Alliance for Healthier Communities - Strategic Report 2015-2019

Leading For Change

Strategic Plan Report 2015–2019

M essage from the Chair In 2015, the Alliance for Healthier Communities launched an ambitious five-year strategic plan designed to move us closer towards our vision of the best possible health and wellbeing for everyone living in Ontario. A lot has changed since then — both inside our organization and within Ontario’s health system — presenting new opportunities and new barriers to confront. Through all the internal transformations and external shifts in the healthcare landscape, the Alliance together with members and partners remained a leading provincial voice for community-governed primary health care and for people and communities at risk of poor health due to social, economic and environmental barriers.

As our provincial healthcare landscape continues to undergo restructuring and to ensure we continue to play an important role in shaping Ontario’s health system, the Alliance Board of Directors decided to extend its current strategic plan. The Alliance will also review and refresh its

“The Alliance together with members and partners remained a leading provincial voice for communitygoverned primary health care and for people and communities at risk of poor health due to social, economic and environmental barriers.”

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operating plan to reflect the current environment and align with the four strategic directions.

Before we embark on the next leg of our journey, I invite you to look back and reflect on the past four years of transformative change, achievement s and innovations.

Marina Hodson, Board Chair Our new name was one of the most significant and visible changes of the past few years. The Alliance for Healthier Communities was officially launched at the 2018 Annual General Meeting and Health Equity Action and Transformation conference. A year later, it is widely used and recognized — a testament that the name truly reflects our vision, mission and values. Finding a name that captures the complex and multi-faceted work that we do together with members required a lot of work and was preceded by other internal transformations, including revised membership criteria and commitment to the new brand promise — Health Equity through Comprehensive Primary Health Care.

This year also saw the culmination of the Board restructuring process with the election of seven new governors. At our February meeting, we welcomed the new Board that

Vision

Strategic Directions

The best possible health and wellbeing for everyone living in Ontario.

Champion health equity and population needs-based planning, and challenge systemic inequities to achieve improved health outcomes.

Mission We champion transformative change to improve the health and wellbeing of people and communities facing barriers to health.

Advance people-centred, high quality primary health care as the foundation of the universal and publicly funded health system to increase access to appropriate services, especially for populations facing barriers.

Demonstrate the value and impact of the Model of Health and Wellbeing on the improved health outcomes and experiences of people and communities.

Advocate for appropriate policies, processes and resources to ensure members are equipped to operate healthy organizations and realize their potential as effective catalysts in system transformation.

now better represents our diverse membership and our moral owners — the 3.5 million people in Ontario facing barriers to good health, especially Indigenous, Francophone, black and racialized, and rainbow communities.

These internal changes have supported our growing leadership role within Ontario’s health system. As you read through this report, you will see there is a lot to celebrate. Over the past four years, the Alliance together with members has emerged as a leading voice for health equity in our province. Among other achievements, our collective leadership has brought supervised consumption services to Ontario and helped expand public dental care program for seniors living on low incomes. Alliance members have embraced innovative healthcare models, like TeamCare and social prescribing, helping bring team-based comprehensive primary health care to more people around the province. Here at the Alliance, we

have been working to ensure members have access to the necessary resources and supports to drive change in their organizations and communities.

I want to thank everyone — Alliance members, Board and staff — for your dedication to building healthier, vibrant and resilient communities in Ontario. Going forward our commitment to health equity through comprehensive primary health care will continue to drive our work, and I am confident we will not only weather the changes but will emerge stronger together.

Marina Hodson Board Chair Alliance for Healthier Communities

STRATEGIC PLAN REPORT 2015–2019

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Alliance delegation at Queen’s Park during Community Health and Wellbeing Week

STRATEGIC DIRECTION

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Champion health equity and population needs-based planning and challenge system inequities to achieve improved health outcomes

KEY ACCOMPLISHMENTS

Over the past four years, the Alliance, together with members, has emerged as the leading voice for health equity and population needs-based planning in Ontario’s healthcare system. Looking ahead, the Alliance is strongly positioned to continue this leadership role in a time of health system transformation.

Shifts in the policy conversation have been among the significant achievements over the past four years.

Health equity: The government’s emphasis on equity continues to grow. Our work has resulted in changes to the new Health Care Act (Bill 74) preamble that now states that “the public health care system should be guided by a commitment to equity and to the promotion of equitable health outcomes.” The preamble also recognizes the need to “respect the requirements of the French Language Services Act in the planning, design, delivery and evaluation of health care services for Ontario’s French-speaking communities” and “the role of Indigenous peoples in the planning, design, delivery and evaluation of health services in their communities.”

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Community Health and Wellbeing: The term “community health and wellbeing” is now routinely used by the government, and there is an increased focus on the whole person in the Patients’ Declaration of Values and the guidance document for the Ontario Health Teams.

Model of Health and Wellbeing: Recognition of our comprehensive Model of Health and Wellbeing (MHWB) is also growing. Coupled with strong government relations and powered by knowledge exchange and quality improvement, the MHWB has allowed Community Health Centres to become the preferred consumption and treatment services sites and locations for expanded public dental care for low-income seniors, along with Aboriginal Health Access Centres and public health units.

Our advocacy to expand access to publicly funded oral health care gave us a cause to celebrate this year: the 2019 Ontario budget included a commitment to bring in a dental program for low-income seniors delivered

by Community Health Centres (CHCs), Aboriginal Health Access Centres (AHACs) and public health units. This is

$90 million

dental care for seniors

a major step towards ensuring everyone in Ontario has access to affordable oral health services.

This achievement was years in the making and was made possible through our partnership with the Ontario Oral Health Alliance (OOHA). Last year, our advocacy together with OOHA helped get this issue in the party platforms. Since the election, we have been working hard to ensure the new Ontario government followed through on their promise.

In April, Raymond Cho, Minister for Seniors and Accessibility, and Christine Elliott, Deputy Premier and Minister of Health and LongTerm Care, were at TAIBU Community Health Centre to announce an annual investment of $90 million for dental care for seniors, when fully implemented.

Health Minister Christine Elliott and Minister for Seniors and Accessibility Raymond Cho at TAIBU CHC where they announced a new publicly funded dental program for seniors living on low incomes

Alliance works with members and partners to address the overdose crisis Over the past few years, Alliance members stepped up time and time again to address the growing overdose and opioid poisoning crisis in Ontario. In 2017, three CHCs — South Riverdale and Parkdale Queen West in Toronto and Sandy Hill in Ottawa — launched supervised consumption services, the first in our province, followed by a number of Alliance members bringing temporary overdose prevention sites to their communities.

Opioids, Overdose and Harm Reduction plenary at the Health Equity Action and Transformation Conference

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HIGHLIGHTS

Advocacy to expand access to public dental care results in major success

HIGHLIGHTS

When the new Ontario government announced a new consumption and treatment services model, the Alliance stepped into a leadership role coordinating weekly meetings to share information, develop strategy and provide support to members and other organizations across the province that are providing or seeking to provide these services.

In March, the Province announced that 15 consumption and treatment service sites were approved, including all 11 currently led by Community Health Centres. We will continue to work with members, partners and the government to ensure these services are expanded to key areas of need across the province.

Inclusive Leadership in Governance training builds Boards’ capacity to lead on health equity and inclusion Last year, the Alliance launched the Inclusive Leadership in Governance training. This online course, developed in partnership with OnBoard Canada and HealthNexus,

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member boards signed up for training

aims to build the capacity of community-centred primary healthcare organization boards to advance equity, diversity and inclusion.

Since the training launched, 27 member boards and 10 external organizations have signed up for it. Alliance members are at different stages of completion but the training has already resulted in some changes in their governance practices: from making their recruiting and onboarding processes more inclusive to becoming more engaged in advocacy.

Anu Radha Verma, Inclusive Leadership in Governance project coordinator and Board member at Parkdale Queen West CHC, presents the Inclusive Leadership in Governance framework.

Public Health Training for Equitable Systems Change The Alliance partnered with leading health equity orga- workforce meet the new Ontario Public Health Standards. nizations, including Dalla Lana School of Public Health, These resources are useful well beyond public health, National Collaborating Centre for Determinants of Health, and include training on inclusive governance, Indigenous National Collaborating Centre for Healthy Public Policy, health equity, epidemiology, quality improvement and National Collaborating Centre for Methods and Tools, more. The Alliance created several board-specific and Ontario Public Health Association, Public Health Ontario health systems leadership resources that will be particuand Wellesley Institute, to create a dynamic library of free larly useful in a time of public health transformation. You resources focused on helping Ontario’s public health can find all resources at phesc.ca.

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Following its launch in December 2017, the Indigenous Primary Health Care Council (IPHCC) elected its inaugural Advisory Council comprised of seven executive directors from member agencies. The new co-chairs are Angela Recollet from Shkagamik-Kwe Health Centre and Constance McKnight from De dwa da dehs nye>s Aboriginal

Health Centre. Southwest Ontario Aboriginal Health Access Centre (SOAHAC) provides secretariat support to the IPHCC until the council incorporates. The Council continues to work closely with the Alliance for Healthier Communities and appreciates our ongoing allyship relationship with the Alliance and our sister member centres.

Indigenous Primary Health Care ongoing expansion The IPHCC supports 14 new and developing Indigenous Interprofessional Primary Care Teams. This expansion includes seven new Aboriginal Health Access Centres (AHACs) or regional hubs in Barrie, North Bay, Kingston, Wasauksing, Kapuskasing, Temiskaming and Moose Factory. With the new teams, the Council has substantively

expanded its catchment area — a key factor in co-ordinating efforts to continue advancing the wellbeing of Indigenous people and communities across Ontario.

Many of the new centres have hired core staff and opened their doors to clients. The teams attached to established AHACs and the SLO Hospital are getting fully operational.

MOHLTC Indigenous Primary Health Care engagement table The IPHCC continues to co-chair the MOHLTC Indigenous Primary Health Care Engagement Table with Assistant Deputy Minister Tim Hadwen. This Table will be a critical

space for navigating the health system changes with the creation of the Ontario Health Agency and new Ontario Health Teams.

Ontario Indigenous Cultural Safety Program (OICSP) Systemic racism creates health disparities and barriers for Indigenous people in Ontario. Anti-racist education and organizational development are key tools in changing this.

Since it launched six years ago the OICSP, in partnership with San’yas Indigenous Cultural Safety Training, has delivered online training to more than 17,000 people in the health services sector. While based at SOAHAC, ICS has grown to be provincial in scope. This year, the government confirmed the program has been awarded another three years of $1 million annual operational funding.

Ontario Indigenous Cultural Safety Program celebrates its new brand launch.

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I N D I G E N O U S H E A LT H I N I N D I G E N O U S H A N D S

Indigenous Primary Health Care Council advances agenda

Ontario Primary Care Council meeting with Health Minister Christine Elliott

STRATEGIC DIRECTION

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Advance people-centred, high quality primary health care as the foundation of the universal and publicly funded health system to increase access to appropriate services, especially for populations facing barriers

K E Y ACCO M P L I S H M E N T S

Over the past four years, the Alliance has strengthened our ability to generate and share data and research evidence to advance primary care as the foundation of the health system. We successfully shifted the policy conversation to ensure that primary care is considered a key partner in all Ontario Health Teams. Looking ahead, we aim to increase buy-in from decision-makers and health system partners for comprehensive primary health care playing a leading role in Ontario’s health system transformation.

The Alliance is making steady progress in advancing the case for primary care as the foundation of the healthcare system — all thanks to the longstanding Performance Management and Information Management (PM/IM) program, that includes a growing research program, the Business Intelligence Reporting Tool (BIRT), new Telus Electronic Medical Records (EMR) contract, and a shared set of performance indicators such as the Vital 8. With the results generated through various PM/IM initiatives and tools, we can continue to confidently advance the Ontario Primary Care Council (OPCC) Vision for Primary Care and advocate for access-improving interventions, 8

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including interprofessional team expansion funding and Advancing Access to Team-Based Care.

The Premier’s Council on Improving Healthcare and Ending Hallway Medicine report and the People’s Health Care Act offer strong opportunities for primary care involvement and leadership through a focus on the whole person. And with Adrianna Tetley, CEO of the Alliance, and Allan Madden, ED of South East Grey Community Health Centre, sitting on the Premier’s Council primary care working group, we are well positioned to advance the value of people-centred, high quality primary health care.

In more than 40 communities across Ontario, Alliance to less expensive and more appropriate team members, members lead the work advancing access to team-based we achieve fewer emergency room visits and better health care by connecting non-team primary care physicians care, which helps save healthcare costs down the road with interprofessional teams and making comprehensive and improve health outcomes. primary health care accessible to the people who need it most.

The concept for Advancing Access to 1,500 Team-Based Care grew out of the SPiN (Solo physicians connected to team care supports Practitioners in Need) project in Toronto and has expanded rapidly over the past couple of years. Today, 12 Community Health Centres (CHCs) and one Community Family Health Team (CFHT) offer the full model of teambased care and access to their services; 16 CHCs and two FHTs offer access to their services but have not been funded to offer supplemental team-based care. Collectively, they connect more than 1,500 physicians to team care supports.

As TeamCare continues to grow, it ensures more people in Ontario, especially More than 100 physicians and 1,500 patients have already connected those with medical and social complexities, with services at the Windsor Team Care Centre offered by partners from can receive the services and supports they the Windsor Family Health Team and Canadian Mental Health Association Windsor. need. And by shifting care one step upstream

Rx Community: Social Prescribing comes to Ontario Social prescribing has gained strong momentum in the United Kingdom and internationally. Since September 2018, Rx Community: Social Prescribing initiative has been piloted in 11 Community Health Centres (CHCs) across Ontario. Powered by a Health and Wellbeing Grant from MOHLTC and supported by UK partners, the pilot builds on the existing strengths of Alliance members and the Model of Health and Wellbeing.

The goal of the project is to create intentional,

structured clinical pathways between primary health care and non-medical supports that address the social determinants of health, with a particular emphasis on social isolation and belonging. The project will track the impact of this work on health outcomes through a robust data collection and evaluation framework.

Social prescribing has generated significant positive attention from the general public, in the media, and across diverse sectors including arts and culture, digital, STRATEGIC PLAN REPORT 2015–2019

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HIGHLIGHTS

TeamCare projects connect primary care physicians with interprofessional teams

HIGHLIGHTS

environment, and professional associations. The wide interest has created new opportunities to share broadly the unique work of Alliance members and the Model of Health and Wellbeing.

Social prescribing momentum is growing: Representatives of the Alliance and Centretown CHC met with Senator Patricia Bovey to discuss the social prescribing pilot in Ontario and potential for expanding nationally.

LeaderShift builds leadership capacity in community and primary health care Last year, the Alliance for Healthier Communities, together with Addictions and Mental Health Ontario, Canadian Mental Health Association, Ontario, Ontario Community Support Association, Association of Family Health Teams of Ontario, launched LeaderShift. This initiative gives current and emerging leaders in community and primary health care an opportunity to develop their leadership capacity, ignite cross-sector collaboration, and play an important role in shaping the future of our healthcare system.

One of the key features is the delivery of the LEADS Learning Series to 23 cohorts of leaders. LeaderShift also includes an online condensed version of the training, webinar series and an online Community for Practice. Since the project started last year, close to 400 leaders went through the LeaderShift training.

Community and Primary Health Care leaders celebrating completion of the LEADS training in Mississauga, one of the 23 LeaderShift cohorts delivered across the province.

LEADERSHIFT BY THE NUMBERS

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out of 23 cohorts delivered across the province

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111

new and established leaders from 58 Alliance member organizations participated in the LEADS learning series

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Health System Leaders webinars

Conference participants discussing the use of data to drive practice improvement

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STRATEGIC DIRECTION

Demonstrate the value and impact of the Model of Health and Wellbeing on the improved health outcomes and experience of people and communities

The Alliance, together with members, has established itself as a leader in performance measurement and research throughout Canada with the largest Electronic Medical Records (EMR) contract in Canada, EMR data and analytics at the Canadian Institute for Health Information (CIHI), and team-based data at the Institute for Clinical Evaluative Sciences (ICES). A key achievement is the designation by ICES of the Community Health Centres (CHCs) data as a controlled data set.

Over the last few years, our focus has been on ensuring robust reporting and accountability. We prioritized unique

data elements that demonstrate the Model of Health and Wellbeing (MHWB), including a set of Vital 8 indicators designed to capture health outcomes related to the full MHWB. In addition, initiatives such as the Community Initiatives Resource Tool (CIRT), Count Everyone We Can, Primary Care and Ontario Healthcare Reporting Standards (OHRS) Statistical Dashboards, and Multi-Sector Service Accountability Agreement (MSAA) reporting help ensure all clients and activities are counted. Socio-demographic data, including the race-based data as defined by the Anti-Black Racism Directorate, has been integrated into the PS Suite EMR. STRATEGIC PLAN REPORT 2015–2019

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KEY ACCOMPLISHMENTS

Over the past four years, thanks to diligent performance measurement and research leadership at the Alliance, members have become more data-driven. External researchers, stakeholders and decisionmakers now often seek Alliance data related to health outcomes and experiences. Going forward, we will focus on the Decision Support Specialist program review, the role of the data management coordinators and supporting committees to continue moving the dial on data quality.

HIGHLIGHTS

Expanded research program demonstrates the value of our work The Alliance’s research program was initiated in 2016 with the appointment of Dr. Jennifer Rayner as Director of Research & Evaluation. Since then, our efforts have grown to include an expanded research team, a strong advisory board including prominent researchers and academics across eight universities along with CHC researchers and leaders, and a wide range of studies that address our members’ most pressing knowledge needs.

The Alliance’s research portfolio is firmly embedded in the Model of Health and Wellbeing (MHWB) to support our advocacy efforts and allow us to better tell the story of our member organizations. The TeamCare and Social Prescribing projects both have significant evaluation components, and rigorous research is underway to understand the impacts of this important work and help these innovations grow. Many of our research projects are currently focused on mental health, community governance, and newcomer health and wellbeing.

RESEARCH PROGRAM BY THE NUMBERS

Performance Management strategy supports effective data reporting and analysis Over the past four years, the Performance Management/Information Management (PM/IM) Program has continued to grow and mature.

By leveraging the wealth of high quality data made available to members, the PM/IM Program supports meaningful use, helps improve access to care and service integration, keeps people informed and engaged in their health and wellbeing, and advances strategic, evidence-based decision-making.

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1,380

downloads of Delivering Primary Care as Envisioned, a paper on the Model of Health and Wellbeing, published in the Journal of Integrated Care; also spotlighted on World Health Day

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research projects leading or co-leading; collaborating on six more

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students (undergrad, masters, PhD, and post-doctoral)

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Over ICES projects

allianceon.org/Research 2016–2018 Research Report available

10–15

proposals pending (collaborative projects)

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conference presentations

1

paper published; three pending review

Standard dashboards were successfully launched in November 2017. Outcome: Many centres perform well above the provincial average on cancer screening rates, flu vaccinations and diabetes care.

BIRT was moved to a new Tier III Data Centre provider at reduced cost to members.

In 2018, a multi-year BIRT Strategic Road Map was initiated.

Over the past year, the Alliance updated the Privacy Impact Assessment (PIA), and completed a Vulnerability Assessment (VA) and a Penetration Test (PT) to validate the security of the BIRT environment.

Tools developed to better measure community health and wellbeing The Be Well survey was developed as part of the Canadian Index of Wellbeing (CIW) project. By the time the CIW project wrapped up in 2017, 32 Alliance members used this powerful tool to better understand their clients’ needs and influence planning within their organizations, with partners and decision-makers.

The Vital 8 Indicators were developed and approved as key data elements for all Community Health Centres to collect.

32 These include four new socio-demomembers used the graphic data elements.

Be Well survey Four Health Equity modules were developed under the leadership of Access Alliance to identify common health equity Grand Bend Area CHC together with partners used the Be Well survey results to launch the Connecting Rural Communities collective impact frameworks and indicators. Three of the initiative. modules are available in French.

Community Initiatives Resource Tool (CIRT) was the first of its kind developed to support development initiatives. Today, 78% of CHCs have over planning, monitoring and evaluation of community 300 CIs documented in the CIRT.

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HIGHLIGHTS

The Business Intelligence Reporting Tools (BIRT) is a key component of our performance management strategy. This tool, internationally recognized by a leading Health IT sector publication Healthcare Informatics, is now on the road to become a recognized data source for MOHLTC, ICES and CIHI. BIRT has seen some important developments over the past four years: Community Health Centres are now the only sector in Ontario’s healthcare system able to publish the MultiSector Service Accountability Agreement (MSAA) reports electronically in a near-real time.

Primary Care and Ontario Healthcare Reporting

Stonegate CHC celebrating the grand opening of its new building

K E Y ACCO M P L I S H M E N T S

STRATEGIC DIRECTION

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Advocate for appropriate policies, processes, and resources to ensure members are equipped to operate healthy organizations and realize their potential as effective catalysts for system transformation

Over the past four years, the Alliance has pushed for resources for capital, operations and technology.

Looking ahead, the Alliance will work to leverage the opportunities afforded under the new Ontario Health Teams and Ontario Health Agency to ensure stable and consistent funding to deliver costeffective services.

The Alliance has consistently advocated for funding Team (CFHT) were funded in 2018 through expanding increases to address many years of funding freezes. After access to team-based care. At least four CHCs received years of partnership work with the Association of Family funding for new midwifery teams in spring 2018.

Health Teams of Ontario and the Nurse Practitioners’ Over the last four years, two Multi-Sector Service Association of Ontario, the key achievement was the Accountability Agreements (MSAAs) were negotiated. The rollout of $128.7 million for compensation for inter-pro- Electronic Medical Records (EMR) sector-wide contracts fessional teams. were first signed with Nightingale Informatix Corporation In addition, new Indigenous Primary Health Care and then had to be renegotiated with TELUS Health, with a teams, a new francophone centre, and several Community master contract signed in July 2018 achieving substantial Health Centres (CHCs) and one Community Family Health cost savings and improving clinical value from the EMR. 14

ALLIANCE FOR HEALTHIER COMMUNITIES

Increased funding for interprofessional primary care teams was a major focus of our multi-year advocacy in partnership with the Association of Family Health Teams of Ontario (AFHTO) and Nurse Practitioners’ Association of Ontario (NPAO). In 2017, we were pleased to see a total increase of $128.7 million annualized funding

announced for CHCs, AHACs, NPLCs, FHTs and other interprofessional primary care teams to support retention and recruitment. These additional investments will help build stronger interprofessional teams and ensure high-quality, people- and community-centred primary healthcare delivery in Ontario.

The PS Suite EMR contract signed with TELUS Health

On July 31, 2018, the Alliance officially signed the PS Suite Electronic Medical Records (EMR) Master Agreement with TELUS Health, becoming the largest EMR contract in Canada.

On July 31, 2018, the Alliance for Healthier Communities marked an important milestone by officially signing the PS Suite Electronic Medical Records (EMR) Master Agreement with TELUS Health. This journey started in late 2016 when TELUS Health purchased the Nightingale On Demand (NOD) EMR Master Agreement from Nightingale Informatix Corp. At the official contract signing, Ron Sparks, General Manager, Eastern Canada, TELUS Health, said that this contract represented the single largest contract in their EMR business.

We want to extend a special thank you to the members that participated in the EMR Contract Negotiations Working Group and to the Information Management Committee for supporting the Alliance’s negotiating team.

Sixteen members transition to PS Suite EMR Over the past year, members have been transitioning to TELUS PS Suite EMR. Special thanks to the three beta sites, South Riverdale Community Health Centre, Centre de santé Univi Health Centre and London InterCommunity Health Centre. Their experiences have helped to inform

the transition journey for the rest of Alliance members.

Earlier this year, Centre de santé communautaire (CSC) du Témiskaming joined CSC Hamilton/Niagara, Centre de santé Univi Health Centre and Centre Francophone de Toronto as the fourth francophone centre to implement STRATEGIC PLAN REPORT 2015–2019

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HIGHLIGHTS

Advocacy to strengthen interprofessional primary care teams results in new funding

HIGHLIGHTS

the PS Suite EMR. This transition marked a milestone for the Alliance’s PM/IM Program completing our commitment to the Francophone members and eHealth Ontario for an OntarioMD-certified bilingual EMR. As of March 31, 2019, a total of 16 members have gone live on TELUS Health PS Suite EMR. All centres are expected to be migrated

by December 2020.

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PS Suite EMR rollout update at the Executive Leadership Network Meeting

members on PS Suite EMR

Alliance members connected to the health system eHealth alignment

CCIM MIS & HRIS Implementations

OTN eConsult connects referring physicians and nurse practitioners to specialists, providing the opportunity to inform clinical decision-making without sending the client to see the specialist in person. All CHC members and 70% of AHAC members are currently utilizing eConsult.

Connecting Ontario includes integration to the EHR viewer that links with labs, drugs, immunizations and electronic reports and diagnostic images.

Community Care Information Management (CCIM) supports the delivery of business and technology solutions to the community care health sectors through the Management Information System (MIS) and the Human Resource Information System (HRIS). As of March 31, 2019: 18 CHCs are live and using the HRIS system actively 2 are in progress and 14 more are in the queue

Facilities that meet community needs Over the past four years, the Alliance for Healthier Communities has been actively engaged in supporting members with their capital projects. While this has presented multiple challenges, several improvements have been achieved since 2015.

After years of persistent advocacy by the Alliance, the Health Capital Investment Branch (HCIB) finalized new capital policies in 2015. The revised policies allowed for

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more community spaces, more exam rooms and more space for staff funded by other ministries.

The Community Infrastructure Renewal Fund was launched in 2016 and is now an annual process that CHCs, AHACs, NPLCs and CFHTs can access to make much needed renovations at their facilities.

Over the past year, we were delighted to celebrate the completion of capital projects with several Alliance

HIGHLIGHTS

members. Stonegate CHC and WindsorEssex CHC (Sandwich site) moved into new buildings, while Carea CHC opened a new satellite. With these infrastructure expansions and improvements, members are able to serve more clients through team-based primary health care as well as their myriad of programs and services.

After years of advocacy, Hamilton Urban Core CHC celebrated the capital project announcement in 2018.

Capacity building for privacy and security continues to grow Over the past four years, the Alliance’s privacy and security capacity building program has expanded considerably to meet members’ needs and is now well known outside of Alliance membership. Capacity building initiatives led by the Alliance’s Privacy Office include a variety of privacy materials, in-person trainings and webinars, as well as annual Privacy Professional Learning Events.

Privacy Professional Learning Event brought together over 70 attendees from across Alliance membership.

2 0 1 8 – 2 0 1 9 P R I VA C Y A N D S E C U R I T Y B Y T H E N U M B E R S

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privacy and security training sessions

1,216

training participants from 27+ organizations

2,068

attendees at the Privacy online training modules

935

attendees at the Security Awareness online module

353

privacy consultations to 88 member organizations

198

views of the Ransomware and Cybersecurity paper (155 English and 43 French)

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F inancial Report 2018–2019 The Alliance for Healthier Communities has a solid financial picture, with total revenues of $7.9 million.

Total revenue of $2.9 million contributes to our core operations: advocacy, policy, communications, and resource and policy support for our members. This revenue was earned from membership fees, meeting registrations, learning events, our annual conference, and funding for special projects, such as the AHAC Decision Support Specialist initiative, the Social Prescribing project and Community Primary Health Care Research project.

Additional revenue of $5.0 million contributes to our Performance Management and Information Management

Program. This revenue was earned from IMS participation fees and from eHealth Ontario for the ongoing deployment of the electronic medical records. $1.4 million of these fees are a direct flow through to vendors.

As of March 31, 2019, the Alliance’s fund balances totaled $315,710.

General Reserve Fund: $30,460 was transferred to our general reserve. The balance in the General Fund is $195,691.

IMS Reserve Fund: $30,000 was transferred to our IMS reserve. The balance in the IMS Fund is $120,019.

2 0 1 8 – 2 0 1 9 F I N A N C I A L R E P O RT B Y T H E N U M B E R S

$7.9 million total revenue

$2.9 million core operations

Audited statements are available upon request.

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$5.0 million

performance management and information management

$315,710 fund balances

B oard of Directors 2018–2019 Marina Hodson, Chair Executive Director, Kawartha North FHT

Martha Lowrie, Director Board member, The Four Villages CHC

Claudia den Boer, Vice-Chair CEO, CMHA Windsor Essex County Branch and the City Centre CHC

Richard Gerson, Director Board member, Woolwich CHC

Constance McKnight, Treasurer Executive Director, De dwa da dehs nye>s AHAC Denis Constantineau, Secretary Executive Director, CSC du Grand Sudbury Cheryl Prescod, Director Executive Director, Black Creek CHC Cliff Ledwos, Director Clinical Director, Access Alliance Multicultural Health and Community Services Clinton Cowan, Director Board member, South-East Ottawa CHC

Taposhi Batabyal, Director Board member, Woolwich CHC This year we welcomed seven new governors on the Alliance Board. We also said goodbye to Jeanne Schmidt in September and four Board members — Sarah Hobbs Blythe, Mary Anne Beith, Cameron MacLeod and Allan Madden — whose terms ended in December 2018. Four more Board members will be leaving the Board in June: Cheryl Prescod, Denis Constantineau, Marina Hodson and Richard Gerson. We want to thank all outgoing governors for their dedicated service on the Alliance Board, commitment to our mission, vision and values, and outstanding contributions to advancing healthy equity through comprehensive primary health care.

Dale McMurchy, Director Board member, Kawartha North CHC François Séguin, Director Board Chair of l’Équipe de santé familiale communautaire de l’Est d’Ottawa Liben Gebremikael, Director Executive Director, TAIBU CHC Mariette Sutherland, Director Committee member, Noojmowin Teg Health Centre

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