Cummings Jewish Centre for Seniors

ANNUAL REPORT

2018-2019

BOARD OF DIRECTORS

ADVISORS TO THE BOARD OF DIRECTORSMartin Bogante Joanne Besner Beverly KleinPatricia McKinleyDorothy Reitman

MEMBERS AT LARGEArlene Feigelman (Immediate Past President) Philip Abbey (CJCS Foundation President)Diane Altman Arthur Bronstein (Volunteer Council Rep)Allan Chandler Avner Cobrin Yaffa CohenJoanne MarcoDonna Rodier Moise SabanEarl Wertheimer

President Roslyn Wiener

Vice-Presidents Annette Oliel Nancy Cooperberg

Treasurer Arthur K. Newman

Secretary Morris Stelcner

Executive Director Pauline Grunberg

EX-OFFICIO MEMBERSMaxine BloomHarvey CharlapFreda RashkovanBarbara Solomon

MANAGEMENT TEAMDirector, Social Services Rebecca Levy, MSW

Beth Fineberg, MSW, PSW (as of April 1, 2019)

Director, Volunteer Services Lynn Gordon, BSW

Director, Finance and Administration Alissa Weinstein, CPA, CA

Alexander Sandy Jesion, CPA, CA (as of April 1, 2019)

Director, Human Resources Kim Morand-Zafrani, CHRP

Director of Development, Program Services, Marketing & Membership Brenda Yuen (as of April 1, 2019)

Manager, Administration & FacilitiesGuila Abecassis, BA

Manager, Marketing, Communications & Membership Janice Besner, BA

Manager, IT ServicesFadi Khalil, BSc

Manager, Claims Conference Nancy Master, BA

MESSAGE FROM THE PRESIDENT AND EXECUTIVE DIRECTOR

Cummings Centre 5700 Westbury Ave., Montreal, Quebec H3W 3E8

Roslyn Wiener President

Pauline Grunberg, M.Ed Executive Director

June 18, 2019

The Cummings Centre has evolved into a multi-dimensional community centre that meets the unique and changing needs of adults age 50 and over, both fit and frail. The Cummings Centre delivers value to its members by offering a vast array of social, fitness, recreational and cultural programs as well as volunteer opportunities and social services, all designed to enhance the quality of life of each individual within a warm and welcoming community environment. Building on its Jewish heritage, the Cummings Centre embraces people from all ethnic and socio-economic backgrounds.

This year, the Board of Directors and the Management Team succeeded in meeting the goals attached to the key strategic objectives outlined in the Cummings Centre’s five year strategic plan (2018 -2022). One of the many successes this past year was forging strong new strategic partnerships. This initiative generated increased outreach, advocacy, involvement in research projects and new opportunities for the delivery of services. Additionally, these strategic partnerships have set the stage for many new intergenerational programs and volunteer opportunities and has enabled us to continue to focus our efforts on developing a multifaceted Centre where everyone is welcome. Our dedicated staff and volunteers continue to foster an environment that promotes our values of respect, dignity, diversity, inclusivity, excellence, empowerment and compassion. As such, the Cummings Centre continues to be inspired by best practices and is committed to the delivery of high quality services. Our older adults deserve it!

MISSION

We touch the lives of 10, 000 annuallyWestbury Campus and locations in and around Montreal

English 80% French 12% Russian 5% Hebrew 1% Hungarian 1% Other 1%

LANGUAGE

50 - 70

71 - 80

80+

AGE GROUP

WomenMen

35%

65%

GENDER

2,410 Visitors*

Striped areas reflect participants who are counted in member numbers.Some Social Services clients, volunteers as well as Governors are reflected in the membership numbers*Visitors (Boutique, Café Shalom, Sports Celebrity Breakfast, other)

Hampstead 11.5% C.S.L. 28%

Westmount 7%

West Island 6%

Outside Montreal 4%Unidentified 14%

Chomedey Laval 2%

C.D.N. 16%N.D.G. 2.5%

V.S.L. 6%

Outremont 1%Mount Royal 2%

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WHERE THEY LIVE

MEMBERSHIP

ALL CUMMINGS CENTRE PARTICIPANTS – THE DEMOGRAPHICS

23%

38%

39%

To empower and enhance the quality of life of adults age 50 and over by providing dynamic and innovative programs, social services, and volunteer opportunities in a vibrant, respectful, inclusive and compassionate environment. Building on its Jewish heritage, Cummings embraces people from all ethnic and socio-economic backgrounds.

50 - 70

71 - 80

80+

AGE GROUP ETHNICITY

SOCIAL SERVICES

Ashkenazi 33%

Canadian 11%Russian 11.5%

Sephardi 21%Unidentified 23.5%

64% Holocaust Survivors – 36% Other

8%

66%

26%

545315

411

559841

2,543

956 Volunteers

3,124 Members

1,400 Governors

2,858 Social Servicesclients

447 Guests

Note: Some survivors have passed away.

CSL Drop-in program

90

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COMMUNITY PARTNERSHIPSThe Cummings Centre values its involvement in partnerships and advocacy to better the quality of life of Montreal’s 50+ community. This listing reflects partnerships for the year and not necessarily a list of funders:

• Agence Ometz - Initiative France-Montreal

• Alzheimer Groupe Inc. • AMI-Quebec • Aphasia Centre of Ottawa • Arthritis West Island Self Help

Association • Association Québécoise des

personnes aphasiques • BINAM: Bureau d’intégration des

nouveaux arrivants à Montréal• Centre Chabad-Van Horne• City of Montreal • City of Côte St. Luc • City of Hampstead • City of Dollard-des-Ormeaux • City of Saint-Laurent • CIUSSS Centre-Ouest • CIUSSS du Nord de l’ile de Montréal• CIUSSS Ouest de l’ile de Montréal• CIUSSS Sud-Ouest• CLSC René Cassin• Communauté Sépharade Unifiée du

Québec (CSUQ) • Community Council on

Volunteerism • Community Development

Corporation of Côte des Neiges

• Community Health and Social

Services Network (CHSSN) • Concordia University • Congrégation Sépharade Or

Hahayim• Constance Lethbridge• Consulate General of Israel in

Montreal• CJCS Foundation • CREGÉS: Centre for Research and

Expertise in Social Gerontology• Crowe BGK• Dawson College• Direction de la Sante publique

de Montreal - Communautés culturelles

• Dollard-des-Ormeaux Seniors Club • Dollard Centre for the Arts• FADOQ : Région de l’ile de

Montréal• Federation CJA Social Advocacy• Fédération Sépharade du Canada• Fuller Landau• Heart & Stroke Foundation • Huddol• Institut universitaire de gériatrie de

Montréal• Israël Bonds• Jewish Public Library • Kehillah Montreal • L’APPUI

• MADA• MNP• McGill University • Montreal Holocaust Museum• Parkinson Canada• Project Genesis• Regroupement des aidants et

aidants naturels de Montréal• Richter• RIOCM: Regroupement

intersectoriel des organismes communautaires de Montréal

• Spanish and Portuguese Synagogue• SPVM (City of Montreal) • SPVM (City of Dollard-des-

Ormeaux) • Stein Jacobs Krolik• Synagogue Or Shalom• Table des aînés de Montréal - Île de

Montréal • Table des aînés de Montréal -

Centre Ouest • Table des aînés de Montréal - Côte

des Neiges • Table des aînés - Ouest de l’île • Volunteer Bureau of Montreal • Volunteer West Island • West Island Community Resource

Centre • West Island Citizen Advocacy

GRANTSMany thanks to the following organizations and agencies for their support of Cummings Centre programs and services for seniors.

• Le Centre Intégré Universitaire de Santé et de Services Sociaux du Centre-Sud-de-l’île-de-Montréal (CIUSSS) (PSOC – Programme Soutien aux Organismes) continued to make a major contribution towards Cummings Centre services designed to help seniors maintain their independence in their own homes.

• Employment and Social Development Canada (Canada Summer Jobs) funding for nine summer students.

• Centraide provided significant support for general operating expenses, volunteer services and advocacy for seniors.

• The ECHO Foundation provided a generous grant for the Community Mental Health Program.

• The Fondation Marcelle et Jean Coutu provided a grant for Meals-on-Wheels.

• Mazon Canada provided a grant for Meals-on-Wheels.

• The Government of Canada’s New Horizons for Seniors Program funded in part the Drop-in Program for older adults.

SOCIAL SERVICESSocial Services continues to face a growing number of requests for services. A range of professional services provide case management and crisis intervention, emergency assistance to seniors in need, in-home support, assisted transportation, kosher meals-on-wheels, community support to older adults living with a chronic mental illness, tailored services to Holocaust Survivors and a day program for individuals experiencing Alzheimer’s and other forms of memory loss.

The department implemented a new structure and model of service supporting older adults living with Alzheimer’s disease or other forms of dementia which provided an enhanced therapeutic and recreation program with greater support to caregivers.

Additionally, with the continuous support of the Cummings Jewish Centre for Seniors Foundation and Federation CJA, innovative programs supporting older adults with a chronic mental health diagnosis continue to have a strong, positive impact on participants. They succeeded in breaking isolation and reducing stigmatization to significantly enhance the quality of life of older adults living with a chronic psychiatric disorder.

ABOUT SOCIAL SERVICES CLIENTS

CONFERENCE ON JEWISH MATERIAL CLAIMS AGAINST GERMANY The Cummings Centre is fortunate to be part of the Holocaust Survivor Program established and coordinated by the Conference on Jewish Material Claims Against Germany, Inc. In 2018, the Centre received a total of CAD $12,746,000 ($11,122,000 - 2017) which enabled us to provide much needed assistance for physically and financially vulnerable Holocaust Survivors. All of these funds are managed by the Cummings Centre and benefit both the Montreal Survivor population as well as the survivor populations in Victoria, BC, Calgary, AB, Winnipeg, MB, Hamilton, ON, Windsor, ON and Halifax, NS.

The funding sources included grants from: • The Conference on Jewish Material Claims Against Germany for the In-Home Services Program and

the Holocaust Survivor Emergency Assistance Program (HSEAP); • The Claims Conference Successor Organization Fund for HSEAP; • The Harry and Jeanette Weinberg Foundation for HSEAP; • The Azrieli Foundation for HSEAP; • The URO Charitable Trust Limited;• Federation CJA for both matching funds as well as additional Emergency Community Assistance for Survivors;• THE 100 Survivor Fund (Federation CJA).

With the increase in funding from the German Government, 309,555 hours of homecare services was provided in 2018, an increase of 12.5% from 2017. The Centre was also able to increase the financial assistance per client to $3,100, from $2,100 in 2017, which was a 47% increase.

Thanks to the above-mentioned funders, we were able to provide survivors with much needed homecare, food, medication, dental services and more, which goes a long way towards improving the quality of life and dignity of Survivors.

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Total number of Clients

Holocaust Survivors*

Survivor Assistance Office Clients

Survivor Emergency Assistance Clients (HSEAP)

New Clients through Intake

Day Program Participants

Mental Health Clients

In-home Support Clients^ATASE Clients

Frozen Meals-on-Wheels Delivered

Clients who benefit from emergency assistance (Community Assistance Program)

*Data includes Quebec and other Canadian provinces serviced by Material Claims

^Homecare and/ or cleaning   Note: A client can utilize one or more services

130

727

718

646

1,821

2,858

85

724220

14,677

292

VOLUNTEER DEPARTMENTThis past year, a variety of activities took place to retain, engage, recognize as well as recruit new volunteers.

Training• In keeping with the Strategic Plan, the Volunteer

Department focused its attention on carrying out training on culture with the Learning and Development Committee providing a workshop for the Board, Lay leaders and staff and the Enrichment Committee offering two workshops for volunteers.

Francophone Outreach• The department worked closely with Francophone

outreach to establish new partnerships within the Francophone community as follows: CSUQ leadership and Board of Directors; Secondary students at École Maimonide and France-Montreal.

Strategic Plan• Volunteer Department analysis was carried out to

identify volunteer satisfaction and to understand what attracts and retains volunteers.

Outreach Initiatives• Presentation on Volunteering in Retirement delivered

at Batshaw Youth Services AGM.• Corporate Volunteerism.• French outreach promotional materials were updated

and print ads placed. • Attended volunteer fairs at McGill and Concordia and

held open houses to introduce prospective volunteers to the Centre.

Social Action• The committee, together with the Program

Department, organized a daylong conference on caregiving with 215 people in attendance.

Out of 167 potential volunteers interviewed, 118 individuals became volunteers representing a 71% conversion rate. Of the new volunteers 35% (male), 65% (female).

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Program Department heeded the call of last year’s impact study in which members indicated that, above all, they look for experiences which reinforce a sense of belonging, quality of life and a sense of purpose and inspiration. To that end, programming continues to underscore these values and as a result, programs continued to expand both at Westbury, off campus and with the Francophone / Sephardic population. Some 1,000 participants took part in autumn special events.

The West Island Women’s Art Show took place in November at Or Shalom Synagogue in DDO. An initiative of Cummings West, this was a wonderful opportunity for the local community to meet and greet over 20 professionals, semi-professionals and amateur artists. Over 250 people attended this exciting two-day event.

Adapted Program Services continued to expand both on campus and in the West Island. Boxing, both at Cummings and at Grant Brothers Gym, was filled to capacity with a third day bilingual group planned for this fall. Aphasia programs also filled to capacity. In Côte Saint-Luc, art classes and fitness programs increased as well.

More cognitive training has been introduced as part of the many fitness classes and in-home training sessions  encouraging participants to multi-task as they exercise.

PROGRAM DEPARTMENT

FRANCOPHONE OUTREACHThe Cummings Centre has made great strides in increasing participation amongst many multicultural groups, in particular the Francophone 50+ population, combatting the perception that Cummings is predominantly an Anglophone centre. French language socio-recreational activities and programs have increased, attracting many new members and guests as well as Social Services and Day Program clients, a service aimed at adults aged 50+ with a diagnosis of cognitive impairment.

Contacts have been developed with round tables in the Montreal region, from which the Centre benefits from reciprocal resources. New partnerships have also been established with various community organizations, religious congregations and schools.

Several marketing actions have been put in place, including: the presence in newsletters and video screens of partner organizations; mega events that have welcomed people of all origins; several presentations by the Centre to community agencies; ads in different newspapers / radio and social media; website upgrades; videos and broadcasts of testimonials. This increased visibility has no doubt made the Cummings Centre known throughout Montreal.

Ages

11%

15%

8%

Total numbers of volunteers: 956

Ages 25–49

Over age 50

Age not disclosed

Ages 18–24

under 30

64%

2%

ADMINISTRATIONBuilding Services focused on a Strategic Plan goal of optimizing space and assessing the Agency’s overall physical requirements to ensure that future needs are met. The Building Committee completed an extensive selection process and hired a space-planning firm to conduct a space plan evaluation. Some of the recommendations made by Kiva Design were considered and a minor renovation addressing immediate needs was undertaken. The Volunteer Department moved to the first floor to better serve its clientele. The department move allowed for the enclosure of the Social Services area creating a respectful private and confidential space. Other recommendations included bringing supervisors and their teams closer together and regrouping according to job responsibilities. Altogether, 47 staff and seven departments were reorganized.

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INFORMATION, RESOURCES AND TECHNOLOGY (IRT)In November an Information Technology (IT) consultant was hired to assess resources, identify gaps in processes and provide alternatives to an aging information system. Assessments of current systems and IT processes have initiated a number of changes to software planning and internal IT processes:

• A new user support management system (Help Desk) was implemented in order to more efficiently respond to staff needs, measure IT staff efficiency and better understand aspects that require improvement as they relate to users and technology.

• IRT has repositioned its approach from outsourcing development and maintenance to engineering an in-house information system entirely driven and supported by the IRT department.

• IRT has implemented a user-centered approach to training staff by forming smaller user sessions that are grouped by skill levels and training needs.

• IRT re-engineered the digital signage program that is displayed on the television units throughout the Centre.

HUMAN RESOURCES (HR)The annual employee evaluation process was looked at closely and completely revised to present a format that was geared more towards constructive discussion between the employee and the evaluator that should be referred to throughout the year. The format at the Board level was revised as well so that it had more of an impact for all those involved.

HR continues to invest in trainings for employees, supervisors, managers and directors whether it is with the Professional Development committee or as an HR initiative.

In October, in partnership with Concordia University, employees and lay leaders participated in a full day workshop on the topic of “Collaboration”. The positive impact of this type of event enabled employees to get out of their everyday work environment and get to know their colleagues.

COMMUNICATIONS & MARKETING AND MEMBERSHIPIn keeping with the Strategic Plan goals, the Communications & Marketing Department refreshed the Cummings branding to: a) Contemporize the look and feel of marketing materials b) Incorporate video vignettes to enhance member testimonials c) Show the multicultural aspect and d) Expand on the concept of ‘Cummings to You,’ demonstrating that Cummings is more than what takes place in the four walls of the Westbury Campus.

With the launch of the new WordPress mobile responsive site, both unpaid and paid media were leveraged, including social media platforms and paid digital media, to raise awareness to the Cummings brand, its programs and services.

The Communications & Marketing department delivered more than 1,000 projects vs 800 last year, largely due in the Strategic Plan, to grow French participation. Currently the mix includes 50% English and 50% bilingual or unilingual French. In line with the Strategic Plan, membership increased amongst key target markets: Cummings West Island increased by 16% Francophone by 7%. Lastly, the Membership Department and Committee, in partnership with IRT, developed a Care Call (CRM) tool in order to automate and measure calls made to lapsed members and guests.