Officer Senior Director Strategy and Planning

Dipti Purbhoo Senior Director Client Services

Bill Tottle Senior Director Corporate Services

Anne Wojtak Chief Performance Officer Senior Director Performance Improvement and Outcomes

Toronto Central Community Care Access Centre 250 Dundas Street West Suite 305 Toronto Ontario M5T 2Z5

Telephone 416-506-9888 Franccedilais 416-701-4646 Fax 416-506-1629 Toll Free 1-866-243-0061 Franccedilais 1-877-701-4646

Ce rapport est disponible en franccedilais (This report is available in French)

Healthcareathomecatorontocentral

torontocentralhealthlineca

Toronto Central Community Care Access Centre (CCAC) gets people the care they need in their homes and communities We provide a single point of access to a wide range of home and community services enabling people to get the specialized blend of the healthcare services they need when they need it

Facebookcomtorontocentralccac

YouTubecomtorontoccac

TwittercomTCCCAC

Linkedincomtoronto -central-community-care-access-centre

Toronto Central CCAC is fully funded by the Toronto Central Local Health Integration Network

Last year we missed of all visits 004

Client-Centered Care

Our clients report

92 92 97

a positive experience

felt supported understood and had a good care plan

would recommend us to family and friends

Results based on the provincial CCAC Client and Caregiver Experience Survey

Access

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

S M T W T F S 1 2 3 4 5 6 7 8 9 10 11 12 13 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

84 of clients with complex health conditions received their first personal support visit for clients with complex health conditions within 5 days

93 of clients received their first nursing visit within 5 days

Median wait-time for service visit for a hospital discharge is 1 day

Median wait-time for service visit for a community referral is 6 days

PERFORMANCE SNAPSHOT

18

Integrated Care

Family doctors and Nurse Practitioners are most peoplersquos first stop for their healthcare needs We have committed to connecting with all the local primary care providers within our community so we can better work with these partners to deliver our joint patients better care

60

50

40

30

20

10 9

26

36

60

2012 2013 2014 2015

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

2960 4957 60432013 2014 2015

People wersquove helped find Family Doctors or Nurse Practitioners

Zero clients

0 1 2 3 4Safety

Patient safety is top priority for Toronto Central CCAC Last year out of 3406170 visits 8 incidences occurred in which a client was harmed We follow up on every incident in which a client is harmed when receiving care and identify how to prevent further similar incidents (Harm could include missed medication)

on wait list for Toronto Central CCAC services

19

Board of Directors 2014-2015

William Yetman Board Chair

Michael Beswick Member Finance and Audit Committees

Gina DeVeaux Chair Quality Committee

Nancy Dudgeon Past Chair

Laurie Hicks Member Quality Committee

Myra Libenson Member Finance and Audit Committees

Shannon MacDonald Member Governance Committee

Christopher Neuman Chair Governance Committee

Manuel Pedrosa Chair Audit amp Finance Committees

Karen Sadlier-Brown Member Governance Committee

Paul Sudarsan Member Governance Committee

Natasha vandenHoven Vice Chair and Member Quality Committee

Senior Management Team

Stacey Daub Chief Executive Officer

Dennis Fong Senior Director Human Resources and Organizational Development

Jodeme Goldhar Chief Strategy Officer Senior Director Strategy and Planning

Dipti Purbhoo Senior Director Client Services

Bill Tottle Senior Director Corporate Services

Anne Wojtak Chief Performance Officer Senior Director Performance Improvement and Outcomes

Toronto Central Community Care Access Centre 250 Dundas Street West Suite 305 Toronto Ontario M5T 2Z5

Telephone 416-506-9888 Franccedilais 416-701-4646 Fax 416-506-1629 Toll Free 1-866-243-0061 Franccedilais 1-877-701-4646

Ce rapport est disponible en franccedilais (This report is available in French)

Healthcareathomecatorontocentral

torontocentralhealthlineca

Toronto Central Community Care Access Centre (CCAC) gets people the care they need in their homes and communities We provide a single point of access to a wide range of home and community services enabling people to get the specialized blend of the healthcare services they need when they need it

Facebookcomtorontocentralccac

YouTubecomtorontoccac

TwittercomTCCCAC

Linkedincomtoronto -central-community-care-access-centre

Toronto Central CCAC is fully funded by the Toronto Central Local Health Integration Network

Integrated Care

Family doctors and Nurse Practitioners are most peoplersquos first stop for their healthcare needs We have committed to connecting with all the local primary care providers within our community so we can better work with these partners to deliver our joint patients better care

60

50

40

30

20

10 9

26

36

60

2012 2013 2014 2015

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

CONNECTION RATE

2960 4957 60432013 2014 2015

People wersquove helped find Family Doctors or Nurse Practitioners

Zero clients

0 1 2 3 4Safety

Patient safety is top priority for Toronto Central CCAC Last year out of 3406170 visits 8 incidences occurred in which a client was harmed We follow up on every incident in which a client is harmed when receiving care and identify how to prevent further similar incidents (Harm could include missed medication)

on wait list for Toronto Central CCAC services

19

Board of Directors 2014-2015

William Yetman Board Chair

Michael Beswick Member Finance and Audit Committees

Gina DeVeaux Chair Quality Committee

Nancy Dudgeon Past Chair

Laurie Hicks Member Quality Committee

Myra Libenson Member Finance and Audit Committees

Shannon MacDonald Member Governance Committee

Christopher Neuman Chair Governance Committee

Manuel Pedrosa Chair Audit amp Finance Committees

Karen Sadlier-Brown Member Governance Committee

Paul Sudarsan Member Governance Committee

Natasha vandenHoven Vice Chair and Member Quality Committee

Senior Management Team

Stacey Daub Chief Executive Officer

Dennis Fong Senior Director Human Resources and Organizational Development

Jodeme Goldhar Chief Strategy Officer Senior Director Strategy and Planning

Dipti Purbhoo Senior Director Client Services

Bill Tottle Senior Director Corporate Services

Anne Wojtak Chief Performance Officer Senior Director Performance Improvement and Outcomes

Toronto Central Community Care Access Centre 250 Dundas Street West Suite 305 Toronto Ontario M5T 2Z5

Telephone 416-506-9888 Franccedilais 416-701-4646 Fax 416-506-1629 Toll Free 1-866-243-0061 Franccedilais 1-877-701-4646

Ce rapport est disponible en franccedilais (This report is available in French)

Healthcareathomecatorontocentral

torontocentralhealthlineca

Toronto Central Community Care Access Centre (CCAC) gets people the care they need in their homes and communities We provide a single point of access to a wide range of home and community services enabling people to get the specialized blend of the healthcare services they need when they need it

Facebookcomtorontocentralccac

YouTubecomtorontoccac

TwittercomTCCCAC

Linkedincomtoronto -central-community-care-access-centre

Toronto Central CCAC is fully funded by the Toronto Central Local Health Integration Network

Board of Directors 2014-2015

William Yetman Board Chair

Michael Beswick Member Finance and Audit Committees

Gina DeVeaux Chair Quality Committee

Nancy Dudgeon Past Chair

Laurie Hicks Member Quality Committee

Myra Libenson Member Finance and Audit Committees

Shannon MacDonald Member Governance Committee

Christopher Neuman Chair Governance Committee

Manuel Pedrosa Chair Audit amp Finance Committees

Karen Sadlier-Brown Member Governance Committee

Paul Sudarsan Member Governance Committee

Natasha vandenHoven Vice Chair and Member Quality Committee

Senior Management Team

Stacey Daub Chief Executive Officer

Dennis Fong Senior Director Human Resources and Organizational Development

Jodeme Goldhar Chief Strategy Officer Senior Director Strategy and Planning

Dipti Purbhoo Senior Director Client Services

Bill Tottle Senior Director Corporate Services

Anne Wojtak Chief Performance Officer Senior Director Performance Improvement and Outcomes

Toronto Central Community Care Access Centre 250 Dundas Street West Suite 305 Toronto Ontario M5T 2Z5

Telephone 416-506-9888 Franccedilais 416-701-4646 Fax 416-506-1629 Toll Free 1-866-243-0061 Franccedilais 1-877-701-4646

Ce rapport est disponible en franccedilais (This report is available in French)

Healthcareathomecatorontocentral

torontocentralhealthlineca

Toronto Central Community Care Access Centre (CCAC) gets people the care they need in their homes and communities We provide a single point of access to a wide range of home and community services enabling people to get the specialized blend of the healthcare services they need when they need it

Facebookcomtorontocentralccac

YouTubecomtorontoccac

TwittercomTCCCAC

Linkedincomtoronto -central-community-care-access-centre

Toronto Central CCAC is fully funded by the Toronto Central Local Health Integration Network