Annual Report - Community Knowledge Centre | Victoria Foundation

Annual report 2012 - 2013
An Exemplary Year
B r oa d m e a d C a r e – A n E x e m p l a r y Y e a r
The Broadmead Care Society provides adult day
programs and residential care for hundreds of WWII and
Korean War veterans and seniors at the Lodge at Broadmead and
Veterans Health Centre and residential care for 40 adults with
disabilities at Nigel House and Harriet House.
Vi s i o n
A caring society where people of all ages and abilities
achieve their full potential.
Mission
To help build a caring society by providing excellent health,
social and housing services for veterans,
seniors and other adults.
Tending the garden at Nigel House.
Pictured on the cover:
Ted & Adelaide Semmens, residents of the Lodge at Broadmead, have been married for more than 70 years.
David Cheperdak, CEO, and Sharlene Smith, Chair, Board of Directors
A Message from the Board Chair and CEO
This past year has been – in a word – exemplary. From receiving Accreditation with
Exemplary Standing to advancing our quality of care through innovation and learning
and improving our facilities, it has indeed been an exceptional year.
The Board of Directors and Management Team held a strategic planning retreat in
November to review progress on Broadmead Care’s strategic plan and affirmed our five
strategic goals:
1 deliver excellent health, social and personal care services to the people
we serve;
2 pursue sustainable growth that increases service delivery, organizational
capacity and financial strength;
3 enhance our reputation;
4 have the necessary financial resources to maintain excellence in our current
operations and achieve our vision;
5 have the organizational culture and human resources needed to achieve our
mission and vision.
This report provides an update on some of the activities within each goal this past
year. Many other projects took place including: the conclusion of a successful three-year
nurse practitioner pilot project; the completion of a medication optimization project in
the Nigel Program; and, the initiation of a new polypharmacy project in partnership with
the BC Medical Association and the BC Ministry of Health to attempt to further reduce
and/or optimize residents’ medications.
caring
1
Governance
The Board of Directors continued its work to strengthen the Society’s governance by
improving its processes for monitoring the strategic plan and organizational performance.
The Broadmead Care operating budget for 2012/13 was approximately $23 million. Of
this, more than $18 million went towards staffing costs for programs and services. One of
the Society’s most significant challenges is maintaining our standards of exceptional care
and services in the face of constrained funding and rising resident needs. Government
funds cover a certain number of hours of care for each resident and those standards are
met. However, more funding is needed to cover increasing staff costs and to upgrade our
facilities so that Broadmead Care can address the increasing frailty and complex care
needs of the people we serve.
Veterans’ Care
Broadmead Care is very proud of our ongoing role as the primary service provider for
residential care and day programs for WWII and Korean War veterans on Vancouver
Island. The society continues to experience significant demand for veterans’ services. The
Veterans Health Centre has, on average, a waitlist of 90 clients and the Lodge was home
to 201 veterans last year. The Society continues to work closely with Veterans Affairs
Canada to ensure that current programs and services for veterans are maintained while
the demand for veterans’ services remains high.
Condolences
The society was saddened to learn of the passing of past Board Chair Walter MacLean
and Director David Wilson. Walter was the Board Chair from 1998 to 2007. Many
staff and volunteers remember him fondly – he will be missed. David joined the Board
in 2012 and made significant contributions to the Society. We extend our heartfelt
condolences to their families.
Broadmead Care continues to pursue its vision of a caring society with the help of
470 dedicated employees, 230 volunteers who provide more than 1,000 hours of service
monthly, supportive families and friends, a growing pool of donors, and a hard-working
volunteer Board of Directors. We extend our sincere thanks to everyone who has played a
role in caring for and honouring those served by Broadmead Care. Thank you.
Sharlene Smith, Chair, Board of Directors
David Cheperdak, CEO
respect
2
Resident Profile 2012/2013
Lodge at Broadmead
>> The Lodge at Broadmead has 229 beds
including 115 reserved for eligible veterans,
110 community beds and four respite beds for
clients of the Veterans Health Centre
>> There were 96 new residents admitted in
2012/2013
>> The average lengths of stay for 33% of
residents was less than one year, 30% one to
three years, and 35% three years or more
>> Residents’ average age is 88; the age range is
30 - 101
>> 90% of residents are over 80 years old
>> 61% men, 39% women
>> 96% of residents have some degree of cognitive
impairment, from mild to very severe
Resident Profile 2012/2013
Nigel House and Harriet House
>> Residents’ average age is 51; the age range is
from 32 to 68
>> 47% men, 53% women
>> All have physical disabilities and need
help with daily living; some have mental
health challenges
>> Length of stay of current residents –
24% have lived at Nigel less than five years,
40% six to ten years, 20% 11 to 20 years,
16% twenty-one to thirty-five years
>> Common diagnoses include multiple sclerosis,
spina bifida, cerebral palsy, traumatic brain
injury, post cerebrovascular accidents,
Parkinson’s disease, post-polio syndrome
and depression
>> 69% of residents need extensive assistance
or are fully dependent on staff to manage
basic activities of daily living such as hygiene,
dressing, and grooming
Client Profile
Veterans Health Centre
>> 130 veterans attended the Veterans Health
Centre each week
>> The veterans’ average age was 89
>> The oldest client was 97
integrity
3
GOAL ONE:
To deliver excellent health, social and personal care
services to the people we serve
Broadmead Care was notified by Accreditation Canada in March
that it had received Accreditation with Exemplary Standing
– the highest award possible. Broadmead Care was specially
commended in the areas of high quality care, providing safe
and healthy workplaces and strong governance and operational
management. Accreditation Canada sets nationally recognized
standards for all aspects of organizational performance. Achieving
“Accreditation with Exemplary Standing” means that Broadmead
Care met or exceeded the requirements of more than 520 national standards.
In their letter of commendation, the Accreditation Decision Committee noted:
“This achievement demonstrates Broadmead Care’s determination and
commitment to ongoing quality improvement. We applaud your leadership,
staff, and accreditation team members for their efforts and dedication
to the provision of safe, quality health services.”
This result was achieved through the hard work and dedication to excellence of all
Broadmead Care staff, volunteers and Board members and with the support of our
funders, donors, families and friends. A special complimentary lunch was provided for
staff and served to them by management to recognize their exceptional commitment to
quality care.
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Tracking Progress using the Minimum
Data Set Resident Assessment Instrument
A few years ago, Broadmead Care instituted an assessment tool
known as the Minimum Data Set Resident Assessment Instrument
(MDS/RAI). This is a standardized tool used around the world for
assessing residents’ needs and abilities. In 2012/2013, registered
nurses Jim Oldnall and Wrendevyn Barnett provided additional
education and support to nurses and the interdisciplinary care team
on how to make the MDS/RAI assessments as accurate as possible
to ensure all resident needs and care requirements are identified.
Broadmead Care is committed to developing strong organizational
competencies using the MDS/RAI to strengthen care planning for
residents and to have accurate, reliable data for resource allocation
planning and for benchmarking our performance.
Lodge at Broadmead
Care Plan Project
A cornerstone of providing
safe and effective care is
ensuring that each resident has
a comprehensive, individualized
care plan which takes into
consideration their needs, choices
and preferences, and includes
family input. Over the past year,
the Lodge’s interdisciplinary
team has undertaken a project to
update the paper and electronic
formats and team processes used
for care planning. Nurses and
other clinical staff have received
education to support competency
in care planning, including how
to use the results of MDS/RAI
assessments for care planning.
Registered nurses Wrendevyn Barnett and Jim Oldnall.
accountability
5
GOAL TWO:
To pursue sustainable growth that
increases service delivery, organizational
capacity and financial strength
Broadmead Care views growth as a key strategy to advance its
mission and to become a more sustainable organization. Several
partnerships with other non-profit organizations were explored
throughout the year and work is continuing in this area.
Nigel House Redevelopment Project
Nigel Program Menu
Staff spent many months
implementing a computerized
food services management
program at Nigel called Surequest.
The menu was redeveloped to
provide more choices at each
meal for the residents at Nigel
and Harriet House. These
changes will have a positive long
term impact on many fronts
including food quality, nutrition,
risk management, and resident
satisfaction. Led by food service
team leaders Andy Johnson,
Pauline Meglaughlin, Alice Lou
and Lisa Diamond, residents
now have a choice of at least two
entrees for lunch and dinner.
This enhancement to food service
in the Nigel Program is another
reflection of Broadmead Care’s
commitment to exemplary service.
6
In January 2012, the Nigel Program for Adults with Disabilities
program amalgamated with the Broadmead Care Society. The
program provides residential care for 40 adults with disabilities on
two sites – Nigel House (25 beds) and Harriet House (15 beds.)
Harriet House is a newer facility in good condition. Nigel House
was built in 1977 for residents who were more mobile than those
who live there today.
In the garden at Harriet House.
teamwork
In 2012/2013, a significant amount of time was spent in planning
for the redevelopment of Nigel House. After determining that the
best option was to build a new building rather than to renovate
the existing Nigel House to bring it up to current standards, a
number of alternative locations were explored with the assistance
of a development consulting firm. Discussions took place with
the Vancouver Island Health Authority (VIHA), BC Housing,
the Capital Regional District, the District of Saanich and other
community organizations to explore how they could collaborate
on this important project. A preferred development site has been
identified and the society is now working with an architect and
development team on design options. The most significant challenge
will be to work with our strategic partners and the community to
develop a capital plan to bring this project to fruition.
Nigel House residents are entertained.
Broadmead Care received a
generous gift to support Nigel
House. Mary Catherine Taylor,
who had family ties to Nigel
House, passed away and left
$227,000 in her Will to support
the Nigel residents. We are
grateful to her for her enduring
compassion and support.
Entrance to Nigel House.
continuous learning
and improvement
7
GOAL Three:
To enhance our reputation
Broadmead Care’s reputation is rooted in the pursuit of
exceptional care. Our accreditation renewal with exemplary
standing is the result of an ongoing comprehensive quality
improvement strategy in our organization and the dedication of
all our staff and volunteers.
Publications
Rear Admiral Bill Truelove with resident Ted Semmens.
Visits from
Rear Admiral
Bill Truelove
The society was particularly
pleased that Rear Admiral Bill
Truelove – accompanied by his
entourage – visited the Lodge
twice. The Admiral brought
greetings to the veterans and
seniors at the Lodge at Broadmead
in the fall and again at Christmas
time. A section of the Naden
Band provided wonderful
entertainment and members of
the Base Command donated
funds and Christmas presents
to brighten residents’ lives.
8
Broadmead Care
shares its knowledge with
other care providers by
publishing its results. We
continued our tradition
of publishing, with more
than a dozen articles in the
past few years and three
new publications this year.
These included a booklet
entitled ‘Comfort Care
at the End of Life –
A Guide for Caregivers’
and an article in Canadian
Nursing Home on
observations and experiences of family members during end-of-life
dementia care. The Comfort Care booklet provides information to
support families when their loved one is dying. Other publications
in press include an article on effective leadership in person-centred
dementia and one on assessing the dementia-friendliness of
residential care homes.
Exemplary Support –
The Importance of Fund Development
Exemplary care and services also require ongoing facility and equipment improvement. Fund development
is playing an increasingly important role in the provision of resident care. It is through donations that we
are able to purchase equipment, support programs and undertake renovations. Fund development partners
the community with our organization for the benefit of the people we serve. Broadmead Care made
many community connections in 2012/2013. Staff participated in the annual Broadmead Area Residents’
Association Community Days at the Broadmead Shopping Centre. The first annual Broadmead Care ShredA-Thon raised $10,000 and saw hundreds of neighbours pull up to the shredding truck with their boxes of
confidential documents. The annual golf tournament attracted more than 120 golfers and many sponsors to
raise funds for the residents. Other important initiatives involving fund development included the renovation
of the Lodge bathing rooms and the first annual Thank a Veteran campaign.
Renovation of the Lodge Bathing Rooms
Thanks to the work of the facilities maintenance
staff, government funding and donor support,
Broadmead Care was able to renovate the seven
bathing rooms at the Lodge. This was a $1.5
million project. The renovations were finished
much more quickly thanks to donations from
the community and from a significant gift from
donor Rudi Hoenson. Rudi was a prisoner-of-war
in Japan for three and a half years during WWII.
Veterans – especially prisoners of war – are very
dear to him. Rudi donated $250,000 in 2012/2013
to purchase new bathtubs and lifts to renovate five
bathing rooms. His total donations are now over
$334,000 making him the largest individual living
donor in Broadmead Care’s history.
Before
Donor Rudi Hoenson has donated more than $334,000 to
Broadmead Care.
After
Before and after the bathing room renovations.
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Thank a Veteran Campaign
In the fall, Broadmead Care launched a comprehensive
community awareness campaign with the theme, “Thank a Veteran.”
The community was encouraged to send a thank you note to the
WWII and Korean War veterans living at the Lodge at Broadmead
or participating in the day program at the Veterans Health Centre
and to include a donation for their care. Victorians could pick
up thank you cards at any Thrifty Foods location. In total, the
campaign raised over $50,000 from new and existing donors. Young
and old sent their heartfelt and inspiring words of gratitude. The
thank you notes were displayed in the Lodge during Remembrance
Day for the veterans and their families to enjoy. The event was so
successful, plans are to continue it annually.
All in all, Broadmead Care had its best fundraising year ever.
Funds raised were used to renovate the bathing rooms, purchase
equipment such as electric beds and therapeutic mattresses, and to
support the creative arts and music therapy programs.
10
quality
GOAL FOUR:
To have the necessary financial resources
to maintain excellence in our current operations
and to achieve our vision
Broadmead Care continues to pursue sustainable funding through maintaining strong
relationships with our key funders, by efficient management of our organization, the
pursuit of our organizational growth strategy and through fund development.
The financial highlights for 2013/2014 are shown below.
Veterans Affairs
Canada 10%
Residents 26%
Vancouver Island
Health Authority
60%
Services & Other 1%
Investment Income 1%
BC Housing 1%
Amortization 1%
Administration 11%
Plant Operations 12%
2013
Revenues by Source
($000s)
Vancouver Island Health Authority. . . . . 13,648
Residents. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5,900
Veterans Affairs Canada. . . . . . . . . . . . . . . . 2,325
Donations*. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 269
Services & Other. . . . . . . . . . . . . . . . . . . . . . . . . 217
BC Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207
Investment Income. . . . . . . . . . . . . . . . . . . . . . 192
Total22,757
Donations 1%
Resident Support
15%
Resident Care
61%
Fiscal 2012/13 Revenues & Expenditures
Expenses by Category
Resident Care. . . . . . . . . . . . . . . . . . . . . . . . 13,925
Resident Support. . . . . . . . . . . . . . . . . . . . . . 3,460
Plant Operations . . . . . . . . . . . . . . . . . . . . . . 2,733
Administration. . . . . . . . . . . . . . . . . . . . . . . . 2,454
Amortization of Property & Equipment. . . . 270
Total22,842
Net Loss
(85)
*Donations used for resident care and
support totaled $269,000; total donations
received in 2012/2013 were $966,000 with
$697,000 deferred for future use.
A complete set of audited financial statements is available by calling 250-658-3201.
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GOAL FIVe:
To have the organizational culture and human
resources needed to achieve our mission and vision
Broadmead Care Values
Broadmead Care believes that a positive, encouraging culture and shared values are essential to providing
exemplary care and service. To this end, an important initiative that was completed last year was a values
survey with Broadmead Care staff and the Board. Staff members were asked to choose amongst a set of values
that they considered most important both for Broadmead Care as an organization and for them personally.
The Board of Directors and Management Team undertook a similar exercise and, from the two survey
results, the Broadmead Care Statement of Values was created. These values provide everyone involved with
Broadmead Care – either as an employee or as a volunteer – with guidance on how we interact with residents,
each other and the broader community.
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Caring
• Our compassion motivates us to meet the needs of others
and to make “every moment matter.”
• We take a person­‐centered approach to care.
Respect
• We uphold the dignity and worth of each person.
• We value the unique contribution of each person.
Integrity
• We consistently model honesty, transparency, ethical
practice and equity.
Quality
• We strive to be exceptional – to be the best we can be.
Continuous Learning
and Improvement
• We continually expand our knowledge and skills so that
we can better meet the needs of our clients.
• We are committed to learning and innovation.
Teamwork
• We work together with others to achieve our common
objectives of exceptional care and services.
• We seek new and better ways of working together, learn
from one another & are acknowledged for work well done.
Accountability
• As an organization and as individuals we want to be held
accountable to our standards of integrity, care and service.
• Our organization has a compelling mission, uses resources
effectively and supports each staff member to take full
ownership of their contribution to our mission.
• We foster a caring environment of open communication
where staff members are well informed, take ownership
for their actions and can count on each other.
An Exempl ary Journey
While everyone in our organization is proud of receiving
accreditation with exemplary standing, we all recognize that
achieving excellence is an ongoing journey. As an organization,
we are committed to this journey. The Board of Directors thanks
everyone who supported Broadmead Care in its efforts to advance
our mission and provide exemplary care and services. And, we
thank the residents, clients and their families who
have entrusted us with their care.
Board
of
Direc tors
Sharlene Smith, Chair
Marian Knock, Vice-Chair
Chris Carter, Treasurer
Bob Cronin
Helen Evans
Heather Fisher
Daphne Goode
Paul Morgan
Cheryl Moir-van Iersel
Michael Morres
Russell Moore
David Wilson
David Cheperdak, CEO
Residents at Nigel House in the lobby.
BROADMEAD CARE
4579 Chatterton Way
Victoria BC V8X 4Y7
250-658-0311
info@broadmeadcare.com
www.broadmeadcare.com
Charitable registration #12929 0383 RR0001