agenda - aphasia
TRANSCRIPT
AGENDA Date: April 23, 2018 Time: 18:00-20:00 Meeting Chair: Jane Brenneman Gibson Meeting Location: 73 Scarsdale Road, Toronto, ON Conference Call: 416-343-2655 ID# 3767334
Founder Patricia Arato Charitable Reg No. 13306 5227 RR0001
Agenda Item Details
1. Call to Order
2. Welcome Welcome
3. Approval of the Agenda Motion Required
4. Approval of the Minutes of Previous Meeting
Motion required approving minutes for March 19, 2018
5. Business Arising from Previous Minutes
• For WTR – Hicham, when time permits, will identify if there are additional tools for relevant donors– meeting will be set up to discuss WTR metrics between Hicham and Carrie
• Caryl to add Patricia as an Advisor to the Board at the next AGM – action recorded for AGM
• John to bring suggestions from the Board Survey to the next Board meeting –
• Board to review the Strategic Plan and send commets to Jane or Valerie – completed
• Carrie to resend the Balance sheet to the Board re Reserve Funds – completed (please see Board Package)
• Silvia to refresh everyone on the costs associated with a potential move
6. Governance and Nominations Committee
Update – John
7. Quality, Research, and Ethics
To be carried forward
8. Fund Development Committee Update – Moira ICare, WTR Update - Moira
9. Executive Report Motion Required: To approve Executive Report
10. Other Business Motion to approve –City of Toronto Requirements – see acknowledgment in Board package
AGENDA Date: April 23, 2018 Time: 18:00-20:00 Meeting Chair: Jane Brenneman Gibson Meeting Location: 73 Scarsdale Road, Toronto, ON Conference Call: 416-343-2655 ID# 3767334
Founder Patricia Arato Charitable Reg No. 13306 5227 RR0001
Four year Strategic Plan Highlights 2017/18 Operational Deliverables Status update 2017/18 Key Achievements
11. Finance Report Finance Report - Silvia Investment update report - Silvia
12. In Camera Session
13. Meeting termination Motion Required
14. Date of the next meeting TBD
Items included in this Package Agenda Minutes for Mar 19 Executive Report City of Toronto Requirement Four Year Strategic Plan Highlights Operational Deliverables Status Update 2017/18 Key Achievements Finance Report 2017 Investment Review Strategic Plan 2018-2022 2018/19 Operations Plan
Page 1 of 4
Minutes of the Board of Directors Meeting Of the Aphasia Institute Monday, March 19, 2018
Present: Staff Jane Brenneman Gibson Aura Kagan Silvia Gomes Carrie Harrison Camilla Todesco Valerie Chavossy Henry Hsu John Gayle George Kopulos Hicham El Chazli John Gayle Teleconference Regrets: Ky Pruesse Moira Dean Patricia DiNicolantonio
Topic Discussed Outcome/Action 1. Call to Order Jane called the meeting to order at 6:05 p.m.
2. Welcome Jane welcomed everyone to the Board meeting
3. Approval of Agenda
Motion to approve the agenda
Moved: Silvia Gomes Seconded: John Gayle
Carried 4. Approval of the
Minutes of the Previous Meeting
Motion to approve the minutes of February 19, 2018
Moved: Hicham El Chazli Seconded: Camilla Todesco
Carried
5. Business Arising from Previous Minutes
Action item that is ongoing:
Hicham, when time permits will identify any additional tools for relevant donors.
All other action items completed
Page 2 of 4
Topic Discussed Outcome/Action 6. Governance and
Nominations John provided an update: • Governance committee continues to review
applicants for the HR position. Aura stated that Patricia is willing to stay on as an Advisor to the Board. Jane requested all Board members to use their networks to see if they know anyone who would be interested in the position with experience in a community-based organization
• The Governance committee met with a board applicant, The Governance committee will meet to determine if the applicant is an appropriate fit for the Board.
• John is reviewing the process for recruiting new Board of Director members
• John continues to review the results of the Board survey.
• Governance Committee is reviewing the interview form for Board applicants
Action: Caryl to add Patricia as an Advisor to the Board at the next AGM Action: John to bring suggestions from the Board Survey to the next Board meeting
7. Quality, Research, and Ethics
The QRE Presentation has been posted on the Board website
8. Fund Development Committee Update
Ky provided an update on Fundraising:
ICare Volunteers, family members, staff, and members continue to fundraise for ICare.
The staff have organized a Staff Baby Photo Guessing Contest and the family members are organizing a craft and bake sale this week.
WTR The internal launch for Walk Talk n’ Roll will be held the week of April 16. The communications committee has finalized the main story.
BMO The Communication Committee is finalizing the BMO application.
Family Night/Donor Cultivation The Donor Cultivation event was very successful. We had 8 donors/supporters and 4 Board members attend the event. Aura reiterated that the Board presence really makes a difference at these events
Page 3 of 4
Topic Discussed Outcome/Action
Foundation Unfortunately, the application for the Foundation grant for evaluation of the MOH 3 year project that Jane was working on was not accepted.. The Foundation provides funding for Capital Expenditures.
9. Executive Report Motion to approve Executive Report.
Jane was impressed by the amount of training that was done in the past month.
Moved: Valerie Chavossy Seconded: John Gayle
Carried
10. Other Business Strategic Plan Valerie agreed to edit the document and make small grammar and wording changes to the draft strategic plan.
A discussion was held on the theme and the Board made a decision not to go with a theme.
The Board agreed in principle to approve the Strategic Plan
Motion to approve the Strategic Plan
Action: Board to review the Strategic Plan once more and send your comments to Jane or Valerie Moved: Henry Hsu Seconded: George Kopulos
Carried
11. Finance Report Silvia presented the December 2018, Financial Statements.
The Reserve Fund was renamed as Retained Earnings in the Balance Sheet. Carrie to make the correction and resend to the Board
Action: Carrie to make a correction and resend the Balance sheet to the Board
Action: Silvia to refresh everyone on the costs associated with a potential office move
12. Facility Move Camilla asked about the facility move.
Aura stated that when we have more concrete information about timelines etc., we will move forward with any inquiries
13. In Camera Session
14. Next Meeting Date Monday, Apr 23, 2018
Meeting Termination The meeting was terminated at 7:10 pm
Motion to terminate the meeting
Moved: Silva Gomes Seconded: Henry Hsu
Page 4 of 4
Topic Discussed Outcome/Action Carried
By my signature, I hereby confirm that these minutes accurately reflect the business conducted at the Mar 19, 2018, Aphasia Institute Board Meeting.
Executive Report to the Aphasia Institute Board of Directors – April 2018
1
Vision Statement There are no barriers to living successfully with aphasia Mission Statement Give hope to people with aphasia and their families by developing and sharing innovative solutions that reduce language barriers to full life participation
Executive Report: April 2018
2
Acronyms A list of acronyms to assist you as you navigate this report: AAH Aging At Home ALC CAMS
Alternate Level of Care Communicative Access Measures for Stroke
CAPS Community Accountability Planning Submission CCAC Community Care Access Centre Central LHIN COLA
Central Local Health Integration Network Cost of Living Allowance
CSS Community Support Service CSS Network HRDC
Community Support Service Network Human Resource Development Canada
H-SAA Hospital Service Accountability Agreements HSF Heart & Stroke Foundation H-SIP Health System Improvement Pre-Proposals
Health System Improvement Project IHN Important Health Notice IHSP Integrated Health Service Plan M-SAA Multi-Sector Accountability Agreement MOHLTC Ministry of Health and Long-Term Care OAHPP Ontario Agency for Health Protection and Promotion OCSA Ontario Community Support Association OHA Ontario Hospital Association OHRS/MIS Ontario Healthcare Reporting Standards / Management Information
System OSN OSS OTF
Ontario Stroke Network Ontario Stroke System Ontario Trillium Foundation
OTN The Ontario Telemedicine Network SCA™ Supported Conversation for Adults with Aphasia SHKN Seniors Health Knowledge Network SNAGA Health Service Needs Assessment and Gap Analysis TRI Toronto Rehabilitation Institute WERS WTR
Web Enabled Reporting System Walk Talk ‘n’ Roll
Executive Report: April 2018
3
This report is respectfully submitted by the Executive Staff Team:
Aura Kagan, Executive Director and Director of Education and Applied Research Catherine Brookman, Consultant Executive Leadership, Research and Program Innovation Carrie Harrison, Director of Finance and Operations Rochelle Cohen-Schneider, Director of Clinical and Educational Services
Prepared with administrative support from Caryl Pereira
Executive Report: April 2018
4
Updates related to:
Strategy
Operational Plan
• The status of the annual operational deliverables arising from the strategic plan are included in the Board package
Strategic Plan • Final Strategic Plan (2018-2022) is included in Board Package • The status update on strategic deliverables for the previous Strategic Plan is included
in the Board Package Finance and Operations (including agency related –LHIN, human resources) Finance • Please refer to the financial statements provided in the Board Package
Operations
• 2017/2018 year-end is completed and our Audit is scheduled for early May • To ensure we meet the deliverables of our Ministry of Health Funding, all vendors
have been secured • Aura and Carrie met with the new owners of our building. It sounds like we have the
ability to stay here until August 2019 when our lease expires. After that, we may have the option of renewing our lease for three to five years. The renewal is dependent on whether or not the new owners decide to move in upstairs themselves. Option to stay is only available if they decide to move their office space to this location. They are making this decision within the next few weeks so we'll have sufficient notice to make preparations
External Relationships
Ministry/CLHIN
• Kim Baker, CEO of the CLHIN made a site visit to meet with Aura on April 3rd. Topics discussed included an update on our new Strategic Plan, Aphasia Institute achievements, the status of our building situation, and progress made on MOHLTC provincial initiatives, including the need for an evaluation component.
Executive Report: April 2018
5
Communications • The first external communication related to WTR will be going out the week of April
16 • In May, the Fund Development committee will begin discussing themes and
strategies for the Annual Report, and the communication working group will begin working on related communication strategies
• The general announcement of our Ministry funding is in its final stage and will be ready for dissemination shortly
Revenue Generation/Fund Development (including fundraising, donor cultivation)
• Overall fundraising efforts exceeded budget by $18K • We have secured a generous donation (fiscal 2018/19), of over $67K. This donation
will go toward the development and implementation of a specific IT platform that will result in a more user-friendly online experience and make it more attractive for individuals and organizations in Ontario and beyond to take advantage of what we have to offer – including deliverables related to our Ministry grant.
Training, Education, and Resources • We completed SCA training to 162 PSWs in the Greater Toronto Area generating
$16,000 revenue • We provided our second Introduction to SCA webinar to 33 SLP students from
Boston University on April 11th generating $1,650.00 USD • Our 2nd webinar of the Aphasia Institute Knowledge Exchange Speaker Series entitled
“Intervention Planning for Aphasia: How to Collaborate in Clinical Settings by Katarina Haley was presented on April 12th
• We successfully completed a 3-Day SCA Core Training to 9 SLPs at Nova Scotia Speech and Hearing Centres from April 16 -18 generating $11,000 revenue
• Resource Sale – Our annual resource sale ended March 31st, generating $8,190.00 in revenue
• Aura will be attending the 2018 Clinical Aphasiology Conference and present a poster related to the development and evaluation of a new tool – The Basic Outcome Measure Protocol for Aphasia
Direct Service General • The LHIN requires us to complete an annual survey, with each client, consisting of
three questions on an annual basis. In keeping with current trends in healthcare and requirements by the LHIN, we have enhanced the survey, adding three additional questions. The Client Experience Survey will provide us with additional information
Executive Report: April 2018
6
on client experience related to our service. This has been approved by the QRE committee and is ready for implementation
Students • Our Social Work and Social Service Worker students are completing their year-long
placements with us. Both students have demonstrated considerable growth and have benefitted from excellent supervision by Anjana Magapu and Shannon Hill
• We are planning for our summer SLP students Volunteers • 14 new volunteers have joined our client services program as of Apr 1st.
Additionally, in May, we expect one volunteer to join us for a compressed (two days/week) summer volunteer experience. This volunteer attends UBC and is planning to pursue a graduate program in Speech-Language Pathology
• The Coordinator Volunteer Services has recently received two inquiries from volunteer applicants in Italy and Holland. The screening process is underway and both are interested in compressed volunteer experiences
• Our Volunteer Celebration is happening the evening of Thursday, May 10th. All Board members are encouraged to attend. This year’s theme is “An Artistic Journey” featuring the artwork of a former volunteer and other artistic activities
• Ontario Volunteer Service Awards – Seven of our volunteers were recognized at an evening ceremony on Apr 10th. Volunteer recipients include Myriam Shechter, Ushi Tanna (20 yrs.); George Kopulos, Marilyn Berger, Carol Pratap (10 yrs.) Moira Minoughan (5 yrs.); Baljot Kalsi (Youth)
Research and Project Updates
Communicative Access Measures for Stroke (CAMS) • Technical support continues for users of the tool • CAMS testing is ongoing with the help of Shore Consulting as the CAMS tool is
upgraded to include user-friendly features • A presentation about CAMS was provided to trainees at the 3-Day SCA Core
Workshop on March 6th, 2018 SCA-Acute • Two family focus groups and three manager interviews were completed throughout
March and April 2018 • We are transcribing the focus group and interview discussions prior to qualitative
research analysis that will provide input into the adaptation of SCA™ training for the acute care setting
Executive Report: April 2018
7
Basic Outcome Measurement for Protocol for Aphasia (BOMPA) • A research day was held on Friday, April 13th for a formal study to evaluate the
reliability of the above tool. A total of 20 speech-language pathologists from Ontario participated in the study
• Data will be analyzed and the results presented in a poster at the Clinical Aphasiology Conference on May 22-26 in Texas, U.S.
QRE Committee • The QRE Committee met on April 9, 2018, to provide advice on an external research
proposal submission, and received updates on various projects • The committee approved the research deliverables for the current operational plan • The QRE Committee will meet next on June 11, 2018
Upcoming Events
Month Board Meeting Board Education Events to attend
April 2018 Board Meeting April 23
May 2018
Volunteer Celebration May 10
June 2018 Board Meeting TBD
Walk, Talk ‘n Roll June 10
September 2018 Annual General Meeting Sept 24
October 2018 Board Meeting TBD
November 2018 Board Meeting TBD
December 2018
Holiday Party Dec 8
April 23, 2018 ACKNOWLEDGEMENT The Aphasia Institute (the "Organization"), acknowledges that:
1. compliance with the City of Toronto's Community Grants Policy is a requirement of the organization's Grant Agreement with the City
2. the City's Community Grants Policy, in relation to political activities, provides as follows:
a. Grant recipients shall not use funds provided by the City to
oppose or endorse a named party, or elected official. Any such grants may not be devoted directly to such activities, or devoted indirectly through provision of resources to a third party engaged in partisan political activities.
b. In cases where a grant recipient devotes part of its resources to
political activities, such political activities must be Ancillary and Incidental to its mandate, purpose, and project or service activities, such political activities must not include the direct or indirect support of or opposition to any political party or candidate for public office.
c. Without limiting the above, political activities undertaken as part of a City funded project can include:
o all candidates meetings, oral and written presentations to the
o relevant Councillors to present the proponent's views or to provide information,
o oral and written presentations or briefs containing information and recommendations to the relevant committees of Council,
o the provision of information and the expression of non-partisan views to the media that fall within the general ambit of the grant recipient's mandate or purpose, as long as the devotion of resources to such activity is reasonable in the circumstances (i.e., is intended to inform and educate by providing information and views designed primarily to allow full and reasoned consideration of an issue, rather than to influence public opinion or to generate controversy),
o publications, conferences, workshops and other forms of communication that are produced or organized by a grant recipient in order to sway public opinion on political issues and matters of public policy,
o advertisements in newspapers, magazines or on television or radio to the extent that they are designed to attract interest in, or gain support for, a grant recipient's position on political issues and matters of public policy,
o public meetings or lawful demonstrations that are organized to publicize and gain support for a grant recipient's point of view on matters of public policy and political issues, and mail campaigns: requests by a grant recipient to its members or the public to forward
o letters or other written communications to the media and government expressing support for the organization's views on political issues and matters of public policy.
d. None of the above activities may be carried out in a manner
that may reasonably be construed as supporting a particular candidate, elected official or particular party.
e. Through its funding, the City of Toronto creates opportunities for
communities to play a role in shaping public policy as a way to support an active and engaged civil society. However, these investments are not an endorsement of any particular political or policy perspective held by Grant recipients.
Adopted by the Board of Directors
_____________________ ___________________ Jane Brenneman Gibson Date Board Chair As per section 27 of the Municipal Freedom of Information and Protection of Privacy Act, the information collected on this form and the fact that you have adopted this declaration may be available to the general public and included in a public report to City Council. Questions regarding this declaration may be addressed to Barbara Powell at 416-397-7302 or [email protected]
Aphasia Institute (2014 -2017) Strategic Plan Outcomes
Prepared by the Executive Team 1
Strategic planning is an organizational management activity that is used to set priorities, focus energy and resources, strengthen operations, ensure that employees and other stakeholders are working toward common goals, establish agreement around intended outcomes/results, and assess and adjust the organization's direction in response to a changing environment.
The Aphasia Institute’s previous Strategic Plan covered a four-year period and moved us forward significantly in each of the targeted areas. Achievements over the past four years culminating in our large Ministry of Health grant could not have happened without our ‘aspirational’ goals and the focused effort that went into achieving them.
Key Highlights of Targeted Areas
Engage with the Stroke Community to Improve Stroke and Aphasia Services
• SCA Acute Care project with North York General Hospital (Research Project) • Consultation services to the Toronto Stroke Network, training of SCA and development of SCA
implementation tips • Expanding the reach/audience for SCA training; Personal Support Workers, SLP students,
Activations • Communicative Access Measure for Stroke (CAMS) Tool –developed, disseminated to Stroke
Health Care Facilities and Professionals. Additional refinement of the tool has been completed and final testing is underway
• Basic Outcome Measure Protocol for Aphasia (BOMPA) – developed, internal pilot testing completed, research phase underway
• ICES project – comparing post-stroke patients with and without aphasia in Ontario • Innovative online tool made available to stroke community to evaluate communicative access at
an organizational level (CAMS)
Expand Knowledge Exchange to Promote Quality and Accelerate Learning, Reach, Impact
• Process changes and program enhancements to successfully reduce client wait times • Key data analytics for specific Fund Development campaigns, providing better understanding of
the donors and ability to directly target key donors for donor cultivation • Increased volunteer engagement via committee and project involvement • Staff knowledgeable about the Strategic Plan and the Operational Plan, allowing Manager and
individual staff to plan objectives and job accountabilities for the year • Financial process changes has allowed for real-time accounting and improved financial controls • Revision of client survey • Client/Volunteer electronic record allows for key data elements to be pulled to assist with
program decisions, research projects like ICES • A model of service has been created for Primary Progressive Aphasia and their Caregivers • Network partners is broadening – North York General Hospital, Health Quality Ontario,
Universities
Aphasia Institute (2014 -2017) Strategic Plan Outcomes
Prepared by the Executive Team 2
• Securing the Ministry of Health Funding ($1.2M over a three year period) will provide free access to e-learning and other tools/resource for Health Care Professionals in Ontario, free consultation services to both clients with aphasia and their caregivers and Health Care Professionals, “What is Aphasia” book free to clients with aphasia in Ontario
Develop a Mission-Related Social Enterprise Program to Contribute to Sustainability and Growth
• Income generated from training programs and resources helped us with cost-recovery in these areas
• Focus on potential new products with potential for revenue generation e.g., BOMPA • Launch of ParticiPics – a searchable data base of our pictographic images. (Consideration is
now being given to this as a ‘lost leader’ to bring people to our site • Working with key organizations/vendors and individuals helped us position our successful
submission of a business case to the Ministry of Health and Long Term Care for funding and securing $1.2M.
Develop our Quality Staff and Volunteers in a Team Learning Environment
• Support of staff training, personal growth and development • Mentoring and coaching of staff • Established a formal Communication Committee consisting of staff and board, that creates
communication material for key fund development events • Broadening volunteer program to assist with internal HR capacity (administration, research,
fund development)
Strategically Communicate and Market the Institute
• Utilizing Public Inc. to draft first communication pieces for Annual Appeal and WTR • Hosting two donor cultivation nights annually has led to increased donor engagement • Pro-Bono work with Public Inc. to develop a Case for Support had led to additional funding from
the Ministry of Health and Long Term Care • Developed marketing strategies allowed for increased uptake of training from other audiences
(Personal Support Workers, Activationists) • Communication Committee provides key messaging for Fund Development events and
communication like Building Bridges
Increase and Diversify Revenue
• Broaden training reach to other health care professionals and universities • Key focus to donor cultivation via; donor events, individual donor meetings • Ministry of Health and Long Term Care funding award • One-time funding awards from Central LHIN for IT purchases and to support the development of
a Primary Progressive Aphasia service model
Aphasia Institute (2014 -2017) Strategic Plan Outcomes
Prepared by the Executive Team 3
Develop Efficient and Effective Information Management Technology
• Quality Tool –CAMS released to Health Care Professionals, and further refined based on user feedback
• Build HR capacity –examples: key volunteer trained in testing of CAMS, more than one person knowledgeable with data input of key fundraising events, more than one person able to support IT infrastructure
• IT infrastructure developed to monitor the organizations IT assets, and provide a systematic help desk
• Moved two software applications to a cloud-based solution
Operational Deliverables 2017/18 Status Update
Results as of December 31, 2017 – Prepared by Executive Team as of January 30, 2018
Area One Target Area Outcome Indicators (based on metrics
attached to operational goals)
Q4 Comments
Area 1: Continue to build on strategic approach to revenue
generation developed jointly by executive team and Board
Significantly reduce our ‘worst case’ budget deficit projection by identifying and acting upon a clear deficit reduction strategy including mitigation strategies
See Comments
• Forecast deficit is predicted to be
Fundraising Events (overall target $118K) o WTR – target is $81K o Annual Appeal – target is $30K o I Care – target is $7K
Exceeded
• All Fundraising events exceed overall targets. $14K positive variance to budget Exceeded
Exceeded Social Enterprise (target $137)
o Education and Training -$107K o Pictographic Resource Products -
$30K
Exceeded
• $21K positive variance
Donor Cultivation: o Continue with small donor
cultivation events and individual engagement of specific donors
Exceeded
• Commitment from donor to financially support IT platform for external users to have easy access to AI offerings (e.g. Partipics, CAMS)
Follow up on Planned Giving strategy with Board Leadership Completed
• Refer to Q1 report
o Continue to identify key “funding” opportunities related to education and research
Ongoing
• Refer to Q1 and Q2
Investigate setting up a Foundation Completed
• See Q3 comments
Area Two Provide input to development of next strategic plan undertaken by
the Board of Directors
Strategic Plan for 2018-2021
Completed
See Area Three –Next Page
Operational Deliverables 2017/18 Status Update
Results as of December 31, 2017 – Prepared by Executive Team as of January 30, 2018
Area Three
Target Area Outcome Indicators (based on metrics attached to operational goals)
Q4 Comments
Area Three: Maintain high standard of direct services and
continue to align this with agency synergy related to research and
education
In response to clients’ needs we will focus on three programs: Primary Progressive Aphasia (PPA) : Based on last year’s pilot work, we will continue to offer this program:
o Develop clinical partnership with the Alzheimer’s Society to ensure that when PPA clients and families are discharged from service, they have the support they require
Talking to Your Doctor Kit: Offer a six to eight-week program to clients one-two times per year:
o Analyze pre-post survey results related to use of the tools and resources in real-life.
o Document specific stories related to this program
o Develop a presentation for future conferences
Ongoing
• Refer to Q1 and Q2 and Q3 report
• See Q3 comments
• See Q3 comments
Completed
Completed
Completed
See Area Three –Next Page
Operational Deliverables 2017/18 Status Update
Results as of December 31, 2017 – Prepared by Executive Team as of January 30, 2018
Area Three
Target Area Outcome Indicators (based on metrics attached to operational goals)
Q4 Comments
Area Three: Maintain high standard of direct services and
continue to align this with agency synergy related to research and
education
Capture the impact of our direct service by measuring client outcomes using the following measures:
o Client Satisfaction Survey o Basic Outcome Measure for People
with Aphasia (BOMPA) o Assessment for Living with aphasia
(ALA): Develop protocol for administration for clinical use and future research opportunities
Completed
• See comments from Q3
• Refer to Q2 report
50% Completed
Delayed
Fostering research and education skills and opportunities for clinical staff in research and education see Area 6:
See Area 6
Continue to meet the Central LHIN and other Funder contractual obligations and provide reports as required
Ongoing
• Aura met with Kim Baker to provide her an update on the MOH funding deliverables
• Aura and Jane met with the Ministry of Health and Long Term Care to update them on the MOH funding deliverables and to get feedback on how to position the Aphasia Institute for continued funding after the MOH one-time funding is completed
See Comments
See Comments
See Area Four – Next page
Operational Deliverables 2017/18 Status Update
Results as of December 31, 2017 – Prepared by Executive Team as of January 30, 2018
Area Four
Target Area Outcome Indicators (based on metrics attached to operational goals)
As of Q4 Comments
Area 4: Grow education and resource activities and revenue
with focus on knowledge exchange and in line with stroke
priorities where possible
Using personal relationships within our professional networks to promote the following initiatives: Show on the Road
Create a marketing brief to be part of ongoing communication with stakeholders
In person, approach 2-3 colleagues to pitch the idea
Student Webinar
Develop and implement a webinar for students teaching them about SCA and Communicative Access
Offer this webinar to 2-3 Universities as a pilot project
Completed
• Have secured one Show on the Road for this fiscal year and secured two others for next fiscal year
• Refer to Q3 report
Completed
Completed
Completed
Investigate potential new audience for training and resources:
o Develop a proposal and approach one to two organizations to offer training e.g. Alzheimer’s Society
Completed
• Refer to Q1 report
See Area Four – Next page
Operational Deliverables 2017/18 Status Update
Results as of December 31, 2017 – Prepared by Executive Team as of January 30, 2018
Area Four
Target Area Outcome Indicators (based on metrics attached to operational goals)
As of Q4 Comments
Area 4: Grow education and resource activities and revenue
with focus on knowledge exchange and in line with stroke
priorities where possible
Utilize the learnings from the direct service programs ‘to bring new products to market:
o Run Compass program (Intensive) as a pilot program
o Create one new bundle (10 images) to add to ParticiPics in response to external or internal requests
See Comments • Refer to Q1 report
Completed
Maintain focus on increasing participation in our knowledge exchange opportunities via online/distance education:
o Conduct two online series with four speakers per series
Completed
Investigate the usability/interest of converting resource booklets into a PDF interactive format:
o Create client and clinician survey o Analyze survey results
10% On Hold
• Refer to Q2 report
• Refer to Q2 report On Hold
Update the package of materials for SLP trainers (Train the Trainer program) to enhance their materials
o Create 6-8 new role plays based on the Talking to Your…series Develop educational structure for creation of new video clips to demonstrate use of SCA strategies with production schedule to be determined based on staff resources and funding
On Hold (related to overlap with new MOH
funding)
• Refer to Q2 report
• Refer to Q2 report
On Hold
Operational Deliverables 2017/18 Status Update
Results as of December 31, 2017 – Prepared by Executive Team as of January 30, 2018
Area Four
Target Area Outcome Indicators (based on metrics attached to operational goals)
As of Q4 Comments
Area 4: Grow education and resource activities and revenue
with focus on knowledge exchange and in line with stroke
priorities where possible
Investigate the potential of marketing and selling the on-line Archive webinars:
o Develop operational process to have the “rights” to sell the archive webinar
On Hold
• Refer to Q2 report
Participate in HSF webinar (May 2017) to share information about Products and Services of AI:
o Engage Heart and Stroke Foundation (HSF) as a distribution channel for Education and Resources
Completed
Target Aphasia and Speech-language pathology conferences
o Submit at least two posters and/or presentations to two peer-reviewed conferences
o Submit at least one article to peer-reviewed publication
Completed
• Refer to Q1 report
• Full list of successful submissions will be included in our annual achievement list
Completed
Grow customer databased by 5% o Develop strategy and process to
target and engage “new customers”
See comments
• Refer to Q2 report
See Area Five – Next page
Operational Deliverables 2017/18 Status Update
Results as of December 31, 2017 – Prepared by Executive Team as of January 30, 2018
Area Five
Target Area Outcome Indicators (based on metrics attached to operational goals)
As of Q3 Comments
Area Five: Focus research and development on
demonstrating the value and quality of our services
(clinical, training, products) and on improving stroke and aphasia patient experience
Develop research agenda for the year with input from Quality, Research and Ethics Committee (QRE)
o Draft plan submitted to QRE Chair – By March 15’th 2017
Completed
Internal research focused on the following two projects:
o SCA ACUTE project complete data collection and analysis phase
o Basic Outcomes Measure for Aphasia (BOMPA ) tool
Modifications after internal trialing on completed tool
Initiate small reliability study with participants from the Ontario Aphasia Centre Interest Group (OACIG)
50% Completed
• Refer to Q3 report • Focus group meetings completed,
transcription of the meetings is underway
• Reliability study with key participants occurred in April/2018
Completed
Delayed
Develop research strategy to utilize systematically collected outcome data as per Area 3
o Relevant demographic and clinical information entered into our client data base so available for research purposes
o Pre-post intervention data analyzed and used as pilot information for presentations and projects by year- end.
Completed
• Refer to Q1 report • Refer to Q3 report
• Refer to Q1 report
See Comments
See Area Five – Next page
Operational Deliverables 2017/18 Status Update
Results as of December 31, 2017 – Prepared by Executive Team as of January 30, 2018
Area Five Target Area Outcome Indicators (based on metrics
attached to operational goals)
Q4
Comments
Area Five: Focus research and development on demonstrating the
value and quality of our services (clinical, training, products) and on
improving stroke and aphasia patient experience
Initiate discussion on next steps in working with ICES Ongoing
• Refer to Q1 report
Facilitate completion of other internal and external research projects approved by our Quality, Research and Ethics Committee over the course of the year
o Reports on completed project available
Ongoing
Research Knowledge Exchange Activities o See Knowledge Exchange
section (Area 2 above)
Maintain and develop external research network connections
o Participate in at least two research related activities with external organizations
Ongoing
• Refer to Q1 report
See Area Six– Next page
Operational Deliverables 2017/18 Status Update
Results as of December 31, 2017 – Prepared by Executive Team as of January 30, 2018
Area Six
Target Area Outcome Indicators (based on metrics attached to operational goals)
Q4
Comments
Area six: Prioritize increasing the efficiency and effectiveness of
internal systems that relate to the above (in relation to ‘enabling goals’
in strategic plan)
Continue to implement annual KE plan for staff, based on prior years input received from staff
o Focus on 1-2 opportunities for learning in the area of storytelling and narrative to be offered to all staff
Completed
• Refer to Q1 report
Continue to encourage staff to participate in educational activities that may meet their personal goals and that of the agency
o At the end of the fiscal year all staff’s educational activities will be collated as a report
Completed
Continue to cross-train staff to support staff vacancy (holidays, maternity leave, sick leave)
o Develop a proactive plan to cover two maternity leaves
o Hire for SLP maternity leave will shadow current SLP
o Cross train ``bookkeeping`` functions to additional staff
Completed
• Refer to Q1 and Q2 and Q3 report
Continue to develop staff and volunteers in a team learning environment
o Continue with Volunteer Working Committees
o Review the volunteer demographics to ensure the skills and experience are meeting the changing demographic population
o Mentor and coach staff to become leaders of various committees WTR
Ongoing
Operational Deliverables 2017/18 Status Update
Results as of December 31, 2017 – Prepared by Executive Team as of January 30, 2018
Area Six
Target Area Outcome Indicators (based on metrics attached to operational goals)
Q4
Comments
Area six: Prioritize increasing the efficiency and effectiveness of
internal systems that relate to the above (in relation to ‘enabling goals’
in strategic plan)
Fostering research and education skills and opportunities for staff in line with our synergy
o Assign and mentor at least one staff person who shows an interest in research activities
o Assign and mentor at least one staff person who shows and interest in curriculum development education and training
o Hold at least two research meetings with staff
On Hold
• Refer to Q2 report
• Refer to Q2 report On Hold
Completed
Continue to develop additional Revenue Generation expertise and capacity in staff
o Staff to continue working with and learning from others e.g. Board members/external experts e.g. Public Inc.
o Continue working with appropriate staff on communication skill in development of written material for key events e.g. newsletters and support material both hard copy and electronic
Ongoing
• Refer to Q1 report
Ongoing
Operational Deliverables 2017/18 Status Update
Results as of December 31, 2017 – Prepared by Executive Team as of January 30, 2018
Area Six
Target Area Outcome Indicators (based on metrics attached to operational goals)
Q4
Comments
Area six: Prioritize increasing the efficiency and effectiveness of
internal systems that relate to the above (in relation to ‘enabling goals’
in strategic plan)
Increase and Diversify Revenue – see Area 1 above
o Increase Professional Fees Completed
Develop Efficient and Effective Information Management and Technology
o Develop IT work-plan/framework to facilitate proactive management of systems and capacity needs
o Look at various integration software tools – increasing efficiency, reducing duplicate work
o Provide education/support to IT staff to support enhanced comprehension and awareness of IT management components
o Continue with data enhancements in the client electronic record
o Upgrade software as required (client electronic record, CAMS, Microsoft Windows)
Completed
• Refer to Q1 and Q2 and Q3 report
• Refer to Q3 report
• Refer to Q3 report • CAMS is in the final testing stages, prior
to a release to the public
Ongoing
Ongoing
Ongoing
Ongoing
Complete Engagement surveys (volunteers, and clients)
Completed
Create and implement new engagement survey for clients
Ongoing • Rochelle updated QRE on the client/volunteer focus group feedback on client surveys
Expand on Exec continuity plans (micro level)
Ongoing • See comments from Q2
The Board Chair will create a small working group to assist with a new strategic plan facilitated by Lyn M.
Completed
Operational Deliverables 2017/18 Status Update
Results as of December 31, 2017 – Prepared by Executive Team as of January 30, 2018
Current Financial Metrics
Description Actual Net Income (+)/Net Loss(-)
Budgeted Net Income/Net Loss
Variance Rationale
As of March 31, 2018 $-17K -$207K +$190K positive variance See Financials
Reserve Draw-Down –Forecast for Year End A B =A-B C =A-C
Reserves as of April 01, 2017 Actual Financial Results 2017/2018
Forecasted Reserve Balance as of April 01, 2018
Approved Budget Loss 2017-18
Budgeted Reserve Balance as of April 01, 2018
+$409K -$17K $392K -$207K $202K
Mar 8, 2018
Aphasia Institute Achievements 2017-18
(Internal Version)
1. Direct Clinical Services
For 2017-2018, Direct Clinical Services responded to client needs and feedback by piloting or expanding several new programs or groups, as we continue to benefit from the participation of our dedicated and innovative volunteers.
New Program Initiatives
o Variety Hour – provides stimulating, engaging activities in a communicatively accessible
environment. Includes yoga, Tai Chi, drumming or dance
o Beginner Step-up Program – adapted the exercise program for those who want a little
more challenge
The Volunteer Resource Program
o This year, there were increased volunteer opportunities for clients at the Daily Bread Food
Bank, Lighthouse, Yonge Street Mission, New Circles and Toronto Humane Society
The Community Outing Program
o Through the ICARE Fundraiser, we provided 49 subsidies to clients who otherwise would not
be able to attend
Volunteer Support:
Total number of volunteers providing over 14,500 hours of support
o 41 new volunteers
o 9 volunteers awarded for Volunteer Service by Ministry of Citizenship & Immigration
o 10 student volunteers accepted into graduate programs such as Speech-Language
Pathology
Quality Initiative:
o We are in the process of finalizing a new client engagement survey, based on feedback
from clients, volunteers and the Quality Research and Ethics Committee
Example of feedback on direct services
“This institute has done so much for my family and me following my mom’s diagnosis with
Primary Progressive Aphasia. I can’t endorse the institute, its staff and volunteers enough”
Jennifer Heath
Mar 8, 2018
2. Research and Development
Research/Development Projects:
SAGE Encyclopedia of Human Communication Sciences and Disorders o Successfully passed the first round of approval for entry on Supported Conversation
ICES (Institute for Clinical Evaluative Sciences) o We presented results from the Healthcare and costs in people with stroke with and without
aphasia in Ontario at the Clinical Aphasiology Conference (May 2017) and American Speech
and Hearing Association Annual Conference (November 2017)
o We are in discussions with prominent ICES scientists, Dr. Jeffrey Hoch and Dr. Moira Kapral,
research and aphasia expert Dr. Nina Simmons-Mackie, and health economist Dr. David
Whitehurst on the possible approaches to the next project phase
SCA ACUTE Project o This self-funded project (approved by the Quality Research and Ethics Committee in 2015, and
approved by the North York General Hospital Research Ethics Board in 2016) is moving
forward with data collection
o Throughout 2017, we recruited family members (both from within the Aphasia Institute and
from external sources) and frontline healthcare staff
o We have collected qualitative data from family members and staff on their experiences in the
acute care setting pertaining to stroke and aphasia
o In addition to qualitative data, staff participants have also provided quantitative data
measuring communication access in the acute setting via CAMS
o We have completed 16 observations of healthcare staff providing routine care to stroke
patients with aphasia/communication difficulties
o We are currently in the process of conducting focus groups with family members and
healthcare staff
o Research findings will help us adapt SCA™ training and family resources for the acute care
setting
CAMS (Communicative Access Measures for Stroke)
o The article evaluating CAMS was accepted by a prestigious journal – Archives of Physical
Medicine and Rehabilitation
o This Quality Improvement tool is being upgraded with the help of Shore Consulting, and we
expect a ‘soft launch’ in Spring 2018, followed by a full public launch later in the year
BOMPA (Basic Outcome Measure Protocol for Aphasia)
o BOMPA is a quick and efficient tool designed for both community and rehabilitation SLPs to
capture outcomes of interventions that focus on conversation, participation, and quality of
life for people with aphasia
Mar 8, 2018
o The inter-rater reliability study was approved by the Quality Research and Ethics Committee
in 2017, and we expect to collect data and conduct analyses in Spring 2018
o Results of the inter-rater reliability study will be presented at the Clinical Aphasiology
Conference 2018
Collaboration with Health Economists
o The article on the economic evaluation of a pictorial version of EQ-5D, a health-related quality
of life instrument, was accepted by a health economics journal - Pharmaco-Economics Open
Publications:
Kagan, A., Simmons-Mackie, N., & Victor, J.C. (in submission). The impact of exposure with no training: Implications for future partner training research
Kagan, A., Simmons-Mackie, N., Victor, J.C., & Chan, M.T.Y. (2017). Communicative Access Measures for Stroke: Development and Evaluation of a Quality Improvement Tool. Submitted to Archives of Physical Medicine and Rehabilitation, 98(11), 2228-2236.
Whitehurst, D., Latimer, N., Kagan, A., Palmer, R., Simmons-Mackie, N., Victor, J.C., Hoch, J. (In Press). Developing accessible, pictorial versions of health-related quality of life instruments suitable for economic evaluation: a report of preliminary studies conducted in Canada and the United Kingdom. PharmacoEconomics - Open
3. Aphasia Institute Presentations & Invitations
Presentations/Workshops
Clinical Aphasiology Conference, Utah, May 2017: o Aura Kagan and colleagues presented a poster on Healthcare utilization and costs in people
with stroke with and without aphasia in Ontario
Nordic Aphasia Conference, Norway, June 2017:
o Aura Kagan was invited to present the keynote address (Think IMPACT: Implications for
aphasia treatment and research)
American Speech-Language and Hearing Association (ASHA) Annual Conference, Los Angeles, Nov 2017: o Aura Kagan was invited to sit on the 2017 ASHA Program Committee to review proposals
o Aura Kagan & Rochelle Cohen-Schneider presented a paper on Reducing Barriers to Patient-
Doctor Communication: A Functional Treatment that includes Real Life Participation
o Aura Kagan co-presented a paper with Dr. Nina Simmons Mackie titled: Is Functional Enough: Disentangling Activities, Participation & Quality of Life in Aphasia Treatment & Research
o Aura Kagan and colleagues presented a poster on Health Care Use & Costs for Stroke Patients with and without Aphasia; Canadian Pilot Data
Mar 8, 2018
o Rochelle Cohen-Schneider presented two papers titled “Keeping Conversations Alive: Helping
those with Primary Progressive Aphasia to Live their Best Life” and “A Curriculum for Student
Practicum in Aphasia: Lessons from the Aphasia Institute
Quebec Heart & Stroke Summit, Montreal, Nov 2017: o Aura Kagan was invited to present a lecture on Best Practices in stroke and aphasia. How can
people with aphasia be involved in decisions about care and rehabilitation
Aura Kagan was invited to review manuscripts for the Journal of International Speech-Language
Pathology and Aphasiology
University of Toronto – Speech-Language Pathology Department o A two-hour lecture to 50 SLP students at the University of Toronto was given by Robbyn
Draimin
o A three-hour SCA training workshop was delivered to to 37 University of Toronto SLP students
by Robbyn Draimin
Community Education
Staff have given several presentations:
Rochelle Cohen-Schneider o One hour webinar to the Heart & Stroke Foundation of Ontario on ‘Shining a spotlight on
aphasia: the contribution of the Aphasia Institute’
o A one-hour presentation on Programming for full life participation at the Aphasia Institute to
the Ontario Aphasia Centers Interest Group Knowledge Exchange Day
o Presented to the following on The Aphasia Institute – an overview
Half-hour presentation at St. Michael’s Hospital Stroke Month Session One-hour presentation to the Marie Homes of Denmark team 30-minute presentation with Marisca Baldwin to the Vaughan Community
Health Centre
Elisha Nesci (Communications Disorders Assistant) o One-hour talk to the Communicative Disorders Assistant Association of Canada on Inclusive
Programs for people with aphasia
Shannon Hill o 30 minute talk to the Ontario Aphasia Interest Group on the “Essential contribution of
volunteers to the Life Participation Program
o Presented at the North York Seniors Center Fair on the Aphasia Institute programs, services,
and volunteer opportunities
Anjana Magapu o Facilitated a caregiver support group at the Aphasia Camp in Haliburton
Anjana Magapu and Marisca Baldwin o One-hour talk to the Toronto Stroke Network Community on the Aphasia Institute programs
and services
Mar 8, 2018
Lorraine Podolsky and Natalie Muradian presented a two-hour talk to the March of Dimes Family Circle on communication tips and tools for residents with aphasia
4. Grants and Funding
We were successful in securing the following grants: o We received additional funding of $1.2 M over three years from Ministry of Health and
Long-Term Care to make our education, training, and resources available across all of
Ontario
o Summer student grant from HRDC
o City of Toronto to offset our program recreation costs
o We received one-time funding of $30K from Central LHIN for office equipment IT
hardware
o We received the Clinical Research Grant from Speech-Language & Audiology Canada (SAC) to
evaluate SLP inter-rater reliability of videotaped BOMPA assessments in Spring 2018
5. Fundraising and Donor Cultivation
Successful fundraising campaigns:
o The Annual Appeal has brought in over $35,500, exceeding our budget of $30,000
o ICARE had over 35 events, raising over $9,000. We had support from our clients, staff, and
volunteers to raise funds to support our client programmings like transportation, outings and
Holiday Party
o Walk, Talk ‘n Roll generated $87,000 exceeding our $80K budget. Our clients helped
launch the Toronto Challenge kick-off at City Hall and we had over 200 participants at
the event
We hosted two ‘Family Night’ donor cultivation events on October 25, 2017 and March 7,
2018. Donors attended and observed the Family Night component of our Introductory
Program followed by a discussion facilitated by board member Ky Pruesse along with Aura.
We had very positive feedback from our donors
On May 17, 2017, we hosted a Toastmaster’s Event. The format was similar to the Family Night event and was attended by 8 donors and family members, followed by a meeting with Aura and Rochelle
6. Social Enterprise (Blended bottom line: Mission-driven plus cost-recovery) Training and Education
Held two online Aphasia Institute Knowledge Exchange Speaker Series
Mar 8, 2018
o Current infrastructure hosts up to 100 individuals at a time (incl. speakers, support)
o $11,620 gross revenue generated to date
Held 3 webinars with students from Boston University, University of South Carolina and St.
Lawrence College
o $3,970 gross revenue generated to date
Held a 2-day core SCA™ training for 10 participants in June
o $10,600 generated
Held 2 Training Institute weeks (Oct. 2017, Mar. 2018); 45 participants (local/international)
o $51,900 generated
Examples of feedback:
“My experience with the SCA training has been an amazing experience in both skill building
and knowledge and understanding of persons who are affected by Aphasia. The teaching
team at AI are excellent examples of professionals and compassionate teachers. Highly
recommend this training”
“Even as an experienced SLP working with PSW for several years, I highly recommend this
training. I was challenged to think critically about my own skills as well as adapt and
improve them. My toolbox is larger now and I look forward to many successful interactions
to come”
Conducted a 3-day training session for Speech-Language Pathologists and Health Care Workers in Vancouver, BC with 20 trainees in attendance. This training was sponsored by Stroke Services, BC o $25,674 generated
With the release of Personal Support Worker Training funds by the ministry, we conducted three 3-hour SCA™ basic training for close to 162 PSWs from various Health Care organizations in Toronto. This project was initiated by Catherine Brookman o $16,000 generated
Supervised 9 student placements – demonstrating a commitment to learning mentorship
o 6 Speech-Language Pathologist students (including 2 Australian and 1 Scottish student)
o 1 Communicative Disorder Assistant student
o 2 Social Work students
Resource Products
Generated $32,117
One new resource was created:
o Talking to your Communication Health Assistant
Mar 8, 2018
7. Marketing & Communications
Ky Pruesse, our Board Member did three interviews for the Heart & Stroke Foundation Month in June 2017. The focus was on young stroke and aphasia patients. Ky had the opportunity to share his story, and on a live interview, he was able to put a plug in for the Aphasia Institute as well as Heart & Stroke
The Communications working group continues to assist with communication strategies and
writing for Annual Appeal, Walk, Talk ‘n Roll and Building Bridges
8. Internal Development
Staff Development and Training
o All staff attended a workshop on ‘Storytelling’ by Doug Gibson
o Staff also attended webinars and training conferences for professional development
Quality Initiatives
o Significant process improvements have been made within the accounting department.
The process improvements have allowed for timely reporting and improved
accountabilities and controls
o Information Technology (IT) Framework has been developed to allow for better
inventory control for IT assets, improved monitoring of IT updates, and an established IT
Help Desk
Ministry Of Health (MOH) Funding – Contracts with vendors have been finalized to begin implementation of our MOH deliverables
o Public Services Health & Safety Association (PSHSA) – development of e-learning modules
o Public Inc. –marketing/communications o KTE – purchase Knowledge Transfer advice o Shore Consulting Group – IT development and support
9. Networking and Visitors o Lee Fairclough, VP Quality Improvement and Ivan Yuen from Health Quality Ontario met
with some members of the executive team
o Aura had a meeting with Health Quality Ontario to ask their help in promoting what we
have to offer via the new Ministry of Health funding, with particular emphasis on our
online quality-improvement tool
o Alim Lila from the MP Yasmin Ratansi’s office met with Rochelle to discuss the HRDC
Summer student
o We are collaborating with NYGH in the SCA Acute Study and bridging communications
between the leadership of inpatient and community care
Mar 8, 2018
o Aura and Rochelle met with senior partners of the Heart & Stroke Foundation, the
Canadian Partnership for Stroke Recovery and the Director, Regional Stoke Centre and
North & East GTA Stroke Network, Sunnybrook Health Sciences Centre regarding input
from the group for key operational deliverables related to the funding for the stroke
community
For management use only
Financial Report
Aphasia Institute For the period ended March 31, 2018
Prepared on
April 11, 2018
2/8
Table of Contents
Financial Executive Summary ...................................................................................................... Error! Bookmark not defined.
Balance Sheet ..................................................................................................................................................................................................... 5
Budget vs. Actuals for fiscal year ............................................................................................................................................................... 8
Aphasia Institute 3/8
Financial Executive Summary
2017/18 Budget (History) The 2017/18 Budget was prepared using an 80% certainty factor, as it is difficult to predict unexpected revenue e.g. major donation or mitigation strategies. The -$207K deficit was presented to the Board with the understanding that the Aphasia Institute had several mitigation strategies in the works, but could not predict the revenue or expenditures that would be forthcoming from these mitigation strategies. The Board approved the $-207K deficit budget for 2017/18. Financial Current Position Summary: We have been successful at significantly reducing our projected deficit to a -$18K Revenue Highlights Overall revenue has a positive variance to budget $472K – (note: $408K relates to additional one-time funding from the Central LHIN)
• Social Enterprise (Professional Training and Resource Products) positive variance to budget by $20K • Donations positive variance to budget $19K
• Investment income $4K positive variance to budget
• SCA Acute “I CARE” income $10K positive variance to budget
• Other income lines small positive variances to budget adding to $10K
Expenditure Highlights
Overall expenditures are a negative variance to budget by $281K
• $293K are outside vendor contracts/purchases to support the MOH deliverables • Amortization budget has a positive variance of $16K (did not calculate amortization budget correctly) • Salaries/Benefits has a negative variance to budget of $16K (additional costs relate to staffing transitions) • Contracted PSW services positive variance to budget of $4K • Small other Sundry/Supply positive variance to budget $8K
Endowment Investment: You will note on our balance sheet our RBC Endowment Investment is recognized as 1.13M, this represents Book Value and not Fair Market Value. The fair market value as of April 18, was 1.225M. We have received interest and dividends in the amount of $34K net of management fees for the period Jan-Dec and an estimated $35K in gains on sale of investments. An investment committee meets with the investment manager of the Endowment Fund semi-annually to review the performance of these assets please find investment report attached in the Board Package. Financial Forecast as of March 31, 2018, Position Summary: In February our year-end forecast was expected to be $120K-$150K deficit, this deficit was predicted without including the MOH funding, (at the time, we had not secured vendor contracts or known costs associated to the MOH deliverables). In March, we secured contracts with Vendors, and were able to offset additional staffing costs specific to MOH deliverables approximately $110K. (Project management and work on refresh of CAMs, project management of MOH deliverables, internal consultant costs on e-learning content development)
Aphasia Institute 4/8
Aphasia Institute 5/8
Balance Sheet As of March 31, 2018
Total As of Mar 31, 2018 As of Mar 31, 2017 (PY) ASSETS
Current Assets Cash and Cash Equivalent
12100 Bank/Asset 0.00 12120 Petty Cash 500.00 913.35 12150 ING Direct Savings 569.49 569.49 12190 Bank – Scotia 412,339.70 66,646.89 12197 Petty cash US$ 78.69 110.00 Total 12100 Bank/Asset 413,487.88 68,239.73
12110 Undeposited Funds-1 0.00 4,869.58 Total Cash and Cash Equivalent 413,487.88 73,109.31
Accounts Receivable (A/R) 12300 Accounts Receivable 44,789.93 17,522.73
12301 CAP Fee 10,068.00 7,773.99 12305 Other Income 0.00 19,455.49 12307 HST/GST Refund and Rebate 166.77 13,503.01 Total 12300 Accounts Receivable 55,024.70 58,255.22
Total Accounts Receivable (A/R) 55,024.70 58,255.22 12220 Investments-RBC 328,896.71 385,813.03
12155 Cash with broker 5,112.50 5,112.50 12221 Investments-RBC Sustainability 12,477.64 12,477.64 12222 Investments-RBC Endowment 1,127,340.14 1,108,671.24 Total 12220 Investments-RBC 1,473,826.99 1,512,074.41
12600 Prepaids 11,932.75 0.00 12650 Prepaid Walk & Roll 0.00 1,572.33 12690 Prepaid Expense - General 15,502.19 16,806.96 Total 12600 Prepaids 27,434.94 18,379.29
Total Current Assets 1,969,774.51 1,661,818.23 Non-current Assets
Property, plant and equipment 32800 Fixed Assets 0.00 0.00
32850 Furn & Equip 14,893.44 14,893.44 32850a New Workstations 24,076.36 12,951.59 Total 32850 Furn & Equip 38,969.80 27,845.03
32851 Accum. Amort. - F & E -17,708.46 -12,459.71 32859 Computer 09/10 0.00 0.00
32683 Dell Servers 25,019.61 13,639.36 Total 32859 Computer 09/10 25,019.61 13,639.36
32860 Acc.Amort Computer -13,262.83 -6,819.69 32865 Leasehold Improvements 8,426.49 8,426.49
32685a Leaseholds Cabling and Electric 11,167.43 11,167.43 Total 32865 Leasehold Improvements 19,593.92 19,593.92
32866 Accum. Amort. Leasehold Improv. -12,461.95 -10,502.52 32882 CAMS Web 10,361.27 10,361.27 32886 Acc.Amort Website -10,361.27 -10,361.27
Aphasia Institute 6/8
Total As of Mar 31, 2018 As of Mar 31, 2017 (PY)
Total 32800 Fixed Assets 40,150.09 31,296.39 Total Property, plant and equipment 40,150.09 31,296.39
Total Non Current Assets 40,150.09 31,296.39 Total Assets $2,009,924.60 $1,693,114.62
LIABILITIES AND EQUITY Liabilities
Current Liabilities Accounts Payable (A/P)
42330 Accounts Payable 337,427.07 18,377.78 Total Accounts Payable (A/P) 337,427.07 18,377.78
Credit Card Scotiavisa 617.38 7,373.28 Total Credit Card 617.38 7,373.28
42370 GST/HST Payable -54,802.94 0.00 42390 Accrued Liabilities 8,291.06 12,500.00 42400 Other Liabilites
42498 Social Fund 1,298.79 1,128.66 Total 42400 Other Liabilites 1,298.79 1,128.66
42510 Payroll Liabilities 25,023.87 21,809.59 42510a RRSP and Benefits Accrual 0.00 3,029.00 42800 Deferred 0.00 0.00
2000D Deferred Donations 0.00 0.00 42846 Deferred Donations iCare 12,654.89 17,323.75 42846E Endowment 52,851.23 0.00 42846x SCA-Acute Care Project 7,649.49 9,343.75 Total 2000D Deferred Donations 73,155.61 26,667.50
2000e Deferred Contributions 401.00 1,198.00 42856a Deferred Rev.-New Horizon Grant 3,645.00 4,859.00 42856g Deferred Contributions LHIN 2016 Servers 23,943.41 6,819.36 Total 2000e Deferred Contributions 27,989.41 12,876.36
2000G Deferred Grants 42856c Def Rev-City of Tor CSP Grant 0.00 3,697.54 42856j Bomba Grant 2,796.76 42866 Deferred Grant 1,904.73 304.73 Total 2000G Deferred Grants 4,701.49 4,002.27
42840b Deferred- Training Income 3,732.00 10,516.70 42846a Deferred Program Fees 20,325.52 19,824.00
42846a1 Deferred Program waivers 0.00 -7,689.00 Total 42846a Deferred Program Fees 20,325.52 12,135.00
Total 42800 Deferred 129,904.03 66,197.83 GST/HST Suspense 15,747.86 0.00 Payroll Exp. Clearing 36,168.52 34,864.74 Total Current Liabilities 499,675.64 165,280.88
Total Liabilities 499,675.64 165,280.88 Equity
62140 Aphaisa Impact Fund 170,000.00 170,000.00 62150 Aphasia Research and Educational Endowment Fund 1,108,668.00 1,108,668.00
Aphasia Institute 7/8
Total As of Mar 31, 2018 As of Mar 31, 2017 (PY)
62200d Invested in Capital Assets 18,418.43 18,418.43 62200 General Fund 230,747.31 238,849.98 Profit for the year -17,584.78 -8,102.67 Total Equity 1,510,248.96 1,527,833.74
Total Liabilities and Equity $2,009,924.60 $1,693,114.62
Aphasia Institute 8/8
Budget vs. Actuals for fiscal year March 2018
Total Actual Budget over Budget INCOME
11006 Funding LHIN 913,612 913,608 4 11006b AAH - One Time (82911 LHIN) 408,288 0 408,288 11040 City of Toronto (CSG Grant) 26,528 21,900 4,628 11030 HRDC Grant 2,731 0 2,731 11090 Program Fees 63,364 63,300 64 14070 Other Donation 164,424 145,720 18,704 16010 Investment Income 21,682 25,518 -3,836 19000 OTHER REVENUE 199,111 158,000 41,111 Total Income 1,799,740 1,328,046 471,694
GROSS PROFIT 1,799,740 1,328,046 471,694 EXPENSES
3****0 Salaries & Wages 805,759 765,568 40,191 31*** Benefits 98,776 101,137 -2,361 4**** Supplies 83,500 81,551 1,950 6**** Sundry 363,012 250,678 112,334 7**** Equipment 192,007 41,982 150,025 75000 Amortization Exp 13,651 30,000 -16,349 82555 Contracted Out Services 1,020 5,000 -3,980 9**** Building & Grounds 259,601 260,024 -424 Total Expenses 1,817,325 1,535,939 281,386
NET OPERATING INCOME -17,585 -207,893 190,308 NET INCOME -$ 17,585 -207,893 $ 190,308
Aphasia Institute STRATEGY 2018 - 2022
Contents APHASIA AND THE APHASIA INSTITUTE ................................................................................... 1
THE SYNERGY OF OUR WORK ............................................................................................................................................... 1
BUILDING ON STRENGTH .................................................................................................................. 2 TRENDS IN STROKE AND APHASIA ........................................................................................................................................ 3 INCREASING POPULATION AND DIVERSITY ........................................................................................................................ 3 HEALTH SYSTEM CHANGES ..................................................................................................................................................... 4 DIGITAL TECHNOLOGY ............................................................................................................................................................... 4
OUR STRATEGY 2018-2022 ............................................................................................................... 5 VISION ................................................................................................................................................................ .............................. 6 OUR MISSION ................................................................................................................................................................................ 6 OUR VALUES ................................................................................................................................................................ ................. 6 STRATEGIC AND ENABLING GOALS ...................................................................................................................................... 7
Strategic Goals ............................................................................................................................................................................... 7 Enabling Goals ................................................................................................................................................................................ 9
CONCLUSION ....................................................................................................................................... 10
Aphasia Institute 2018-2022 Strategic Plan Page 1
Aphasia Institute Strategy 2018 – 2022 This Strategic Plan reflects our understanding of the needs of people with aphasia, their families, and people who work with them. The plan takes account of rapidly changing social and economic trends, particularly in regard to technology and the resulting impact on health care and the field of communication. In the next four years, we challenge ourselves to find innovative solutions to address the changing needs of our own clients, as well as the needs of the broader aphasia community locally and beyond.
Aphasia and the Aphasia Institute Aphasia is caused by an injury to one or more of the language areas of the brain – most commonly as a result of stroke. It dramatically affects conversational interaction (talking and understanding) and the ability to read and write. Without the ability to participate in conversation, every relationship, every life role, and almost every life activity is at risk. Individuals usually experience a loss of self-esteem, and feelings of social isolation.
People living with aphasia may also face barriers to health care and other services. Meeting that challenge is about ensuring individuals gain “communicative access” so they can receive service, give and get information and make informed decisions.
The Aphasia Institute’s activities are in those areas where we can make the most difference. We provide direct service, offer education, and carry out research. We work with individuals living with aphasia, their families, related professionals, and the wider community. Our programs strengthen the services in the health care system that most support people with aphasia and their families. In addition we strive to increase public awareness of aphasia.
The Aphasia Institute relies on different sources of funding. The Central Local Health Integration Network (Central LHIN) supports our work to provide direct services. Other sources are research grants, the City of Toronto, donations, and earned revenue through training.
The Synergy of Our Work A framework guides the professional work of the Institute in supporting people with aphasia. It is Living with Aphasia: Framework for Outcome Measurement (A-FROM).1 This framework focuses on progress that makes a difference to the everyday experience of individuals with aphasia and their families. It affirms the client as best able to judge what is a ‘‘meaningful’’ life change for him or her.
1 Kagan, A., Simmons-Mackie, N., Rowland, A., Huijbregts, M., Shumway, E., McEwen, S., Threats, T., & Sharp, S. (2007). Counting what counts: A framework for capturing real-life outcomes of aphasia intervention. Aphasiology, 22(3), 258-280.
Aphasia Institute 2018-2022 Strategic Plan Page 2
Three core activities dynamically relate to one another. This ‘synergy’ enables the Institute to make the broadest possible impact.
These core activities entail the following:
Direct service: The Institute seeks to provide exceptional client service to members with aphasia and their families. Beginning with initial assessment and then communication support and training, we help individuals with aphasia achieve their "life participation” goals .This means emphasizing their re-engagement in life by strengthening their daily participation in activities of choice.
Research and Development: What we learn from the lived experience of our clients with aphasia and their families is the foundation upon which solutions are developed, evaluated and shared. The Institute’s research projects aim to advance understanding of what is effective in aphasia communication support. We pursue our own research initiatives, conduct research and consult with others. Research projects test new approaches, tools and products that better enable us to evaluate our own programs. The Institute is committed to using evidence both in our direct service work and organizational decision-making. Education and Training: The Institute trains families, health professionals, and others in how best to work with people with aphasia to help them overcome communication barriers. We teach health care professionals -- particularly in the area of stroke care -- how to increase their clients’ ability to access their services. We show them how they can apply our techniques in clinical situations such as assessment, counselling, and group therapy. Resources, materials and manuals are provided in many of the workshops. All sessions are accredited courses as approved by the Continuing Education Board of the American Speech-Language-Hearing Association (ASHA).
Building on Strength Our previous Strategic Plan set out our priorities at that time: a focus on stroke issues, increasing our capacity for knowledge exchange, building our network, strengthening our sustainability, and developing social enterprise activities. We have been successful in achieving these strategic goals. For example, our relationship with
Research and Development
Education and Training
Direct Service
Aphasia Institute 2018-2022 Strategic Plan Page 3
the stroke care community is strong. By offering communication solutions to local health care providers, we have made the continuum of care more effective for people affected by aphasia. The Institute is a recognized source of expertise on communication and aphasia. We enjoy a provincial, national and international reputation, and are part of many knowledge exchange networks. Since the formulation of the last Strategic Plan, we have integrated social enterprise opportunities into our work. We have developed and sustained a strong team culture. Our staff and volunteers learn, contribute and are recognized for their talents. Our organization is governed by a dedicated board of directors who together have the competencies and perspectives to provide wise financial and organizational stewardship. The Aphasia Institute is an innovative leading organization in the field of aphasia. We draw strength from our experience even as we recognize that the context is changing and the challenge is great.
The Context of Our Planning In 2018 the following trends were identified in our environmental scan. They form the backdrop of our planning as they will influence our clients, our partners, and our organization in the future. The most salient issues include:
Trends in Stroke and Aphasia As noted above, aphasia is associated with stroke. By 2038, it is predicted that the prevalence of stroke survivors living with disability will as much as double in some regions of Canada.2 It is estimated that one in three stroke survivors are affected by aphasia. Trends indicate an increasingly younger stroke population. Should trends hold, more, and tailored, aphasia-related services and education will be needed in the coming years.
Increasing Population and Diversity The Aphasia Institute is home to people of many ethno-racial, social, linguistic and religious backgrounds -- and different economic circumstances. As growth continues, these populations will need culturally and linguistically-appropriate community care services. In addition, the aging of the population will continue to have significant impact on planning and delivery of health services. Seniors (65 years and older) are the fastest growing age group in Ontario. In 2016, 16.4% of Ontario’s population was 65 years or older. By 2041, it is projected that 25% of Ontario’s population will be 65 years or older, increasing from 3 million seniors in 2016 to 4.6 million seniors.3
2 Prevalence of Individuals Experiencing the Effects of Stroke in Canada: Trends and Projections, Krueger et al., 2015.
https://www.ncbi.nlm.nih.gov/pubmed/26205371 3 From Aging with Confidence: Ontario's Action Plan for Seniors, December 2017 https://www.ontario.ca/page/aging-confidence-ontario-action-plan-seniors
Aphasia Institute 2018-2022 Strategic Plan Page 4
Health System Changes In February 2015, the Minister of Health and Long-Term Care released Patients First: Action Plan for Health Care 4 setting out a further phase of Ontario’s plan to transform Ontario’s health care system. The framework focused on four objectives: increasing access, connecting services, informing patients and protecting the health care system. Across the care continuum, providers are encouraged to improve access and make the system easier to navigate.
Digital Technology Developments in communications and computing technologies are multi-faceted and fast-moving. New mobile technology, social media and cloud computing platforms are transforming the way people and organizations function and communicate. Organizations in every field and sector, for profit and not for profit, are adjusting to the new reality of an inter-connected, faster world. With this context in mind, the Board of the Aphasia Institute sets out this Strategic Plan for 2018-2022.
4 Patients First: Action Plan for Health Care, Ministry of Health and Long Term Care, February 2015, http://www.health.gov.on.ca/en/ms/ecfa/healthy_change/docs/rep_patientsfirst.pdf
Aphasia Institute 2018-2022 Strategic Plan Page 5
Our Strategy 2018-2022
Aphasia Institute 2018-2022 Strategic Plan Page 6
Vision Our vision is our ultimate destination – the impact we want to create:
There are no barriers to living successfully with aphasia
Our Mission Our mission, what we do, is to:
Give hope to people with aphasia and their families by developing and sharing innovative solutions that reduce language barriers to full life participation
Our Values Values are our foundation and govern our actions. We strive to reflect them daily. They shape our culture:
• Respect: Believing our clients, families, partners, volunteers and employees have capability and competence; recognizing that people with aphasia and their families know the most about living with aphasia; listening to learn; valuing diversity of background and perspective; acting with honesty, candour and in ethical relationships with others
• Compassion: Creating a welcoming environment; acknowledging clients’ needs and aspirations; demonstrating empathy; striving to empower individuals and families; seeing and appreciating the whole person to better help them to develop their potential and resourcefulness
• Collaboration: Working internally and externally towards shared goals knowing results are better when we work together; recognizing that because we are privileged to learn, we are obligated to share; believing that a diversity of perspectives leads to a deeper understanding of issues and enriched knowledge for decision-making
• Creativity: Not settling for the status quo; always looking for new ideas; open to trying new solutions; enthusiastic about the creative process to bring value to our clients and to apply our knowledge
• Excellence: Believing and demonstrating that “being okay” is not good enough when we have the resources and means to be better and even the very best; creating an excellent organization that inspires trust, a sense of community, personal responsibility, and well-being.
Aphasia Institute 2018-2022 Strategic Plan Page 7
Strategic and Enabling Goals Strategic Goals are the priorities that will move us closer to realizing our vision and mission. Enabling goals are the supports and processes required organizationally to be successful in achieving the Strategic Goals.
Each Strategic and Enabling Goal requires measurable objectives. These are the key dimensions of the goals, each requiring multi-year effort to achieve. These objectives will be integrated into annual operational plans. Because we know future initiatives will advance more than one objective - - a desirable synergy - - we present this plan with continuous numbered objectives.
Note: This Plan takes into account unique opportunities to share our methods and resources across the province, afforded by special funding in this period from the Ontario Ministry of Health and Long-Term Care.
Strategic Goals
Anticipate and respond to changes in the service needs of people with aphasia and their families locally and across Ontario
The Aphasia Institute will continue to respond to the needs of the people we serve. We will also deploy innovative methods, resources and partnerships to facilitate increased access for clients and families to our expertise and resources. Partners in these efforts are expected to include individuals or organizations involved in workplace training, university education and research, inter-professional education, telehealth, and possibly technology companies. Our objectives are to:
1. Deepen and extend client engagement to inform and shape our work
2. Address the specific needs of younger individuals with aphasia and those with primary progressive aphasia – including their families and communication partners
3. Increase reach and access to our services and resources for people with aphasia and their families through new technology and partnerships with diverse communities and institutions
4. Leverage our direct service experience to develop, or host the development, of innovative solutions that enable people to live more successfully with aphasia.
Aphasia Institute 2018-2022 Strategic Plan Page 8
Share expertise and facilitate professional learning so as to increase communicative access to health care services in Ontario
As noted above, to make the impact we intend, and especially in Ontario, we will work through organizations as well as directly with health care professionals. We will facilitate learning and knowledge transfer to health professionals, other organizations, and international peers. We will find new ways to support a variety of professionals and partners -- health professionals delivering services along the continuum of care, organizations doing workplace training, researchers in university settings seeking to better understand aphasia and its effects, educators providing professional education and promoting inter-professional collaboration, and others. Our objectives are to:
5. Maintain and develop relationships with organizations and service-providers so as to build their capacity to better work with people with aphasia and their families
6. Develop multiple ways for education, training, consultation and
resources/tools to be accessed.
Champion communicative access for people affected by stroke and aphasia provincially, nationally and internationally
As a recognized leader, we will increase the awareness of aphasia and influence system change. This involves prioritizing key target audiences to focus our efforts and shape our messages accordingly. We will strengthen connections with policy and decision-makers to advance system-level changes related to communicative access in the stroke community, government, and healthcare organizations. As opportunities arise, we will partner with other organizations, healthcare professionals and the broader community to reduce language barriers along the pathway of the continuum of care. Our objectives are to:
7. Increase awareness by key communities of the impact of aphasia and increase recognition of our solutions (directly and through network partners)
8. Demonstrate the value and impact of our work through research, outcome measurement and stories.
Aphasia Institute 2018-2022 Strategic Plan Page 9
Enabling Goals
Strengthen Organizational Capacity and Sustainability
The Institute will continue to strive to provide an atmosphere that is conducive to personal, professional and organizational growth, performance, and staff, volunteer and student well-being and satisfaction. To support our continuous quality journey, we will undertake to work on accreditation in this time period. We will continue to demonstrate accountability and fiduciary responsibility.
Our objectives are to:
9. Develop the leadership, knowledge and skills of staff and volunteers to fulfil the strategic goals
10. Work to diversify and build revenue sources
11. Prepare for formal accreditation.
Communicate our Work in an Effective and Comprehensive Approach
We have multiple audiences who need to learn about aphasia and what we do. We will increase our focus on communications. Our communications will be two-way so that we listen to the needs of our stakeholders and their expectations. Our objectives are to:
12. Develop and execute a communications strategy to support the goals of the Strategic Plan
13. Develop or access marketing expertise and capacity
14. Increase reach to potential donors and supporters.
Leverage Technology and Information
Fundamental to execution of this plan is the successful deployment of current and emerging technologies in support of service, education, research, operations, and communications.
Our objective here is:
15. Utilize technology and platforms to support the internal and external aspects of the strategic plan.
Aphasia Institute 2018-2022 Strategic Plan Page 10
Conclusion This Strategic Plan responds to client needs and builds on our strong foundation as an innovative organization. In this next phase our goal is to reach and serve more people with aphasia, their communication partners, and the professionals who work with them locally, provincially, nationally and internationally.
We will multiply our impact by building the capacity of others and creating online supports in order to reach and engage. As a leading-edge organization, we will share our expertise. And by championing and influencing, we will help build awareness and promote system change.
This Strategic Plan will be stitched into the fabric of what we do and inspire our work. We will work together with our clients, their families, health professionals, other organizations, donors and volunteers. We will set annual operational plans to move things forward and report our progress to the Board and funders. We look forward to this exciting journey.
Apr 10, 2018 Page 1
Aphasia Institute
ANNUAL OPERATIONS PLAN
(FISCAL 2018/19)
Apr 10, 2018 Page 2
Prepared 2018 by the Executive Staff Team with administrative assistance from Caryl Pereira
Apr 10, 2018 Page 3
CONTENTS
BACKGROUND
…………………………………………………………………………………………………………………..…………………......4
TABLE 1: EXAMPLES OF HIGH LEVEL ACTIONS RELATED TO YEAR ONE DELIVERABLES (Fiscal 2018/19…..…..…6
TABLE 2: BUDGET IMPLICATIONS FOR YEAR ONE ..…………………………......................................................................17
TABLE 3: RELATIONSHIP BETWEEN OPERATIONAL FOCUS AREAS AND STRATEGIC GOALS ……...........................26
Apr 10, 2018 Page 4
Background
The Aphasia Institute’s new strategic plan covers a four-year time period ending March 31st, 2022. Table 1 includes operational deliverables and
metrics related to all strategic and enabling objectives outlined in the strategic plan as well as examples of high-level activities. Our focus on these
key operational goals and directions does not mean that this is all that we will do. What it does mean is that we are clearly focused on our
priorities. Additional tables indicate congruence with key strategic directions and enabling factors outlined in the strategic plan.
The current operational plan takes Year Two of the new MOHLTC project into account. Despite this additional funding, financial sustainability of
our vision and mission continues to be a major focus. This clearly necessitates the generation of increased annual operational revenue and realistic
planning for the longer-term including working on finding a way to have the MOHLTC funding continue beyond the original three-year period.
Our challenge is to do this in a way that:
Is congruent with our mission and vision from the perspective of our internal stakeholders (clients with aphasia, families, volunteers and
staff) and does not detract from our direct service delivery
Avoids staff and volunteer burnout, and
Allows us to meet the service delivery obligations that are part of our MSAA with the Ministry of Health and Long-Term Care
Note: Financial and organizational sustainability objectives can be found under enabling goals. Although critical to our survival, they are not the
reason for our existence and are therefore from an internal optics perspective, are not listed first as in prior operational plans.
As per previous practice, we have organized information in tabular form with some columns repeated in order to make the information easy to
access.
We have consulted with staff and welcome your input. Once we have agreed on the final version, we will proceed to involve our stakeholders in
implementation to the greatest extent possible. Our current MSAA agreement has been extended to March 31, 2019, and will be available on our
website. This operational plan assumes that all MSAA deliverables will be met and goes beyond these in relation to our own strategic plan.
Apr 10, 2018 Page 5
ACRONYMS
ARC – Aphasia Reference Collection
BOMPA – Basic Outcome Measures Protocol for Aphasia
BPR - Best Practice Recommendations
CAMS – Communicative Access Measures for Stroke
HSF- Health Services Funding
KE – Knowledge Exchange
LHIN – Local Health Integrated Network
MOHLTC – Ministry of Health and Long-Term Care
MoU – Memorandum of Understanding
MSAA – Multi-sector Service Accountability Agreement
OSN – Ontario Stroke Network
QRE – Quality, Research, and Ethics Committee
SCA™- Supported Conversation for Adults with Aphasia
SPOR – Strategy for Patient-Oriented Research
TRI – Toronto Rehabilitation Institute
WTR – Walk, Talk ‘n Roll event
OTHER DEFINITIONS
ParticiPics – Website Repository - pictographic database and pictographic resources (booklets, templates)
Social Enterprise - All revenue generating activities under the areas Education/ Training and ParticiPics
Apr 10, 2018 Page 6
TABLE 1: YEAR ONE OPERATIONAL GOAL, DELIVERABLES AND METRICS WITH EXAMPLES OF HIGH-LEVEL ACTIONS
Objective Goal (What) High-Level examples of Key Activities
Success Indicator (Target)
Area 1:
Deepen and
extend
engagement to
inform and
shape our work
Include client and volunteer
input into our direct service
program
Focus groups in the clinical program
Clients and volunteers are asked
two key questions about the
Aphasia Institute – annually
Surveys
Clients and volunteers complete
annual satisfaction/engagement
surveys
Focus groups conducted and
feedback is reviewed and
incorporated into the program
as appropriate
Survey report created,
reviewed and opportunities
identified
Continue to promote client
participation in agency
activities
Solicit client participation on relevant
Aphasia Institute focus groups or
working committees
Promote client interest and participation
in relevant Aphasia Institute Events
# of clients in focus groups/ on
committees
# of different approaches to
promote client interest (e.g.
fundraising committees or
events newsletter assistance)
Area 2:
Address the
specific needs of
younger
individuals with
aphasia and those
with Primary
Progressive
Aphasia (PPA)-
including their
families and
Pilot a new program for
younger people with aphasia
Solicit feedback from younger clients and
volunteers
Conduct informal needs assessment as a
basis for program development
Develop content
An informal needs assessment
completed
Program content developed
Pilot Program initiated
Continue to offer and enhance
the PPA program based on
previous pilot work
Formally include PPA program as a direct
service offering
Informal feedback from clients
Provide information re this service for
PPA
Provide PPA program as a
direct service offering
including improvements based
on client feedback
Update website to include
Apr 10, 2018 Page 7
Objective Goal (What) High-Level examples of Key Activities
Success Indicator (Target)
communication
partners information about the PPA
program
Area 3:
Increase reach and
access to our
services and
resources for
people with
aphasia and their
families through
new technologies
and partnerships
with diverse
communities and
institutions
Distribute 1,000 (maximum),
What is Aphasia booklets, in
Ontario
Work with Public Inc. on a communication
plan
Develop efficient and effective ordering
system, that will capture agreed-upon
metrics
Identify a mechanism to solicit user
feedback (depending on funding resources)
Communication about What is
Aphasia booklet is distributed
to key audience
# of WIA booklets distributed
User feedback reported on
(depending on funding
resources)
Provide free consultation
services for Ontario focused on
people with aphasia and families
Consult with IT experts and hire vendors to
develop and support IT infrastructure that
provides efficient and effective registration
system and fulfills legislative privacy
obligations e.g. PHIPA and PFIPA
Hire SLP
Identify consulting offerings, based on
capacity e.g. # of times per week
Work with Public on communications
Identify mechanism(s) for feedback e.g.
survey, informal
IT infrastructure developed
Communication distributed to
the public directly and
indirectly via healthcare
institutions and/ or individual
clinicians
SLP hired
Consulting Services offering
# of individuals accessing
consulting services
Report on formal and informal
user feedback
Investigate the possibility of
developing a new online
resource directly targeting
people with aphasia and/or
families
Obtain input from Advisory group
consisting of internal and external
expertise related to aphasia and knowledge
translation
Decision made the first quarter
of 2018/19
Apr 10, 2018 Page 8
Objective Goal (What) High-Level examples of Key Activities
Success Indicator (Target)
Area 4:
Leverage our
direct service
experience to
develop, or host
the development
of innovative
solutions that
enable people to
live more
successfully with
aphasia
Identify and
develop a process
for leveraging
what we learn
from our direct
service experience
Identify and develop a process
for leveraging what we learn
from our direct service
experience
Obtain input from selected volunteers and
clients regarding a potential product for
people with aphasia and/or families in line
with deliverable for MOH project
Involve external vendors/partners if
appropriate
Input obtained from volunteers
and clients
Proposal for a potential product
developed if appropriate
Area 5:
Maintain and
develop
relationships with
organizations and
service-providers
so as to build their
capacity to better
work with people
with aphasia and
their families
Build implementation capacity
of Health Care professionals
and/or organizations who have
previously accessed SCA™
training
Develop content for monthly email follow-
up with SCA™ trainees
Offer consultation services
Provide electronic monthly
SCA™ implementation tips to
Health Care Professionals and
organizations who have
previously completed SCA™
training
Consultation service re
implementation initiated
Communicate with Stroke
Health Care Providers and
organizations to inform them of
the new capacity building
options in Ontario
Work with Public Inc. on a communication
plan and materials
Determine the number of hours per week
for MOH SLP position to provide
consultation support to Health Care
Professionals trained in SCA™
List of target audience
compiled
Communication sent out
Apr 10, 2018 Page 9
Objective Goal (What) High-Level examples of Key Activities
Success Indicator (Target)
Work with partners e.g. Health Quality
Ontario and Heart & Stroke Foundation
Area 6:
Develop multiple
ways for
education,
training,
consultation and
resource/tools to
be accessed
Free access to Communicative
Access Measures for Stroke
(CAMS)
Complete CAMS upgrade
Develop effective communication to
targeted audiences
Release of CAMS - online
Communication strategies in
place and implemented
# of people registered/inquiries
Free Access to our database of
pictographic images
(ParticiPics)
Work with vendor to enable free access to
ParticiPics
Develop effective communication to
targeted audiences
Free online access to
ParticiPics
Communication strategies in
place and implemented
# of people registered/inquiries
Free consultation opportunities
available for individual Health
Care Professionals and
organizations
MOH SLP position to obtain input from
key stakeholders
Develop online appointment calendar for
consultation services
Develop effective communication to
targeted audiences
Online appointment calendar
available for external use
Communication strategies in
place and implemented
# of people registered/inquiries
re consultation service
SCA™ basics available in e-
learning format
Hire Vendor
Project Plan in place including evaluation
metrics
Content created
Videos created
Development completed
Pilot/Soft-launch completed
Communication strategies in
place and implemented
Area 7
Target key communities during
aphasia awareness month re the
impact of aphasia
Communication committee develops key
themes/topics and messaging to utilize
during aphasia awareness
The release of at least one key
communication targeting
people with aphasia and
families
Apr 10, 2018 Page 10
Objective Goal (What) High-Level examples of Key Activities
Success Indicator (Target)
Increase
awareness by key
communities of
the impact of
aphasia and
recognition of our
solutions (directly
through network
partners)
Approach external partners to
promote communicative access
and our solutions
Utilize all opportunities and connections
e.g. Health Quality Ontario; Heart and
Stroke Foundation, CorHealth
At least one
educational/awareness activity
promoted by an external
partner in collaboration with
the Aphasia Institute
Participate on external
committees (e.g. related to
research and knowledge
exchange)
Current examples include:
Aphasia Access (Research and Education
Committee)
Canadian Partnership for Stroke Recovery
(Knowledge Translation Committee
Collaboration of Aphasia Trialists
(Reintegration working group)
Participate on at least two
external committees
Area 8
Demonstrate the
value and impact
of our work
through research,
outcome
measurement and
stories
Measure outcome of direct
service programs e.g.
Introductory Program (basic for
reporting to the LHIN but also
for use in research)
Program staff will participate in planning
sessions together with members of the
executive staff team
BOMPA administered pre-post
for all new Introductory
Program clients
ALA administered pre-post for
a small convenience sample
e.g. 2-3 clients per Introductory
Program
Protocol initiated for annual
follow up of a sample of clients
Initiate internal research (related
to our direct service and/or
training, resources, and tools)
Regular research meetings held with
external methodology and aphasia experts,
involving staff as required
Internal research focus (taking capacity
into account):
o BOMPA
o Evaluation of one aspect of direct
Research day to evaluate
BOMPA with participating
SLPs organized
BOMPA reliability study
completed
Research plan for evaluation of
the partner training component
Apr 10, 2018 Page 11
Objective Goal (What) High-Level examples of Key Activities
Success Indicator (Target)
service of the Introductory Program
completed
Partner with others to study
opportunities and challenges
related to the implementation of
our methods, resources, and
tools
Work on deliverables for SCA™ ACUTE
project with North York General Hospital
Integrate current work on SCA™ ACUTE
project and relevant parts of MOH
initiative
Analyse data from observations
and focus groups
Provide SCA training to acute
care staff
Redo CAMS survey post
implementation
Obtain input from NYGH team
on relevant parts of MOH grant
e.g. e-learning for healthcare
professionals, and potentially
something for families in acute
care phase
Present and/or publish work that
reflects the leadership role
played by the Institute
Potential conferences include the Clinical
Aphasiology Conference and the
International Aphasia Rehabilitation
Conference
Continue regular contact with health
economists interested in working with us
on aphasia
Publish and/or present to at
least 1-2 conferences at the
international level.
Work with QRE committee and
develop the quality of our own
research and by others who wish
to do research at the Institute
Regular bi-monthly meetings
Develop research agenda for
the year
Submit this 2018/19 research
plan to QRE approval at first
meeting of the new fiscal year
Apr 10, 2018 Page 12
Objective Goal (What) High-Level examples of Key Activities
Success Indicator (Target)
Area 9
Develop the
leadership,
knowledge, and
skills of staff and
volunteers to
fulfill the strategic
plan
Specific education targeted to
build a skill set/knowledge for
PPA and younger population
Other specific education/training to staff
and volunteers
Report provided e.g. topics
addressed; # of individuals
attended
Identify staff accountability and
learning opportunities for staff
to fulfill the strategic plan
During staff individual performance
evaluations
Staff performance completed
Staff job shadowing e.g. at a
training conference
Identified training completed
Senior staff transfer
knowledge/culture/history/skill
to staff
Executive Team to develop a work plan
Examples: All staff meeting,
job shadowing, coaching,
mentoring
Keep succession planning in
mind
Executive Staff to continue discussion on
planned succession
On-going
Identify key functional areas
needed by AI to deliver on
strategic plan
Provide opportunities for the
Aphasia Institute Community to
inform the operational and
strategic direction
Working committees – representation from
volunteers and clients
Town Hall
Client, volunteer staff surveys
Informal and formal feedback
obtained
Continue to build on current and
new strategies to diversify and
increase social enterprise
streams
Develop Social Enterprise Work plan – to
market outside of Ontario
Identify strategies to “pull” people to us for
paid services
Develop marketing tools to promote social
enterprise
Consumer uptake of revenue
strategies (e.g. SLP student
webinars, Show on the Road)
Apr 10, 2018 Page 13
Objective Goal (What) High-Level examples of Key Activities
Success Indicator (Target)
Area 10
Work to diversify
and build revenue
sources
Fund Development
Generate a total of $145K by
year end to supplement our base
funding via focus on the
following:
Fundraising Events – overall target is $118K
o WTR – target is $81K
o Annual Appeal – target
is $30K
o I Care – target is $7K
Continue to build on strategies
for donor cultivation
Follow up on Planned Giving
strategy – with Board leadership
Continue to identify key
“funding” opportunities related
Fund Development Committee with
representation from Board and staff
continues to focus on internal fundraising
strategy in addition to being a working
group. Strategy includes events and donor
cultivation
Report to Fund Development Committee
on activities related to some/all of the
following: Government, Foundations,
Corporation, Individual Donors
Form an advisory client/family working
group to assist with WTR and Annual
Appeal “matching” strategy
Executive weekly donor cultivation
meetings
Track donation levels of donors who have
been approached in various ways with
definition of success including
maintenance of current donation level
Fund Development targets met
Report on donor and
fundraising metrics
Activities outlined
Apr 10, 2018 Page 14
Objective Goal (What) High-Level examples of Key Activities
Success Indicator (Target)
to education and research * EXTERNAL REVENUE GENERATION
Follow up with MOHLTC towards the end
of the year re ensuring support for
sustaining the current initiative
Continue to pursue opportunities for
research funding with TRI and possibly
other sources
Communications with
MOHLTC
Opportunities delineated
Social Enterprise (SE) –
overall target is $103K by year
end
Education and training – target
is $75
Pictographic resources products
–target is $28K
*= not included in
budget forecast please
refer to budget
mitigation strategies
Table 2
Attention paid to marketing outside of
Ontario (national and international) in
order to make up revenue lost in Ontario
due to free training opportunities
Area 11
Prepare for formal
accreditation
Begin planning for accreditation
in Year Three or Four of
Strategic Plan
Review operational process and identify
gaps e.g.
o Client chart review
o Finance process review
Draft policies created
Apr 10, 2018 Page 15
Objective Goal (What) High-Level examples of Key Activities
Success Indicator (Target)
Area 12
Develop and
execute a
communications
strategy to support
the goals of the
Strategic Plan
Develop communication plan
Communications Committee to identify a
working group with input from the Board
Clarify communications related to fund
development and donor cultivation –
separate from communications and
marketing related to professional services,
education, training, resources, and
consultation (see below)
Communication strategy
completed and implemented
Area 13
Develop or access
marketing
expertise and
capacity
Develop marketing material that
will aid the Aphasia Institute in
meeting the MOHLTC funding
deliverables
Hire expertise in the area of marketing and
communications
Identify key targeted audiences and
strategies related to the marketing of
professional services, education, training,
resources, and consultation
Marketing plan developed and
implemented
Area 14
Increase reach to
potential donors
and supporters
Develop a donor cultivation
strategy for the year
Standing agenda item for Fund
Development Committee
Weekly meetings of executive staff with a
focus on donor cultivation – with reports to
monthly Fund Development Committee as
needed
Plan created with goals and key
activities
Area 15
Utilize technology
and platforms to
support the
internal and
external aspects of
the strategic plan
Enhance the user experience by
offering simple access to our
services and products
Hire a vendor to develop new technology
infrastructure to support MOHLTC
deliverables and existing operations
Identify priorities within our budget
capacity
Ensure technology support for users
Offer free access to ParticiPics
Offer revised CAMS free to Health Care
Professionals/Organizations
New platform developed based
on our priorities (including the
need to capture metrics for
quality improvement purposes
as well as required reports to
funders
Formal and informal feedback
Apr 10, 2018 Page 16
Apr 10, 2018 Page 17
TABLE 2: OPERATIONAL DELIVERABLES WITH BUDGET IMPLICATIONS FOR YEAR ONE (FISCAL 2018/19)
Area 10
Work to diversify
and build revenue
sources
Fund Development
Follow up on Planned Giving
strategy –with Board Leadership
Possible budget implications – depending on our organizational priorities and current
staff and board capacity, delivering on this item may require additional budget
Social Enterprise (SE) –
Overall target is $103K by year
end
Education and training –
target is $75
Pictographic resources
products –target is $28K
*= not included in the
budget forecast
Mitigation strategies to increase Social enterprise revenue:
Target 4 additional Show on the Road (outside of Ontario)
Target 3 additional SLP students webinars
Area 11
Prepare for formal
accreditation
Begin planning for accreditation
in Year Three of Four of
Strategic Plan
Budget implications related to this are cost incurred in relation to preparation and
implementation (mostly in year three or four)
Apr 10, 2018 Page 18
TABLE 3: RELATIONSHIP BETWEEN OPERATIONAL FOCUS AREAS AND STRATEGIC GOALS
Strategic Objectives Strategic Goals Anticipate and respond to changes
in the service needs of people with
aphasia and their families
Share expertise and facilitate
professional learning so as to
increase communicative access to
health care services in Ontario
Champion communicative access
for people affected by stroke and
aphasia provincially, nationally
and internationally
Deepen and extend client
engagement to inform and shape
our work
Address the specific needs of
younger individuals with aphasia
and those with primary
progressive aphasia – including
their families and communication
partners
Increase reach and access to our
services and resources for people
with aphasia and their families
through new technology and
partnerships with diverse
communities and institutions
Leverage our direct service
experience to develop, or host the
development of innovative
solutions that enable people to live
more successfully with aphasia
Maintain and develop
relationships with organizations
and service-providers so as to
build their capacity to better work
with people with aphasia and their
families
Develop multiple ways for
Apr 10, 2018 Page 19
education, training, consultation
and resources/tools to be accessed
Increase awareness by key
communities of the impact of
aphasia and increase recognition
of our solutions (directly through
network partners)
Demonstrate the value and impact
of our work through research,
outcome measurement and stories
Target Area
Enabling Goals
Strengthen Organizational
Capacity and Sustainability
Communicate our Work in an
Effective and Comprehensive
Approach
Leverage Technology and
Information
Develop the leadership and skills
of staff and volunteers to fulfill
the strategic goals
Work to diversify and build
revenue sources
Prepare for formal accreditation
Develop and execute a
communication strategy to support
the goals of the Strategic Plan
Develop or access marketing
expertise and capacity
Increase reach to potential donors
and supporters
Utilize technology and platforms
to support the internal and external
aspects of the strategic plan