2017 – 2020 strategic plan - st. demetrius€¦ · 2017 - 2020 strategic plan page 5...

2017 – 2020 Strategic Plan

St. Demetrius (Ukrainian Catholic)

Development Corporation Ukrainian Canadian Care Centre

St. Demetrius Residence and

St. Demetrius Supportive Care Services

October 2016

ST. DEMETRIUS SUPPORTIVE CARE SERVICES

2017 - 2020 Strategic Plan

Table of Contents Letter from the Board Chairs and the Executive Director ............................................................................ 3

Introduction .................................................................................................................................................. 4

Celebrating our Successes ............................................................................................................................ 4

Consideration of our Current and Future Environment ............................................................................... 5

Analysis of Strengths, Weaknesses, Opportunities and Threats .............................................................. 5

Listening to Our Community ..................................................................................................................... 9

Our Vision, Mission and Values .................................................................................................................. 10

St. Demetrius (Ukrainian Catholic) Development Corporation .............................................................. 10

St. Demetrius Supportive Care Services .................................................................................................. 10

Future Directions ........................................................................................................................................ 11

Acknowledgements ..................................................................................................................................... 16

Appendix - Summary of Survey Results ...................................................................................................... 17



Letter from the Board Chairs and the Executive Director October 2016

We would like to thank all of the participants who came together to discuss the issues and help formulate the Strategic Directions articulated in this document.

The Strategic Directions for 2017 - 2020 described on pages 11– 14 of this document are the cumulative effort of staff and Board members of St. Demetrius (Ukrainian Catholic) Development Corporation – the Ukrainian Canadian Care Centre, St. Demetrius Residence and the Development Office, and St. Demetrius Supportive Care Services as well as other community stakeholders who attended a planning session on October 29, 2016. The thoughtful discussion that took place considered an environmental scan of issues through relevant documentation reviews and also considered the insights gained through surveys of the broader Community.

The Strategic Directions and priorities described in this document will guide the future activity planning of all Board Members, staff, physicians and volunteers for the next three years. Some undertakings will be better owned and implemented by a specific division – but all of the proposed strategic initiatives are intended to support the broader community of the senior Ukrainian-Canadian population.

The Strategic Goals will provide confidence to the staff, residents, tenants and clients, physicians, families and volunteers that we are a strong community working to the common Missions of: “Helping our seniors experience life to the fullest in a warm, home-like Ukrainian setting with the highest quality of service, compassion and professional care” for St. Demetrius (Ukrainian Catholic) Development Corporation and for St. Demetrius Supportive Care Services, “To be the leading provider of compassionate, high quality services and community programs for seniors of Ukrainian heritage. “

The Strategic Directions have a strong focus on:

• Looking at creative solutions that respond to community needs and prepares for future opportunities,

• Continuing to improve on the high quality of the facilities and physical infrastructure; and • Exploring new models for human resources planning and organizational development.

There is also a powerful desire in the Strategic Directions to involve Community in a “strategic Planning Forum” to create a long-term vision for the campus and community. We look forward to working with you, as part of this Community, to implement this strategy and create a long-term vision for the future.

Daria Kowalyk Walter Chandon Sandy Lomaszewycz

Board Chair Board Chair Executive Director



Introduction

In 2016, the Boards of St. Demetrius (Ukrainian Catholic) Development Corporation and St. Demetrius Supportive Care Services (Supportive Care Services) – “the Corporations” held a joint strategic planning session. This document reflects the results of the discussions that occurred at the strategic planning session.

The strategic directions were developed in consideration of:

• The Corporations’ Mission, Vision and Values; • External environmental trends which may impact the organizations; and, • The Corporations’ capacity and readiness to implement the directions.

Celebrating our Successes Before we move to the results from the Strategic Planning session, this section highlights two of the major accomplishments for the Corporations that resulted from the Strategic Goals set three years ago.

1. An area of attention was “staff development” at both the front line and management levels - an essential step to becoming “centres of excellence”. Staff turnover rate is very low but our staff satisfaction surveys show that management must: improve our communication with our staff; improve teamwork; and have more visibility and a consistent management approach/philosophy. Sessions on service excellence were completed as part of the actions related to this goal. Volunteers and physicians also play a vital role in the provision of quality services to residents and in the life of the Corporations, and satisfaction (as shown through surveys) is high.

2. A strong focus over the past 3 years has been on the use of technology to advance the well-being of seniors as well as the operations and services that are provided to them. At the Ukrainian Canadian Care Centre (the Care Centre), new monitors were purchased allowing point of care monitoring of vital signs and immediate documentation as well as new digital pens to transcribe medication orders to pharmacy. Hardware updates included new computers and kiosks. Software programs were upgraded (e.g. accounting for the Residence. Internal clinical systems have been upgraded for the Care Centre and Supportive Care Services to support internal work processes, reporting functions and quality initiatives for the Ministry of Health and Long-Term Care (the Ministry) and the Local Health Integration Network (LHIN). A significant achievement for both the Care Centre and Supportive Care Services was the implementation of connecting Ontario – an electronic remote access to resident/client information such as when they have been transferred to hospital.



Consideration of our Current and Future Environment To prepare for the Strategic Planning session, the participants reviewed a number of documents and discussed the ramifications of these on the various business units.

The participants also spent considerable time analysing the environments in which the Ukrainian Canadian Care Centre and its Development Office, St. Demetrius Residence and St. Demetrius Supportive Care Services operate. The following sections describe some of the issues highlighted during the discussions.

Analysis of Strengths, Weaknesses, Opportunities and Threats The Boards of St. Demetrius (Ukrainian Catholic) Development Corporation and the St. Demetrius Supportive Care Services recognize that they cannot make decisions in isolation of the larger Community. These charts demonstrate the thought that was placed in understanding the broader Community in which they operate and describes the perceived strengths, weaknesses, threats and opportunities that they face.

Strengths Weaknesses Services provided beyond landlord function

(double-edge sword) Good Reputation Low end market rent (attracts renters) Location Relationship with Church

Supportive Care Services – addresses need of tenants related to aging in place but places potential risk to the tenant and corporation when the tenant is no longer able to care for themselves or their apartment

Aging building (financial impact, No AC, Asbestos)

Threats Opportunities Aging in Place (Risk for building/tenants -

floods, fires, etc.) Concern as a sustainability of Ukrainian

Apartment Complex Financial pressures for fixed funding Leadership succession planning Development in area

Number of Rent Geared to Income (RGI) Units approximately 63

Younger Population Fee for service (Clinical and

Housekeeping/Maintenance). Need to think about both the mission and the profitability. It is commonly recognized that non-profit organizations need to shift towards a profit mindset - essentially "profit for purpose".

Respite Program Life lease Live -in Superintendent

RESIDENCE



Strengths Weaknesses Opportunities for HUB Community bus Good reputation Strong Physician Support Location

Aging staff Aging Building (financial impact)

Threats Opportunities Aging in Place (Risk for building/tenants -

floods, fires, etc.) Lack of Ukrainian speaking qualified staff Changing resident population (e.g. cognitive

behaviours complex) Lack of Ministry support Ministry Demands No LTC funding increase Competition among Ukrainian groups for

support (e.g. financial/volunteer) Financial pressures for fixed funding

(envelopes) Leadership succession planning Development in area Ministry support for ethnic homes and

services Patients First Act - LHIN Sub regions and

CCAC

Sustainability as Ukrainian Home (~ 10 years)

Adult Day Program / Community Program (School of Dance)

Partnership with other ethnic Homes Utilize van for transportation services Financial (e.g. expanding services - foot

care)

CARE CENTRE



Strengths Weaknesses Aging in Place Care centered to individual Good relationship with community partners

(e.g. ESS) Electronic documentation Location

Aging Building (financial impact) 70% of clients ready for LTC Consistency of services Older staff

Threats Opportunities Clients don't want to leave Home LHINs Focus - Amalgamate services Increased documentation Leadership Succession Planning Lack of funding (Admin Support) Financial pressure for fixed funding Ministry support for ethnic homes and

service Patients First Act - LHIN Sub regions and

CCAC Younger and Independent tenants

Work with Residence to mitigate risk Adult day programs / Community Program

(School of Dance) Respite Program Expand services to community

SUPPORTIVE CARE SERVICES



Strengths Weaknesses Brand Strength – trusted, known for high

standards of care for seniors and is the number one choice for Ukrainian seniors who require long-term care.

Long wait list for the Care Centre which means there is a need for the organization to exist.

Strong Annual Campaign- high customized and aligned with donor giving trends and ways of giving, includes a variety of giving options ranging from individual giving to charity challenges and new ways of giving through third party ( Charity Car for instance), is adjustable, evolving and keeps pace with the latest trends in fundraising.

Customized fundraising opportunities for family engagement for e.g. Valentine’s event, Gala, Art Show, etc. – volunteers who give their time are more likely to donate financial to the organization.

Dedicated, passionate, staff and volunteers who understand the need to raise money for the Care Centre – fundraising is streamlined through the Fundraising Office. Staff is engaged in fundraising initiatives.

Good cooperation across departments around fundraising.

ED actively supports fundraising and promotes the need for fundraising in the organization and to external stakeholders.

Senior Management is supportive of fundraising. Increased visibility of the Care Centre through

broadly advertised events hosted by the Care Centre as well as the Care Centre’s participation in community events of other organizations.

Community engagement activities are structured and a part of the annual plan of the Development Office.

Family engagement is often limited to the length of stay of their loved ones. As the focus from the Ministry of Health and Long-Term Care has moved to home care, and long-term care homes are becoming increasingly an alternative to inpatient care for the frailest seniors with the most complex health conditions at the end of their lives, this has resulted in high turnover rates, which gives limited time to connect and engage family members.

Lack of a long-term strategic vision – what is next for the Care Centre? Is there a new program or project? How are we responding to the changing realities of seniors’ care and a growing population of seniors? Major gifts donors, corporations and foundations are looking at transformational gifts with impact.

Limited database of loyal donors – the cohort of loyal donors (those who participated in the beginning of the Care Centre and have invested a lot of their time and resources) are dying as they are now well into their eighties and nineties.

Limited scope - number of individuals the organization serves (152 residents) – major donors, corporations and foundations are looking at Return on Investment. How many individuals will my gift benefit? What will the impact be?

Our name excludes the Orthodox Ukrainians and individuals who are not connected to the St. Demetrius community.

The Board’s potential to contribute to fundraising and take on different roles such as ambassadors, promoters, connectors and solicitors for major gifts is not fully utilized. Too much focus on one role versus looking at multiple roles.

Lack of capital for capital improvements to leverage a fundraising grant or opportunity.



Threats Social Programs or community engagement

activities targeting different generations of seniors is likely to increase our donor database and help identify major gifts and legacy gifts prospects, as well as engage interested family members beyond the period of stay of their loved ones at the Care Centre.

Legacy gifts – untapped market. New Projects and Programs for the organization –

an opportunity to seek funding, re-engage major gifts donors and identify new prospects.

Promote volunteerism among different generations of seniors- Volunteers are more likely to give as they are involved and believe in the cause.

Community partnerships – increased visibility creates opportunities for identifying and developing partnerships with other community organizations, media, and even companies that can result in third-party events and sponsorships.

Opportunities Competing issues/need in the community – always

other causes to support (e.g. other Ukrainian senior homes such as Ivan Franko, 2014 Ukraine crisis, burning of St. Elias Church in Brampton) resulting in community resources being stretched thin.

Changing demographics of donors – donors are less committed to one cause and do not contribute for many years to one organization.

Future generational relevancy – baby boomer generation question whether they would use the Care Centre in future?

Listening to Our Community To assist with the Strategic Planning, St. Demetrius sent out a survey to 51 stakeholders in the community. The results will be invaluable in developing future communications strategies with these and other stakeholders in the Community. It received a 52% response rate indicating a very high level of satisfaction with the stated current Vision, Mission and Core Values of the Corporation and Supportive Care Services. The survey results also provided some insights into some of the issues concerning this community such as:

• Over 91% of respondents identified having the Care Centre and an ethno-specific long-term care home as either very important or important

• 81% identified the need for independent senior living specifically for the Ukrainian community as being very important or important

• Need for sustainability, partnerships and maintaining the ethno-cultural focus • Financial sustainability was critical but donor fatigue was highlighted • Expanding services such as a Day Program and community outreach services • Upgrades to infrastructure (physical plant) and technology

FUNDRAISING



Our Vision, Mission and Values During the Strategic Planning exercise, the Board and the Stakeholders confirmed that the following Vision, Mission and Values will continue to serve the Corporations’ needs over the next three to five years. These form the foundation of the “Future Directions” described in the next section.

St. Demetrius (Ukrainian Catholic) Development

Corporation


VISION: To be the leading provider of compassionate and high quality long-term care, residential services and community programs for Ukrainian seniors.

VISION: To be the leading provider of compassionate, high quality services and community programs for seniors of Ukrainian heritage.

MISSION: To help our seniors experience life to the fullest in a warm, home-like Ukrainian setting with the highest quality of service, compassion and professional care.

MISSION: To provide essential supportive care services which are culturally sensitive and optimize St. Demetrius Residence tenants safety and independence within their home environment.

VALUES: COMPASSION

We are caring, understanding and sensitive to others.

DIVERSITY We value our Ukrainian heritage and respect all cultures and religions in the lives of our seniors and staff.

EXCELLENCE We strive to be a learning organization and to excel in everything we do.

INTEGRITY We behave in a manner that is truthful, sincere and honourable.

RESPECT We honour the dignity and worth of every individual.

VALUES: COMPASSION

We are caring, understanding and sensitive to others.

DIVERSITY We value our Ukrainian heritage and respect all cultures and religions in the lives of our seniors and staff.

EXCELLENCE We strive to be a learning organization and to excel in everything we do.

INTEGRITY We behave in a manner that is truthful, sincere and honourable.

RESPECT We honour the dignity and worth of every individual.



Future Directions In the next three years, St. Demetrius will focus its efforts at both the Boards and Management levels around the following four Strategic Directions:

MISSIONS

St. Demetrius (Ukrainian Catholic) Development Corporation

To help our seniors experience life to the fullest in

a warm, home-like Ukrainian setting with the highest quality of service, compassion and

professional care.


To provide essential supportive care services which are culturally sensitive and optimize St.

Demetrius Residence tenants safety and independence within their home.

Facilities/ Infrastructure

Continue to improve on the high quality of facilities and physical infrastructures that the community requires through innovative and financially sustainable solutions.

.

Organizational Planning

Ensure organizational strength by exploring new models for human resources planning and organizational development.

Services Continue to exceed community expectations through innovative services and activities.

Creativity, Innovation and Change

Be a leader in creative solutions that respond to community needs and prepares for future opportunities.

GUIDING PRINCIPLES: • Evaluate all initiatives for the impacts and restraints on resources – both financial and human

• Ensure Sustainability of Corporations and Services • Grow when ready

Each of the Strategic Directions will be supported by a series of goals and expected outcomes / performance measures that will be set and revisited by the Boards on an annual basis during their planning. Using these Strategic Directions as guidelines, both St. Demetrius (Ukrainian Catholic) Development Corporation and St. Demetrius Supportive Care Services will be able to realize their visions.

Any and all initiatives created to support the Strategic Directions should be evaluated on the principle of “sustainability”. In order to ensure sustainable by St. Demetrius over the long-term, initiatives will require an extensive and comprehensive cost-benefit analysis to ensure that the resources they require do not detract from the long-term strategic vision of both St. Demetrius (Ukrainian Catholic) Development Corporation and St. Demetrius Supportive Care Services.



Strategic Direction Strategic Goals Priorities 1. Facilities/

Infrastructure Continue to improve on the high quality of facilities and physical infrastructures that the community requires through innovative and financially sustainable solutions.

1. Develop financial models that will distribute funds according to facility needs.

2. Be cognizant of the effects of real estate developments in the area and promote the Corporations’ needs.

3. Develop alternative models to address the apartment building’s limitations.

i) Establish a Board working group to: → Identify opportunities to purchase the property(s) on Richview for long-term development and look at a Hub model of services → Build/expand – lease, retirement home,

hotel; lodging, etc. ii) Apartments

→ Upgrade/modernize the apartments → Look at alternative models such as

converting to co-op, condos, sell/lease → Look at a financial model that supports

both the Care Centre and the apartments once the mortgage is paid on the apartments

→ Ensure that long term decisions/strategies related to the apartments keep in mind the impact on Supportive Care Services

2. Organizational Planning Ensure organizational strength by exploring new models for human resources planning and organizational development.

1. Develop new fundraising efforts through partnerships and outreach into the community.

2. Develop a strategy for the Ukrainian Canadian Seniors Care Foundation.

3. Create a succession planning strategy to address churn in employee population.

i)Foundation → Board to re-establish a committee to pursue

implementation

ii) Human Resources → Human Resource Plan to be updated

a. The Board to identify a key position to start recruitment process ahead of time

b. Include reaching out to schools and other organizations

→ Organization Development

a. follow up on prior work with Ivan Franko and Sts. Peter and Paul and include Ukrainian Canadian Social Services



Strategic Direction Strategic Goals Priorities 3. Services

Continue to exceed community expectations through innovative services and activities.

1. Seek partnerships with organizations that offer opportunities for enhancement of services.

2. Identify community needs through engagement and formal surveys.

3. Explore government opportunities for funding and program expansion.

i) Developing Partnerships for lobbying/purposes → Continue to pursue Public Private

Partnerships– Ukrainian community, long term care associations, OCSA and continue to grow existing partnerships

→ Continue to pursue opportunities to partner with vendors

→ Continue to explore opportunities for research and evidence based practices

ii) New Services and New Models of Care → Explore partnerships with not for profit

and for profit organizations to address the needs of seniors living in the community

→ Apartments – complete operational and strategic analysis regarding need for apartments for Ukrainian seniors in the future

→ Evaluate the opportunity to create retirement living for Ukrainians 55 to 65

→ Align with/take advantage of government directions/funding for community services to maintain seniors at home - aging in place

→ Explore providing specialized supportive care (assisted living) at St. Demetrius Apartments

→ Explore an Adult Day Program for Ukrainian and Eastern European seniors

→ Evaluate the opportunity to introduce End of Life Care at the apartment to be provided by Supportive Care Services.



Strategic Direction Strategic Goals Priorities 4. Creativity, Innovation

and Change Be a leader in creative solutions that respond to community needs and prepares for future opportunities.

1. Convene a “Strategic Planning Forum” to create a long-term vision for the campus and community.

2. Develop and promote educational opportunities to address the needs of seniors in our community.

i) Establish a Board Committee/Working Group consisting of members from both Boards to plan for a visioning session (next 10 years) with the community. Strategy Statement : –need to be creative/innovative/change –continues with creativity- BOLDER

GOALS: a. Feasibility of a community campus (HUB):

different generations of Ukrainians, new immigrants, etc.

b. Identifying and addressing the needs of our community and seniors mixed generations, 4th & 5th wave”, etc.



The Board and the Management will use these Strategic Directions when evaluating new initiatives and in planning the Corporations’ on-going operations and services.

A strong mandate being sought by the Board will be the formation and maintenance of Alliances and Partnerships going forward with groups such as the following:

1. Local Health Integration Network (LHIN) 2. Public Private Partnerships 3. “Ukrainian Seniors' Care Alliance” – Sts. Peter and Paul and Ivan Franko and to eventually

include Ukrainian Canadian Social Services.

In order to grow and expand, St. Demetrius will need to explore, with these alliances and with other potential partnerships, what opportunities exist for both service provision and funding.



Acknowledgements We would like to thank the following people who participated in the development of this Strategic Plan:

i) Alex Daschko Ania Diakowycz Ann Semotiuk Annalyn Manuel Blanca Allende Bohdan Bodnaruk Daria Kowalyk Dr. Peter Derkach Dmytro Dutka Erez Kofman Irena Dounets Jacob Krekhovetsky Lesia Dmytryszyn Marta Krywonis Mary Kuschnir Mary Kuzyk

Nadia Tataryn Nadia Woloshyn Roman Pendzey Sandy Lomaszewycz Erez Kofman Sylvia Kowal Teresa Wierzbicka Walter Chandon Yarko Kordiuk

We would also like to thank all of the Stakeholders who participated in the survey, which also provided valuable feedback to the Boards for future planning.



Appendix - Summary of Survey Results

Attached

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