Page 1

Editorial Coordinator: Alec Ross • Photography: Tim Forbes and Alec Ross Production: Debra Lefebvre • Graphic Design: Amanda Black

Annual Report 2012/13

To Care… To Respond… To Build Community

Table of contents

Celebrating 25 years and the Link to Health

Mission. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

At its 2012 Annual General Meeting, KCHC introduced the KCHC Link to Health, a symbol meant to convey the idea that we are all connected and the changes we want in our communities cannot be achieved by any one person or organization alone. KCHC chose the link as the symbol of its 25th Anniversary Campaign as it brings citizens together to live and work together to make our communities healthier. KCHC believes we are stronger because of the “links” between health and community.

Vision and Values. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Who we are, what we do. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 A chat with Amby. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

The Link has since been used in KCHC’s “Find the Link to Health” awareness campaign and in all of the organization’s marketing materials (website, handouts, etc.).

KCHC Programs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Message from the Executive Director and Board President . . . . . . . . . . . . . . . . 8 Financial Pages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10


KCHC Board of Directors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

In 2012-13, KCHC reached out to the community and took leading advocacy roles by participating in forums and writing letters to the editor on issues such as the prospective Kingston casino, poverty reduction, and a living wage for Kingston. KCHC was instrumental in encouraging the City of Kingston to proclaim October 1 – 5, 2012 as Community Health Week in Kingston.

Strategic Direction 1: Planned and Managed Growth . . . . . . . . . . . . . . . . . . . . . . 13 Strategic Direction 2: Partnership and Integration. . . . . . . . . . . . . . . . . . . . . . . . . 20 Strategic Direction 3: Ensure a Strong Foundation . . . . . . . . . . . . . . . . . . . . . . . . 24 Thank you . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28



Vision and Values

To Care. To Respond. To Build Community. KCHC embodies the Community Health Centre model of care. As such, our service delivery is guided by eight key attributes: 1. Comprehensiveness 2. Accessibility 3. Client and community focus 4. Interdisciplinary, collaborative teamwork 5. Integration of services 6. Community ownership and governance 7. Recognition of the social determinants to health

8. Community development and an asset-based approach to planning. The complex and evolving health needs of our community demand that we remain responsive. We must persevere in our efforts to promote individual and community development, to develop holistic services delivered by a multi-disciplinary team, and work cooperatively and collaboratively with community members, community groups, and other service providers.

Health is not merely the absence of disease, but a state of complete physical, mental and social well-being. Health is a resource for everyday life, helping people to reach their full potential. Recognizing that everyone matters, KCHC believes that everyone has the right to enjoy the highest attainable standard of health. As such, the following values inform and guide all aspects of the KCHC’s functioning: 1. An awareness and understanding of the social, political, economic, and environmental factors that influence and affect an individual’s health should inform the development and delivery of our services. 2. All persons have the right to quality primary health care and related health and social services regardless of their personal choices and life circumstances, with dignity and respect and without judgment. 3. The resourcefulness, commitment and strengths of our community members, service users, volunteers, employees and Board of Directors, enrich KCHC. 4. Collaborative services provided in a holistic manner by interdisciplinary teams best meet the needs of individuals, families, neighbourhoods, and communities. 5. KCHC offers community members and service providers an opportunity to act on democratic values, such as autonomy, justice, fairness, and equality for all, as ways to promote and improve health. 6. The diversity of our community members, volunteers and employees in terms of race, creed, colour, national origin, political or religious affiliation, social or economic class, age, gender, marital status, sexual orientation, family status and disability, enriches the functions and activities of the Centres.


7. As an innovative and evolving organization, KCHC strives for excellence and impact in all that we do. 8. KCHC strives to be an employer of choice, recognizing staff as our strongest resource in achieving our Mission. In keeping with the core values of KCHC, the Centres, its Directors, Officers, Members and employees will: a. Identify and strive to eliminate barriers that prevent people from achieving highest attainable standard of health. b. Strive for excellence in all our services, including responsible administration (accountability, use of resources, etc.). c. Work cooperatively and collaboratively with community members, integrating with community groups and other service providers. d. Promote community involvement throughout KCHC; we will solicit and utilize community input when planning, developing, delivering, and evaluating our services. e. Invest in and develop staff. f. Support individuals’ efforts to achieve their full potential and respect their right to make their own decisions and choices regarding their health and well-being. g. Promote the development of individual and community leadership by serving as a resource and a catalyst for change in our community. h. Advocate for social and political change that promotes health for all persons.


Who we are, what we do All of the sites that together form Kingston Community Health Centres (KCHC) share a common philosophy and mission. We care for individuals and families, respond to their neighborhood concerns to improve their health, and help to build healthy communities. At KCHC, we understand health in its broadest sense: it is not only affected by our genes, nutrition and fitness level, but also by our opportunities to work, play, learn and contribute to our community. KCHC makes special efforts to serve people who have a higher risk of poor health, or who have difficulty accessing health care because of language or cultural barriers, poverty or isolation. In all our activities, we pay special attention to the social, emotional, and financial needs of our clients, since these are the essential building blocks of good health. We value our community members and encourage their engagement in all our activities, including at the Board level, through a community governance process. KCHC is accredited by and a member of the Association of Ontario Health Centres.


A chat with Amby When did you first hear about KCHC, and when did you start using in its programs? I started coming to KCHC in 1988. Wendy, one of the first health promoters, came to St. Matthews Church to tell us about the services and ask us what programs we would like. I was 65 and had just retired, so I was looking for something to do. I gathered the women together in my community and we started going to the centre for tea and coffee. We decided that we wanted to have some exercise programs. They started first. Then came line dancing classes. Renita, our seniors’ worker, started bringing the ladies together to do crafts, and this was the start of “The Penguins”. Ester, one of our former members, coined the name because, she said, we shuffle along like penguins as we begin to age. We all liked the name and it just stuck. That was over 20 years ago, and the group is still going strong today. We have over 25 regular members. Which programs have you participated in over the years? I have used almost all of the programs over the years. I have participated in exercise programs including Tai Chi, and I attend The Penguins every Thursday. I was involved in creating our “Friendship Blooms” program to bring seniors together to play cards and teach children to knit in the schools. I get my feet done each week with the foot care nurse, Jocelyn, and I have worked with Barb, the Occupational Therapist, to make my home safe. She took away my mats so I won’t fall. My doctor, Karin Adelman, is at the health centre and she and the nurses are wonderful.

What is your favorite KCHC program or activity? Why? What do you enjoy most about it? When I was still able to participate, when I was younger, Friendship Blooms was very important. I loved knitting with the children, who were marvelous. I really liked knitting with the boys. I remember when one little boy was knitting a square and he wanted to make it into a cape for his stuffed animal. I put holes in the top and a string through it. His face lit up, as if I had given him a million dollars. He just kept saying, “Thank you!” The children are very appreciative and thankful to learn the knitting. I think if you give children something to do that they enjoy, they’re productive and happy. That is what I most enjoy. Why do you value KCHC? You couldn’t get better service anywhere. The doctors and nurses are wonderful. All the staff are willing and able to help. This place has been a godsend. You can talk to anyone. What is KCHC’s value to your community? It’s marvelous for the community, because they help everyone from children to seniors. The staff treat everyone with respect and courtesy, so KCHC is like a second home for people. All your needs can be met in one spot. Anything else you’d like to add? Come and see what KCHC has to offer – you will not be disappointed! It’s the best place for old people. Whoever designed health centres should be given a medal!


KCHC Programs Better Beginnings for Kingston Children (BBKC) Better Beginnings for Kingston Children offers programs and services to families with children aged from 0 – 4 years living in North Kingston. Delivered by a highly qualified team of administrative staff, nurses, early childhood educators, and family and child support workers, our programs and services include prenatal education, parentchild support, parenting education, and school readiness.

Immigrant Services Kingston & Area (ISKA) Immigrant Services Kingston and Area (ISKA) is dedicated to helping and supporting immigrants, refugees, and other newcomers in adjusting to their new community in Kingston, Ontario. We offer a variety of free services that serve individuals, families and youth.

Community Health at Rising Heights (CH) The Community Development team works alongside community members on initiatives that contribute to community well-being. Bringing the community together to play and celebrate is championed through our many special events, like the annual winter carnival and Scarecrow Festival.  Initiatives focused on food security, intergenerational programming, active living, community beautification, and dental care access are just a few of the many programs that promote community well-being. Staff members include Practical Assistance Workers, Community Development Workers, and facilitators for Friendship Blooms, Seniors and Volunteers.

Napanee Area Community Health Centre (NACHC) Napanee and Area Community Health Centre offers primary health care, individual support, programs, groups and services to the residents of Greater Napanee and the surrounding area, which includes about 20,000 residents spread out over a large rural district.

North Kingston Community Health Centre (NKCHC) North Kingston Community Health Centre offers primary health care, and individual support, programs, groups and services. We provide medical and individual support services by appointment, and offer drop-in groups and closed-groups with fixed attendance.

Ontario Harm Reduction Distribution Program (OHRDP)


The Ontario Harm Reduction Distribution Program (OHRDP) provides harm reduction supplies, educational materials and knowledge exchange opportunities to Ontario’s 36 needle syringe programs (NSPs), which include 200 sites. OHRDP is funded by the Hepatitis C Secretariat, Ministry of Health and Long-term Care.

Pathways to Education (P2E) Pathways to Education is a national community-based program designed to help increase high school graduation rates. Like its counterparts elsewhere in Canada, the Kingston program focuses on helping high school youth through tutoring, mentoring, financial support, and advocacy.

Street Health Centre (SHC) The Street Health Centre is open 365 days a year to provide harm reduction supplies, opioid addiction treatment, and health care and counselling services to clients who face barriers to traditional services in the community. Staff consists of nurse practitioners, registered nurses, doctors, counsellors, support workers and administrative personnel.  


Message from the Executive Director and Board President As described in this report, as it turned 25 KCHC fulfilled many of the objectives targeted for the final year of its 2009-2012 strategic plan. That document was organized around three broad strategic directions: planned and managed growth; partnership and integration; and ensuring a strong foundation for the organization. Last year KCHC moved forward on all three fronts, but one of the biggest was the successful adoption, after months of consultation with clients, staff, volunteers and partners, of a strategic plan for the 2013-2016 period. The planning process involved difficult questions and much soul-searching, but it was highly productive and we are delighted with the result, which is built around the concept of “resilience”, both for our clients and for KCHC itself. While the balance of the Annual Report is focused on the accomplishments of the 2009–2012 strategic plan over the last year, moving forward, we are pleased to present the 2013–16 strategic plan. We’re confident that our new plan will help us navigate the next three years with renewed purpose, manage change creatively, collaborate productively, and be innovative in the use of sometimes-limited resources. We thank everyone who participated in the planning process. The 2012-2013 fiscal year also saw some organizational restructuring designed to enhance our operational ability. We conducted a corporate services review that took into consideration the increased growth of the organization. The review resulted in several recommendations which have been implemented including increasing the staff complement of HR, IT and Finance, and maximizing efficiency of all corporate services processes. We continued with the balanced score card that allowed management and the board to monitor and measure progress of key organizational indicators.We invested in new telephone and fibre optic infrastructure to support both our internal communications and to allow us to extend our reach beyond Kingston’s borders through the use of telemedicine, a video technology that is becoming a key tool for health-care reform in Ontario through the Ontario Telemedicine Network. KCHC also joined Health Links, a partnership of Kingston-area health care providers formed to better


coordinate and streamline the delivery of local health-care services. KCHC remains committed to being an active and integral player in local health care as the province redirects service delivery from hospitals into the community. Each of KCHC’s programs faced unique operational challenges generally associated with funding shortfalls and staffing levels. Particularly hard hit was Immigrant Services Kingston and Area and Better Beginnings for Kingston Children. Both suffered funding cuts that led to staff and program reductions. Setbacks such as these saddle KCHC staff with daunting and stressful workloads. They also hurt morale. One way we recognized this was by adding to our benefits package an Employee Assistance Program that provides free counselling for fatigued staff. Our programs continued to deliver their core services, and in some cases expanded their size and scope. One example is our dental program, which was initially intended for working families on social assistance, but last year began serving people without dental coverage. The demand for this service is huge. In its third year, Pathways to Education attracted 202 new students, and interest in the program continued to grow through the year. An Aboriginal elder who was originally recruited to do outreach in the Napanee area began working part-time in Kingston at the Street Health Centre. In 2012, the Ontario Harm Reduction Distribution Program received a major funding increase that has allowed it to increase staff and expand its information and outreach activities. What we’ve outlined here is only a fraction of what transpired at KCHC in 2012-2013. The pages that follow offer a more nuanced picture of our accomplishments and challenges. We are proud of what our team achieved in 2012-2013 to improve the health and quality of life of our city’s infants, youth, seniors and vulnerable populations, and we remain confident that KCHC can and will continue to deliver the range of quality services that our clients deserve and expect.

16 0 2 – 3 1 0 2 | n la P ic g KCHC Strate Strategic Directions:


Expand the Impact

tred Approach ences of our People-Cen t the needs and prefer ltiple barriers and pu

mu r services. g populations facing develop, and delive te leadership in servin of how we identify, s ect asp all in t KCHC will demonstra on efr community at the for of individuals and the programs, strated by relevant preferences, demon Objectives: and ds nee y nit mu com veness to client and a) Increased responsi es and new builds. iliti fac d tre cen lepeop n of services. ibility and integratio populations. b) Improved access e and marginalized s in serving vulnerabl nes ive ect eff ved c) Impro al peoples. rship with Aborigin ms and services. d) Increased partne about KCHC progra hin the community wit ing nd sta der un e) Better Community


A roadmap to the future One of KCHC’s most significant achievements in 2012/13 was the creation of a new strategic plan that will guide the organization through the years 2013 – 16. The plan was the result of several months of consultations with staff, volunteers and the KCHC community.

silience and Build and Strengths, Foster Re le and communities Honour Individual the strengths of peop goal of building on a community ability

all activity with the both an individual and the KCHC will approach ilience. Resilience is se of belonging and and community res nal rso HC will foster a sen pe KC ng ns. shi atio lea un all situ in g ein . ll-b tial we ten ve po impro their full to build, sustain and individuals to meet munities essential for building of strong com and capacity to navigate Objectives: munity and individual com se rea inc to ms hin progra a) Increased focus wit ll-being. ources needed for we their families. negotiate for the res of children, youth and nce ilie res m ter g lon the on b) Increased focus reducing stigma. c) Increased focus on


tional Health will focus Improve Organiza and change, KCHC l anizational growth volunteers fee ent period of org ich employees and In response to the rec y organization in wh alth vices. he ser ve esi and e coh car a y on building delivery of qualit and supported in the informed, engaged,

Objectives: KCHC. n and cohesion across a) Increased integratio l accountability. tua mu and ff engagement efficiencies. b) Strengthened sta ntifying and achieving , achieved through ide ces our res our for vice delivery. c) Better impact KCHC to support ser rnal processes across inte and e tur ruc ast rovement. d) Improved infr a culture of quality imp through embracing ion zat ani org ned e) A strengthe

Hersh Sehdev, Executive Director Michael Harris, Board President


Kingston Community Health Centres Statement of Revenue and Expenses For the year ended March 31 Revenues Ministry of Health and Long-Term Care Hepatitis C Secretariat Funding Hepatitis C Prevention Program Aids Bureau Funding Ministry of Children and Youth Services Funding Citizenship and Immigration Canada Funding Kingston, Frontenac, Lennox and Addington Public Health Pathways to Education Canada Other Funds

Revenues 14,197,755 Provincial 79%


$ 7,022,572 3,012,654 84,418 91,231 891,494 602,643 553,934 915,439 1,023,370

Other 16% Municipal 0%

Federal 5%

14,197,755 Expenditures Salaries, beneďŹ ts and relief Operating

Expenditures 14,197,755 8,067,952 5,382,374 Salary/Benefit 57%

13,450,326 Excess of revenues over expenditures before amount payable to MOHLTC and other funders Amount payable to MOHLTC and other funders Amount transferred to deferred revenue Recovery of prior year surplus by MOHLTC Excess revenues over expenditures for the year

747,429 543,442 29,000 39,380 $ 135,607

Deferred 1%

Operating 27%

Capital Projects 2%

Returned 4% Other Projects 3%


Rent/Maintenance 6%


2009–12 Strategic Direction 1: KCHC Board of Directors 2012 – 2013 Board Governance

The Board uses the Carver Policy Governance model. This means that the board will ensure that KCHC has written governing policies which, at the broadest levels, address: • Ends: Organizational activities, impacts, benefits, and outcomes; • Governance Process: How the board conceives, carries out and monitors its own tasks;

• The Board-Executive Director relationship: How power and authority is delegated and their proper use monitored; and • Executive Limitations: Constraints on executive authority, which establish the boundaries within which lies the acceptable arena of executive activity and decisions, consonant with prudence and ethics.

Back row, L to R: James Brown, Shirley Boston (Secretary), Lauri Prest, Matt Reesor, Maria Cordeiro Front row, L to R : Hersh Sehdev (Executive Director), Danielle Brown (Treasurer), Linda Murray (Vice President), Michael Harris (President) Absent: Rick Downes KCHC’s volunteer Board of Directors consists of dedicated community members who have professional experience in the public sector, in social-profit organizations and in private business. They are carefully chosen so that their knowledge and skills align with the many interests and stakeholders that KCHC must address and work with. We thank them for their contributions.


Planned and Managed Growth Last year KCHC continued to adapt and respond to local circumstances through planned and managed growth. KCHC strengthened existing programs, restructured others and introduced new programs and services. Each initiative was undertaken in response to a community need and with long-term sustainability of the organization in mind. One of the most significant achievements of the year was the creation of a new strategic plan (see page. 9) that will cover the years 2013 – 16. 13

Strategic Objective # 1: Enhance the accessibility and quality of existing programs and services Expansion of OHRDP. In 2012, the Ontario Harm

Reduction Program received confirmation of a $1.7-million increase to its base budget. This will help to fund OHRDP’s annual provincial harm reduction conference, support a provincial harm reduction advisory committee, and increase staffing levels. It will also support overdose prevention initiatives across the province and add to the scope of harm reduction supplies that OHDRP distributes to reduce the harm associated with drug use. Highlights in 2012-13 included: • The creation of opioid overdose prevention kits and educational resources, including a Guidance Document and How-To Manual for harm reduction programs, and prevention education posters for clients. • The annual Ontario Harm Reduction Conference in Toronto in February, where 200 front-line staff and managers shared information and learned about harm reduction program developments, research and current issues in Ontario. The Napanee Area CHC undertook a number of initiatives to improve the quality of its programming and accessibility to clients. • In Fall 2012, NACHC partnered with Health Quality Ontario to pursue quality improvement goals through their Learning Community. Staff began to meet regularly to discuss how and why they do things, and how to do them better. As a result of these discussions, in January 2013 Napanee CHC began offering Advanced Access, or same-day access to health care. This helps clients who need quick attention and reduces walk-in visits to emergency rooms.


• As well, every patient is now assigned to a single healthcare provider, which improves continuity of care. Staff are promoting these new services in the hope of growing the current roster of over 1,600 clients by 200 to 300. • Staff are beginning to work within the Ottawa Model for Smoking Cessation, a program that systematically identifies, provides treatment, and offers follow-up to all smokers seen in clinical practice. Most NACHC staff are trained in smoking cessation techniques (such as the STOP program of nicotine replacement therapy created by the Canadian Association of Mental Health). Pathways to Education completed its third year in 2012 and established itself as an important tutoring, mentoring, and advocacy resource for promising Kingston youth who are faced with various barriers to finishing high school. Pathways exceeded its annual enrolment target. A total of 202 students were enrolled in P2E during the school year. Many of them earned their highest-ever academic grades. The Dental Health Program established in 2011 at NKCHC serves children to the age of 17 and adults on OW and ODSP on a first-come, first-serve basis. It now serves clients without dental coverage as well. While popular, the program has a roster of only 400 clients, so there is room for growth. Established Rising Heights: When KCHC located the Pathways to Education, Community Development Programs and Hepatitis C services into the North Town Centre, a modest strip mall on Weller Avenue, it gave new life to the building and the neighborhood. Over the last year the rejuvenated facility, Rising Heights, has become an important part of the community: seniors come to knit, do crafts and socialize, while Pathways students come for mentoring, tutoring, and just to hang out. Plans are underway for a major expansion of this site (see page 27). The patient roster at NKCHC grew by 134 clients, to 2,034, on March 31, 2013. This reflects increased public awareness of the centre’s health care services , and confidence in staff’s ability to provide quality health care that suits client needs.

Kingston Youth Space: An outreach service for street youth located in a small storefront on Montreal Street, the Youth Space is staffed by a single youth worker with support from partner agencies. ISKA introduced a program in which new immigrant seniors meet twice monthly to dance and learn to cook healthy meals. The Gaining Important Volunteer Experience (GIVE) program paired new Kingston immigrants with community volunteers so that the newcomer could "learn the ropes" as a volunteer at a local nonprofit. ISKA partnered with Kingston Transit and the City of Kingston to give new immigrants to Kingston orientation tours of the city on Kingston Transit buses. Practical Assistance Workers were maintained at Rising Heights and at the Street Health Centre. These staff members help clients navigate social services to get assistance for basic necessities such as food, clothing and shelter. They also provide direct financial aid to eligible clients to cover utility bills and other emergency expenses. A major effort called the Integrated Priority Initiative (IPI) identified Senior Care, Prenatal Care, Youth, and Smoking Cessation as common themes driving the organization. These initiatives inform the operational plans of all KCHC programs. The Self-Management Program of Southeastern Ontario coordinates self-management support workshops that help health care professionals employ skills and techniques that enhance client-centered care. The program coordinates six-week Living Well workshops on self-management for people living with (or at risk of developing) chronic conditions throughout southeastern Ontario. Workshop facilitator training sessions were organized to build capacity around the region. In 2012/13, 137 health care professionals attended the

workshops, and another 167 participated in the six-week self-management workshops. NKCHC began developing a pharmacy program that will add a pharmacist to the clinical team. The pharmacist will complete medication reviews for high-risk clients. This is in the early stages, but ultimately will improve safe medication practices. Establishing Telemedicine: Telemedicine means delivering certain health care services, such as consultations with physicians, to clients in remote locations using a dedicated video link. Special video terminals allow patients be hooked up to equipment (such as blood-pressure and heart-rate monitors) so that doctors and nurses at another location can view the readings in real time. This technology will enable regional health care providers to offer access to specialized care to everyone in Kingston, Frontenac and Lennox and Addington counties who needs it. Nurses screen and navigate patients through the system, ensuring they access the right service at the right time.


Client Satisfaction Indigenous Health Initiative: Last year KCHC began to expand its capacity to address the health and social concerns of aboriginal clients, particularly at NACHC and at the Street Health Centre. It improved access to programs for the aboriginal community, and welcomed their participation in shaping those activities through an aboriginal advisory committee. An Aboriginal elder was hired to bring Aboriginal cultural sensitivity and awareness to the program.

Services for Opioid-Dependent Pregnant Women: A new regional initiative called Thrive was developed in 2013 to provide one-on-one health and lifestyle counselling for pregnant women and mothers of children under age six. These women are, or have been, experiencing a problem with opioids (such as oxycodone, Percocet®, heroin, Dilaudid®, morphine) or are receiving methadone treatment. Thrive offers counselling, support visits in hospital and at home, and parenting support and education. Staff create a single coordinated care plan for participants and make time for them to recognize their strengths, set goals, and expand their personal supports. Partcipants can join Thrive’s community advisory group. Thrive assists with transportation, food and childcare so mothers can participate.


KCHC adopted the Accessibility for Ontarians with Disabilities Act (AODA) Customer Service Standards and strives to provide services that respect the dignity and independence of people with disabilities. All staff at BBKC were trained in the ELECT Curriculum Tool, which is used for school curriculum planning and helps staff prepare children for school through BBKC’s school readiness program. Because staff support children’s developmental health, BBKC implemented an improved tracking system for referrals. This will make our partnerships with community services more effective and improve the health supports that children receive. Staff were also trained in the most recent science of prenatal and infant brain development. This has strengthened staff’s ability to work with families in areas such as resiliency, attachment and healthy eating. BBKC also added a physical activity component to all its services, including walking, yoga for children, and other activities that engage gross motor skills.

Last year KCHC served just over 9000 registered clients. In the 2012-13 Client Satisfaction Survey, respondents indicated that KCHC was delivering accessible clientcentred care by either agreeing or strongly agreeing with the statements below: • I am able to get services in the language of my choice – 93% • I can get an appointment when I need one – 88% • The staff are easy to talk to and encourage me to ask questions – 94% • Staff always explain things in a way that is easy to understand – 95% Respondents also showed us that clients have a high degree of satisfaction with our services and feel they make a significant impact in their lives by either agreeing or strongly agreeing with the statements below: • The programs and services have helped me improve my health and well-being – 86% • Staff help me connect to the services and programs I need at KCHC or in my community – 89% • The programs and services offered by KCHC meet my needs – 88% • I would refer a family or friend to KCHC – 93%


Strategic Objective # 2: Develop a solid infrastructure that will allow KCHC to adapt quickly to externalities (IT, HR, Communications) In Fall 2012, KCHC completed a Corporate Services Review, which examined HR, infrastructure, finance, IT and facilities support (maintenance, building upkeep) to identify areas for improvement. The review resulted in a number of significant recommendations, including phone and security systems.

Strategic Objective # 3:

163 friends on Facebook

373 followers on Twitter

Strategic Objective # 4:

Develop a revised organizational structure Improve Community This objective was completed. The revised structure Awareness and supports a more integrated organization. Marketing In 2012 KCHC launched a new website and incorporated social media in its marketing and outreach efforts.

• A Quality Committee established in 2012 had representation from all levels of management and staff from each site. They met throughout the year and drafted an initial quality plan. KCHC will develop a culture of quality in part by organizing dedicated Integrated Priority Groups that support the quality agenda. • Stronger Human Resources. KCHC Hired a 0.6 HR coordinator in October 2011 and began using a new performance management tool. These additions were necessary because the organization has grown considerably in the past few years, and one HR administrative staff was deemed insufficient to handle the increased workload. • A new Communication Plan: an internal KCHC newsletter was developed, social media sites created on Facebook and Twitter, and the main website given a new look and feel. It is updated by dedicated staff at each program site. • Developing Leadership/Management skills of all Managers.



2009–12 Strategic Direction 2:

Partnership and Integration

KCHC typically deals with complex, multifaceted issues no organization can handle by itself. Partnership and integration with external individuals and organizations is essential. Strategic Objective # 5: Continue to Build Community To help build Community Engagement, in 2012 KCHC mandated that all sites and programs have advisory panels comprised largely of clients and volunteers who meet periodically with staff to provide feedback and suggestions regarding KCHC’s outreach efforts. KCHC is responsible for numerous community initiatives that bring people together to help themselves and others. In 2012-13, these included: • the Good Food Box, which provides fresh, healthy fruit and vegetables at belowretail cost; • Friendship Blooms, a group of senior women that meets to socialize through activities such as crafts, cards and school visits; • Kingston Immigration Partnership, which offers groups for Kingston immigrants so they can make new friends and learn about Kingston; and • The Napanee Housing initiative, which assists people who need help finding accommodation. Finally, approximately 125 young people visited The Chill Zone, a drop-in centre for teens that operated in Napanee between January 2013 and May 2013. Daily attendance levels rose from 6 visits per day to 24 per day over the five months of the pilot project. In partnership with the City of Kingston and United Way, KCHC and a diverse group of community members were recruited to examine five strategic areas (housing; skills development and employment; community supports for education; social services and community supports; and health) identified through community consultation in 2011. Throughout 2012, conversations within these groups led to the creation of a poverty reduction action plan that was presented to City Council and the community in June 2013.


Developed formal service agreements with Family Health Teams and hospitals (Ontario Telemedicine Network).


Strategic Objective # 6: Formalize our partnerships with colleges and universities KCHC gained a better understanding of the learning opportunities it offers by tracking the number of students and disciplines that visit one or more of its programs. SHC, for example, offers two half-days per week of observership for first-year medicine residents; last year SHC welcomed 54 students. SHC also provides half-day observerships to medical students, nurses and students in other health care disciplines. In summer 2012, a student in the Masters of Public Health program at Queen’s helped to write a journal article capturing Hepatitis C treatment research data for the SHC population that was accepted by the Canadian Journal of Gastroenterology.


Strategic Objective # 7:

Students at KCHC programs were drawn from disciplines such as Early Childhood Education, Child and Youth Work, Social Services, and Occupational Therapy. They included dietetic interns, nurse practitioners, nurses and medical residents. A total of 70 placement students contributed 11,480 hours. KCHC’s 292 volunteers contributed 10,650 hours of work.

Strategic Objective # 8:

Engage in significant levels of on- and off-site teaching/education

Strengthen our role in research and knowledge exchange

KCHC developed in-house learning/teaching capacity through events such as brown-bag lunches led by HR. In these, various invited speakers discuss work-related topics of interest to staff (such as retirement planning, organic food harvesting, etc.).

KCHC played a key role in the creation of Understanding Health Inequities and Access of Primary Health Care. This comprehensive study, initiated by the Belleville & Quinte West Community Health Centre, used a determinantsof-health lens to examine the primary health care needs of people who face multiple barriers to health (such as poverty, geography, poor health literacy, and poor relationships with health care providers) in southeastern Ontario.

BBKC staff were trained in resiliency to better teach participants to cope effectively with changing and sometimes challenging life circumstances.

KCHC was active in advancing the research agenda of the Association of Ontario Health Centres.


2009–12 Strategic Direction 3:

Ensure a Strong Foundation Because KCHC programs are located in different parts of Kingston and in Napanee, it’s important to emphasize that the contributions, skills and talents of all staff are valued. Last year KCHC took steps to improve internal integration, spread knowledge among staff about KCHC’s full range of programs and services, and emphasize that everyone at KCHC, together, is a partner in our common corporate mission.


Strategic Objective # 9: Recognize staff as KCHC’s greatest strength • Staff was kept informed and engaged through twiceyearly All Staff Meetings, the strategic planning process, via an internal newsletter, and through “An Hour With the ED”, informal gatherings at which the executive director spoke to staff about current issues at KCHC. • As of November 2012, a new Employee Assistance Plan was made available to staff. Among other additions, the plan now features free stress counselling and financial planning.

KCHC spent $59,800 on staff development. Staff used 2,058 hours of education time last year, or about 15.5 hours per eligible employee. • As a learning organization, KCHC encourages professional development and work-life balance. Employees are provided with personal and professional development time, and they participate in a performance evaluation every two years.


Strategic Objective # 10:

Strategic Objective # 11:

Reinforce that KCHC is an interdisciplinary, Strive to enhance the culture in which integrated organization information is used to inform decisions Integrated Priority Initiative teams were established to focus on Senior Care, Prenatal Care, Youth and Smoking Cessation. The idea is to establish consistent policies and practices within these areas that would apply and be followed across the entire organization. The IPIs represent a comprehensive approach to planning that ensures client needs will be properly addressed every step of the way and that KCHC staff will refer clients to the right staff and programs both within KCHC or at appropriate partner organizations.

Community needs assessment plans inform strategies related to services and programs, as well as the strategic plan. We listen to our community and respond through our structure and operations. For instance, the integrated priority initiatives resulted in part from community needs assessment.

Strategic Objective # 12: Undertake work toward moving KCHC into an expanded facility in North Kingston by 2014 KCHC identified a potential site – the current Rising Heights facility on Weller Avenue - to house Corporate Services, NKCHC, BBKC, ISKA, P2E and Community Development programs in one central location. KCHC began to explore different options to move the Street Health Centre away from the current Wellington


Street location, which is now too small to accommodate SHC’s needs, to a larger, more appropriate site. Napanee CHC: NACHC, which was first announced in 2005 and opened in February 2009, continued to lay the groundwork for the construction of a new location on Dundas Street in downtown Napanee. A $6.4-million capital grant for a new, larger facility was approved by the Ministry of Health in 2012. When complete, the facility will house a fully functional community health centre, including primary care, dental care, and a variety of health programs designed for children, youth and seniors. Certain sections, such as a sweat lodge, will also be created for Aboriginal clients.


On the road to another 25 years!

Thank you! KCHC Funders 2012 – 2013 include: Ministry of Health and Long Term Care South East Local Health Integration Network KFL&A Health Unit AIDS Bureau City of Kingston Ministry of Children and Youth Services Hepatitis C Secretariat Ontario Early Years Centre HRDC Summer Student Employment Program Ministry of Citizenship and Immigration Pathways to Education Canada Public Health Agency of Canada Trillium Foundation Public Health Agency of Canada Citizenship and Immigration Canada United Way serving KFL&A Contact us: 400 Elliott Avenue Kingston, ON, K7K 6M9 (613) 542-2949 E-mail: Follow us!


Thanks to all our staff, volunteers, participants and partner agencies.

KCHC looks forward to many more years of building health for the community, with the community. Your health, my health – together we’re better!


Kchc annual report 2013 1