MEMBRES DU CONSEIL : ABSENCES MOTIVÉES : MEMBRES DU PERSONNEL :

MEMBRES DU CONSEIL : ABSENCES MOTIVÉES : MEMBRES DU PERSONNEL : Michael Ennis Denise Alcock Colette Rivet Célestin Abedi Maria Barrados Hugh Brownlee Lynn Graham Diane Hupé Melody Isinger Bill Skinner Sherryl Smith Ralph Moxness Gilles Lanteigne Patrice Connolly Kim Peterson Deryl Rasquinha Ashley Haugh Paul Boissonneault Ashley Haugh PROCÈS-VERBAL de la réunion du conseil d administration tenue le 11 septembre 2013 dans la salle du conseil du bureau principal Président Vice-présidente Trésorière Head Office 4200 Labelle Street Suite 100 Ottawa ON K1J 1J8 Siège social 4200, rue Labelle Bureau 100 Ottawa ON K1J 1J8 Tel/Tél : 613 745 5525 800 538 0520 Fax/Téléc : 613 745 1422 www.champlain.ccac-ont.ca Directeur général Vice-présidente, Mobilisation des gens et des intervenants Vice-présidente, Soins cliniques Vice-président, Rendement et Stratégies Adjointe à la direction Directeur, Systèmes d information et DPI Adjointe à la direction SECRÉTAIRE DE SÉANCE : INVITÉE : Melanie MacDonald Centre de santé Perley et Rideau pour anciens combattants 1.0 OUVERTURE DE LA SÉANCE POINT À L ORDRE DU JOUR MESURE À PRENDRE 1.1 Mot de bienvenue Le président du conseil, Michael Ennis, souhaite la bienvenue à toutes les personnes présentes. Procès-verbal - conseil d administration du CASC de Champlain, le 11 septembre 2013 Champlain Community Care Access Centre Centre d accès aux soins communautaires de Champlain

2 1.2 Déclaration de tout conflit d intérêts Aucun conflit d intérêts n est déclaré. 2.0 BLOC DE RÉSOLUTIONS Diane Hupé, avec l appui de Denise Alcock, propose que soit approuvé le bloc de résolutions de la réunion du conseil du CASC de Champlain du 11 septembre 2013, qui contient les motions et les renseignements suivants : 2.1 Que le conseil du CASC approuve le procès-verbal des réunions du conseil tenues le 13 juin 2013 (2 procès-verbaux); 2.2 Rapport du Comité de gouvernance renfermant des renseignements et des mises à jour sur les sujets suivants : o Discussion générative du conseil/sujets à aborder dans les séances d éducation; o Représentation du conseil au Comité d éthique; o Fiche de rendement sur la gouvernance; o Dates des réunions du conseil et des comités pour 2014. 2.2.1 Que le conseil du CASC de Champlain approuve les dates des réunions du conseil pour 2014, soit : o le 12 février; o le 12 mars; o le 9 avril; o le 14 mai; o le 18 juin; o le 10 septembre; o le 8 octobre; o le 13 novembre; o le 10 décembre. 2.3 Rapport du Comité des finances États financiers 2.4 Rapport du Comité des services à la clientèle, de la qualité et de la sécurité (CSCQS) renfermant des mises à jour et des renseignements sur les sujets suivants : o Mise à jour sur le plan d amélioration de la qualité (PAQ) 2013-2014 (1 er trimestre); o Rapport sur les événements 2013-2014 (1 er trimestre) mise à jour; o Rapport sur les soins aux clients : Programme de physiothérapie offert dans les maisons de retraite; o Consentement éclairé concernant la recherche, l amélioration de la qualité et l évaluation des programmes; o Calendrier proposé de sujets pour le CSCQS; o Fiche de rendement du conseil; 2.5 Fiche de rendement du CASC de Champlain ADOPTÉE Motion adoptée 09-13-44 Procès-verbal conseil d administration du CASC de Champlain, le 11 septembre 2013

Le point ci-dessous a été déplacé du bloc de résolutions à l ordre du jour : 2.6 Mise à jour sur le plan de communications et de mobilisation des intervenants o Le CASC de Champlain a participé à 65 activités d approche dans le district de Champlain pendant le 1 er trimestre, y compris la conférence annuelle de Montfort, des réunions avec des fournisseurs de soins primaires et des équipes de santé familiale ainsi que des salons de l emploi, entre autres. 3.0 APPROBATION DE L ORDRE DU JOUR 3 Colette Rivet, avec l appui de Célestin Abedi, propose que l ordre du jour de la réunion du 11 septembre 2013 soit approuvé tel qu il a été modifié. ADOPTÉE Motion adoptée 09-13-45 4.0 DISCUSSION GÉNÉRATIVE - CYBERSANTÉ Le conseil examine l exposé Community Leadership in Health Information Technology et discute des points suivants : Une vue d ensemble du milieu de technologie de l information sur la santé : o Systèmes d information clinique; o Technologie de l information et des communications; o Information décisionnelle et production de rapports; o Systèmes financiers et administratifs; o Activités liées aux services communs du secteur des services de soutien communautaires Les façons dont cadrent ensemble les initiatives lancées par l Association des centres d accès aux soins communautaires de l Ontario (ACASCO), le ministère de la Santé et des Soins de longue durée (MSSLD), cybersanté Ontario, le Réseau local d intégration des services de santé (RLISS) et les initiatives locales. Les possibilités d évolution et d amélioration de la cybersanté et les possibilités d innovation à l appui des nouvelles priorités stratégiques. La discussion porte sur les sujets suivants : On recueille le consentement des clients au partage de leurs dossiers aux fins de planification des soins de santé et à d autres fins précises. On prend très au sérieux la sécurité des données; les fichiers sont chiffrés et on limite l accès aux centres de données physiques. La technologie doit «favoriser» la situation ou le plan de soins du client elle ne devrait pas être considérée comme un «fardeau». La technologie pourrait permettre de réaliser plus d économies, de mieux desservir le grand territoire de Champlain et de réduire les coûts (déplacements, etc.), mais le personnel doit s assurer que la technologie peut être bien utilisée par les clients et le personnel, qu elle ne contribue pas à Procès-verbal conseil d administration du CASC de Champlain, le 11 septembre 2013

isoler les clients davantage et qu elle n est pas intimidante, entre autres. La technologie peut permettre de cerner les problèmes plus tôt et d en faire part aux professionnels concernés (p. ex. coordonnatrice des soins ou infirmière). La planification des projets de TI doit être claire étant donné que la formation, le renouvellement des licences et les mises à jour des logiciels peuvent entraîner des coûts importants. On s entend pour miser sur la technologie pour améliorer la qualité des soins. Dans le cadre du processus de planification stratégique, le conseil devrait tenir compte du rôle de la TI et du CASC de Champlain dans la promotion, le soutien et l amélioration de la technologie dans le système de soins de santé. On remercie Paul Boissonneault d avoir donné un excellent exposé. 5.0 PLANIFICATION STRATÉGIQUE 4 Le conseil examine les commentaires reçus sur les énoncés de la vision, de la mission et des valeurs ainsi que les principes qui guideront le choix des énoncés définitifs et il en discute. On s entend de façon générale sur les thèmes proposés dans le troisième choix (communauté, intégration, leadership, partenariat, etc.), mais combinés à l énoncé de vision plus audacieuse, soit Les soins de santé repensés : o Vision Être à l avant-garde de l innovation et de l excellence dans le secteur des soins de santé communautaires o Mission Fournir des soins de qualité et faire preuve de leadership au sein du système grâce à l innovation et à des partenariats dans le but d améliorer la santé des gens dans nos communautés. o Valeurs : compassion, collaboration, responsabilisation et innovation Autres thèmes faisant l objet d une discussion : o Diversité o Transparence o Compassion On recueillera les commentaires du personnel, surtout en ce qui a trait aux valeurs de l organisation, au moyen d un sondage en ligne. Il y a aussi possibilité de tenir d autres consultations à l occasion de l événement pour tout le personnel qui aura lieu en octobre. L équipe de gestion du CASC de Champlain discutera aussi des orientations stratégiques émergentes à l occasion d une réunion qui aura lieu à la fin de septembre. Il faut utiliser un langage simple afin que tout le monde comprenne p. ex. la santé de la population n est pas un terme connu par le commun des mortels. Pour se conformer à la Loi sur l excellence des soins pour tous, telle qu elle s applique aux CASC, il faut tenir des consultations publiques sur les valeurs. Celles-ci pourraient avoir lieu après les journées de réflexion du conseil. MESURE À PRENDRE : D autres discussions portant sur la mission, la vision, les valeurs et les orientations stratégiques émergentes auront lieu à la réunion d octobre du conseil. Procès-verbal conseil d administration du CASC de Champlain, le 11 septembre 2013

5 On demande de tenir d autres consultations avec des partenaires communautaires en soins de santé de Champlain afin d éclairer le plus possible l analyse du contexte. 6.0 DIVERS 6.1 Questions et commentaires du public Melanie MacDonald du Centre de santé Perley et Rideau pour anciens combattants fait un commentaire sur le processus de planification stratégique du CASC de Champlain et indique qu elle a hâte que les résultats soient communiqués aux partenaires. 7.0 À HUIS CLOS Sherryl Smith, avec l appui de Lynn Graham, propose que la réunion se poursuive à huis clos. ADOPTÉE Sherryl Smith, avec l appui de Hugh Brownlee, propose que la séance soit levée. ADOPTÉE Motion adoptée 09-13-46 Motion adoptée 09-13-48 CONFIRMÉ : APPROUVÉ VOIR LA SIGNATURE ORIGINALE MICHAEL ENNIS, PRÉSIDENT APPROUVÉ VOIR LA SIGNATURE ORIGINALE GILLES LANTEIGNE, DIRECTEUR GÉNÉRAL ET SECRÉTAIRE DU CONSEIL Procès-verbal conseil d administration du CASC de Champlain, le 11 septembre 2013

HEURE POINT ORATEUR RENVOI À LA POLITIQUE RÉSULTAT ORIENTATION STRATÉGIQUE À HUIS CLOS RÉUNION DU CONSEIL D ADMINISTRATION DATE : Le 11 septembre 2013 HEURE : 12 h ENDROIT : Salle du conseil du bureau principal du CASC de Champlain SUJET ORDRE DU JOUR 12 h 12 h 05 1.0 Ouverture de la séance 1.1 Mot de bienvenue 1.2 Déclaration de tout conflit d intérêts Michael Ennis Michael Ennis V- B- 14 12 h 05 12 h 25 2.0 Bloc de résolutions (N importe quel membre du conseil d administration peut demander qu on déplace un article du bloc de résolutions à l ordre du jour ordinaire.) Michael Ennis PD 2.1 Procès-verbal de la réunion du conseil d administration tenue le 13 juin 2013 (2) 2.2 Rapport du Comité de gouvernance IE TOUTES PD 2.2.1 Date des réunions du conseil d administration pour 2014 2.3 Rapport du Comité des finances États financiers 2.4 Rapport du Comité des services à la clientèle, de la qualité et de la sécurité IE (SCQS) 2.5 Fiche de rendement du CASC de IE Champlain 2.6 Mise à jour sur le plan de communication IE et de mobilisation des intervenants 12 h 25 12 h 30 3.0 Approbation de l ordre du jour Michael Ennis PD PD IE LEAD EPS TOUTES 12 h 30 13 h 30 4.0 Discussion générative - cybersanté 13 h 30 14 h 00 Hugh Brownlee/Paul Boissonneault Résultat : PD Prise de décisions DS Discussion IE Information et éducation DS TOUTES 5.0 Plan stratégique Fiona McDougall DS TOUTES 1 Orientation stratégique : EPS Excellence en prestation de services LEAD Leadership en soins à domicile et communautaires dans un système de santé intégré ORG Capacité et rendement organisationnels

HEURE POINT ORATEUR RENVOI À LA POLITIQUE RÉSULTAT ORIENTATION STRATÉGIQUE À HUIS CLOS SUJET 14 h 00 14 h 05 6.0 Divers 6.1 Questions et commentaires du public IE 7.0 À huis clos PD Levée de la séance Michael Ennis PD Résultat : PD Prise de décisions DS Discussion IE Information et éducation 2 Orientation stratégique : EPS Excellence en prestation de services LEAD Leadership en soins à domicile et communautaires dans un système de santé intégré ORG Capacité et rendement organisationnels

Head Office 4200 Labelle Street Suite 100 Ottawa ON K1J 1J8 Siège social 4200, rue Labelle Bureau 100 Ottawa ON K1J 1J8 Tel/Tél : 613 745 5525 800 538 0520 Fax/Téléc : 613 745 1422 BOARD MEMBERS: REGRETS: STAFF PRESENT: Michael Ennis Denise Alcock Ralph Moxness Célestin Abedi Lynn Graham Diane Hupé Melody Isinger Barbara Lajeunesse Anne Noonan Colette Rivet Sherryl Smith Gilles Lanteigne Patrice Connolly Kim Peterson Deryl Rasquinha Ashley Haugh RECORDER: Ashley Haugh GUESTS: MINUTES Board of Directors Meeting Held June 13, 2013 Head Office Boardroom Chair Vice-Chair Treasurer Chief Executive Officer Vice-President, People and Stakeholder Engagement Vice-President, Clinical Care Vice-President, Performance and Strategy Executive Assistant Executive Assistant www.champlain.ccac-ont.ca 1.0 CALL TO ORDER 1.1 Welcome AGENDA ITEM ACTION TO BE TAKEN Michael Ennis, Board Chair, welcomed everyone to the meeting. 1.2 Declaration of Conflict of Interest There was no declaration of conflict. Minutes Champlain CCAC Board of Directors, April 10, 2013 Champlain Community Care Access Centre Centre d accès aux soins communautaires de Champlain

2.0 AUDITED FINANCIAL STATEMENTS AND AUDITOR S REPORT Ralph Moxness, Treasurer, thanked the Champlain CCAC Finance team for their hard work, dedication and tremendous year-end. The Board also thanked Ralph Moxness for his leadership as Treasurer of the Board for the past three years. 2 It was moved by Colette Rivet, seconded by Denise Alcock and agreed that the Champlain CCAC Board approves the 2012-2013 Audited Financial Statements and Auditor s Report. CARRIED It was moved by Barbara Lajeunesse, seconded by Anne Noonan and agreed to adjourn the meeting. CARRIED Motion Carried 06-13-35 Motion Carried 06-13-36 CONFIRMED: MICHAEL ENNIS, CHAIR GILLES LANTEIGNE, CEO AND BOARD SECRETARY Minutes Champlain CCAC Board of Directors, April 10, 2013

Head Office 4200 Labelle Street Suite 100 Ottawa ON K1J 1J8 Siège social 4200, rue Labelle Bureau 100 Ottawa ON K1J 1J8 Tel/Tél : 613 745 5525 800 538 0520 Fax/Téléc : 613 745 1422 BOARD MEMBERS: REGRETS: STAFF PRESENT: Michael Ennis Denise Alcock Colette Rivet Célestin Abedi Hugh Brownlee Lynn Graham Diane Hupé Melody Isinger Ralph Moxness Bill Skinner Sherryl Smith Maria Barrados Gilles Lanteigne Patrice Connolly Kim Peterson Deryl Rasquinha Ashley Haugh Jennifer Schenkel RECORDER: Ashley Haugh GUESTS: Tom Foreman Fiona McDougall John Whincup MINUTES Board of Directors Meeting Held June 13, 2013 Head Office Boardroom Chair Vice-Chair Treasurer www.champlain.ccac-ont.ca Chief Executive Officer Vice-President, People and Stakeholder Engagement Vice-President, Clinical Care Vice-President, Performance and Strategy Executive Assistant Manager, Communications Executive Assistant Champlain CCAC Ethics Consultant (item 5.0) Champlain CCAC Strategic Planning Consultant (item 6.0) Champlain CCAC Strategic Planning Consultant (item 6.0) 1.0 CALL TO ORDER 1.1 Welcome AGENDA ITEM ACTION TO BE TAKEN Michael Ennis, Board Chair, welcomed everyone to the meeting, especially the new Board Members. Minutes Champlain CCAC Board of Directors, June 13, 2013 Champlain Community Care Access Centre Centre d accès aux soins communautaires de Champlain

2 1.2 Declaration of Conflict of Interest There was no declaration of conflict. 1.3 Introductions All Board members and staff introduced themselves. 2.0 CONSENT AGENDA It was moved by Denise Alcock, seconded by Colette Rivet and agreed to approve the consent agenda for the June 13, 2013 Champlain CCAC Board meeting containing the following information items and motions: 2.1 That the Champlain CCAC Board approves the minutes from the May 8, 2013 Board meeting. 2.2 Report from the Governance Committee containing information/updates on the following: o Board Evaluation Surveys o Board Officers, Committee Chairs, Committee Membership (2013-2014) o Champlain LHIN Board Meetings 2.2.1Election of Officers and Committee Appointments - That the Champlain CCAC Board approves the appointment of the following positions for the 2013-2014 term (June 2013-June 2014): o Chair Michael Ennis o Vice-Chair Denise Alcock o Treasurer Colette Rivet o Secretary Gilles Lanteigne, Chief Executive Officer o Governance Committee Sherryl Smith, Chair Célestin Abedi Hugh Brownlee o Client Services, Quality and Safety Committee Diane Hupé, Chair Melody Isinger Denise Alcock Bill Skinner o Finance Committee and Audit Committee Colette Rivet, Chair Maria Barrados Lynn Graham Ralph Moxness o Michael Ennis, Board Chair, is an ex-officio member of all committees. 2.5 Champlain CCAC Scorecard CARRIED Motion Carried 06-13-37 Minutes Champlain CCAC Board of Directors, June 13, 2013

The following items were moved from the consent agenda to the agenda: 2.3 Report from the Finance Committee Financial Statements o The Champlain CCAC received funding from the Champlain Local Health Integration Network (LHIN) for telephony system back-up. This accounts for the $21K variance for the Telephone System Consultant line. 2.4 Report from the Client Services, Quality and Safety Committee (CSQS) containing information/updates on the following: o Quality & Program Evaluation Program (F2013/14) o Ethics Annual Report (F2012-13) o CCEE Results/Analysis For F2012-13 (3 Q s) The CSQS will further discuss the results and developing any necessary action plans. The Board will be informed as plans move forward. o Clinical Care Report Primary Care Integration o Board Scorecard 3.0 APPROVAL OF AGENDA 3 It was moved by Colette Rivet, seconded by Diane Hupé and agreed to approve the agenda for the June 13, 2013 meeting. CARRIED Motion Carried 06-13-38 4.0 GOVERNANCE EVALUATION SURVEYS Board members completed four surveys in the past month (governance functioning tool, self-evaluation, peer to peer evaluation and Board chair evaluation) with the results of the governance functioning tool and the cumulative self-evaluation shared with Board members: There has been significant progress since the last survey (2012) and since accreditation. The Governance committee will be conducting a needs assessment for Board education (generative discussion, education session, external education) and updating the Governance scorecard in the late summer. The surveys will also be examined to provide greater clarity in the questions for the next round of surveys in 2014. Results of the peer-to-peer survey and Board Chair survey will be shared with the individuals. Discussion included: Some education topics (e.g., LHIN legislative role) could be done through hand-outs, portal, etc. 5.0 ETHICS ANNUAL REPORT Minutes Champlain CCAC Board of Directors, June 13, 2013

4 The Board reviewed and discussed the Ethics Annual Report: Significant progress has been made in the ethics program in the past year. Many frameworks have been developed, staff and Board have received ethics training, and a secondment agreement was executed with The Ottawa Hospital (TOH) to provide ethics consultation. Approximately 22 formal ethics consultations since April 2012, the TOH consultants were brought in for approximately 10 cases. Work continues to maintain and enhance the Champlain CCAC s focus on the ethics program in 2013-2014. The Governance Committee and CSQS will further discuss the Board s role in the ethics program. 6.0 STRATEGIC PLAN 2014-2016 The Board reviewed and discussed the strategic plan refresh: Documents such as the Champlain LHIN strategic plan, government priorities, information from other Canadian provinces and internationally, as well as Champlain CCAC documents such as the communication plan, etc. will be reviewed to provide an environmental scan. Targeted interviews will take place as part of the engagement process. Client representation/voice will be included in the consultations. In addition to the Board retreat, which will be focused on the strategic plan, there will be additional sessions with the Board over the Fall to ensure Board feedback, input and approval as the strategic plan outline develops. 7.0 COMMUNICATION PLAN The Board reviewed and discussed the Communications and Stakeholder Engagement Plan for 2013-2015: The Champlain CCAC operates in a constantly changing health care environment which is also highly politicized. There is a need to have a clear message and reach a broad number of audiences. The plan has three strategic imperatives: o Increase the profile of Champlain CCAC s value and essential role in the health system. o Enhance stakeholder awareness and engagement through strategic communications and relationship building. o Enhance internal communications to empower employees as Brand Ambassadors. A number of approaches will be used to meet the strategic imperatives including a media strategy, issues management, client stories, social media, stakeholder and public reports, brand ambassadors, speaker s bureau, primary Minutes Champlain CCAC Board of Directors, June 13, 2013

5 care integration, etc. A quarterly media analysis and stakeholder engagement report will evaluate and measure the plan. Discussion included: Work still needs to be done to increase the reputation of the Champlain CCAC. If the Champlain CCAC continues to provide high quality and timely service then its reputation and role will increase. The Champlain CCAC already has a number of fact sheets and pamphlets targeted to physicians, clients, families, etc. It was moved by Sherryl Smith, seconded by Bill Skinner and agreed that the Champlain CCAC Board approves the Communications and Stakeholder Engagement Plan for 2013-2015. CARRIED Motion Carried 06-13-39 8.0 OTHER BUSINESS 8.1 Public Questions and Comments There were no public questions or comments. 9.0 IN-CAMERA It was moved by Denise Alcock, seconded by Melody Isinger and agreed to move incamera. CARRIED It was moved by Ralph Moxness, seconded by Diane Hupé and agreed to adjourn the meeting. CARRIED Motion Carried 06-13-40 Motion Carried 06-13-43 CONFIRMED: MICHAEL ENNIS, CHAIR GILLES LANTEIGNE, CEO AND BOARD SECRETARY Minutes Champlain CCAC Board of Directors, June 13, 2013

Item 2.2.1-2014 - Board Meeting Dates WEDNESDAY SEPTEMBER 11, 2012 Champlain CCAC Board of Directors 2014 Board Meeting Schedule Board meeting dates are approved by the Board, committee dates do not need Board approval. Once approved, a final schedule for the year Board and Committees will be sent to Board members. Moved by: Seconded by: Be it resolved, That the Champlain CCAC Board approves the 2014 Board meeting schedule: February 12 March 12 April 9 May 14 June 18 September 10 October 8 November 13 December 10 Carried Defeated

Submission To The Board Report from the Governance Committee September 11, 2013 Board Generative Discussion/Education Topics Based on feedback from the Board from the recent education survey, the Governance committee is planning the following generative discussion/education items during Board meetings: September e-health - Paul Boissonneault, Director, Information and CIO, Champlain CCAC; Board facilitator: Hugh Brownlee October Board Governance - Michael Miles, Director, Telfer School of Management, University of Ottawa November TBD (in Cornwall) December Presentation by Champlain CCAC staff from recent conferences (TBD) February Public Health Board members are also encouraged to participate in a visits in the field (with a care coordinator, to a hospital CCAC site, therapist, nurse, etc.), Aging in Place building, etc. To make arrangements please contact Ashley Haugh. Board Representation on the Ethics Committee The Governance committee has deferred this discussion until after the October Board generative discussion on governance. Board Functioning Scorecard The Governance committee will be updating Board Functioning Scorecard after the October generative discussion on governance as the guest speaker will be discussing potential metrics for board functioning. Board and Committee Dates for 2014 (see separate motion) Board meeting dates are approved by the Board, committee dates do not need Board approval. Once approved, a final schedule for the year Board and Committees will be sent to Board members. Board meetings will remain on the second Wednesday of the month, with exceptions in June and November. Sherryl Smith Chair Sponsoring Executive Patrice Connolly, VP, People and Stakeholder Engagement Champlain CCAC Board - September 11, 2013 Item 2.2 Report from the Governance Committee PAGE 1

Champlain CCAC Executive Committee Draft Financial and Performance Results For the Four Months Ended July 31, 2013 Summary This executive summary covers Champlain CCAC s financial results for the four month period ended July 31, 2013. Financial Results Summary For the four month period ended July 31, 2013, Champlain CCAC is in a surplus position of $124K. Budget numbers reflect a base increase of 4.0% as directed by the LHIN. Final funding for the current fiscal year has not yet been issued by the LHIN. FINANCIAL RESULTS: REVENUE YTD YTD YTD Total Variance % Actuals Budget Variance Budget of Budget Base Funding 69,521,119 69,957,224 (436,105) 210,339,158 (0.62%) One-Time Funding 491,073 563,790 (72,717) 1,537,602 (12.90%) BTI - 34,019 (34,019) 467,019 (100.00%) Other 34,465 18,667 15,798 56,000 84.63 % TOTAL REVENUE $ 70,046,657 $ 70,573,700 $ (527,043) $ 212,399,779 (0.75%) EXPENSES CHRIS 46,971,832 46,376,917 (594,915) 138,446,370 (1.28%) Non-CHRIS 1,840,570 1,593,569 (247,001) 4,780,708 (15.50%) Internal Therapies 1,411,609 1,476,352 64,743 4,447,288 4.39 % Care Coordination and I&R 13,867,533 14,518,410 650,877 44,081,858 4.48 % Nursing Initiatives and Geriatric Assessment 802,104 1,271,995 469,891 3,796,262 36.94 % Administration 5,029,349 5,336,457 307,108 16,847,293 5.75 % TOTAL EXPENSES $ 69,922,997 $ 70,573,700 $ 650,703 $ 212,399,779 0.92 % TOTAL SURPLUS/(DEFICIT) $ 123,660 $ - $ 123,660 $ - Page 1 of 3 July 2013

Key Revenue Assumptions Assumptions and funding updates are shown in the July Budget Guidelines document. July Results Current Month Surplus/(Deficit) ($ 306K) Revenues ($ 119K) Base funding (81K) Base revenue is lower than budget due to unspent funds (staffing) One-time funding ( 9K) for Nursing Initiatives. Base funding related to nursing initiatives is BTI and Other Revenue only recognized as the money is spent. The variance in BTI funding (29K) is due to timing and will catch up as the year progresses. Expenses ($ 187K) Purchased Clinical Services Direct Care 1 Care Coordination/I&R Administration (570K) 87K 39K 257K The deficit in Purchased Clinical Services in due primarily to an increase in visit and clinic nursing as well as medical supplies. Wound referrals from hospital have been increasing significantly over the past few months which are driving up costs in all of these areas. Costs are also up in adult physiotherapy as a result of focused effort and progress to remove wait lists. Expense surpluses are primarily Nursing Initiative staffing as well as timing of various administrative expenditures (primarily facility changes and IT) as we await final funding announcements. Year to Date (YTD) Results YTD Surplus/(Deficit) $ 124K Revenues ($ 527K) Base funding (436K) The variance in base funding is primarily due to Nursing Initiative One-time funding ( 73K) unspent funds. One-time funding is under budget due to timing BTI and Other Revenue (18K) differences of hips and knees volumes and other dedicated funds. Expenses Purchased Clinical Services Direct Care 1 Care Coordination/I&R Administration $ 651K (842K) 535K 651K 307K Significant demand on Purchased Clinical Services has continued to outstrip the 4% budgetary assumption. Final funding from the LHIN is currently anticipated to ease these demands. Offsetting high costs in purchased services are temporarily underspent budgets for staffing (nursing, care coordination, etc.) and for infrastructure spend (planned space reductions, IT spend, etc.) 1 Includes: Internal Therapies, Mental Health and Addictions, Rapid Response, Palliative Home Care and Geriatric Assessment Page 2 of 3 July 2013

Overall Analysis Client demand has been very high in the current fiscal year with a steady and demonstrated shift to higher acuity clients. In addition, Home First continues to grow and expand and the Champlain CCAC has been experiencing significant growth of hospital referrals for wound clients, increasing both nursing and medical supplies costs. Discussions with the Champlain LHIN have been positive in hope of addressing the funding gap, given anticipated funding from the Ministry. However, funding letters for the current fiscal year remain outstanding. The recast budget does not reflect new physiotherapy changes. Funding of $569K has been received for exercise classes and $1.9M for physiotherapy reform in congregate settings. However, funding was not incorporated into financial results pending results of a provincial injunction affecting these programs. Page 3 of 3 July 2013

CHAMPLAIN CCAC Board Operating Statement For the Four Months Ending July 31, 2013 1 Month 1 Month 1 Month YTD YTD YTD Total Actuals Budget Variance Actuals Budget Variance Budget REVENUE Base Funding 17,400,426 17,482,189 (81,763) 69,521,119 69,957,224 (436,105) 210,339,158 One-Time Funding 101,695 110,477 (8,782) 491,073 563,790 (72,717) 1,537,602 BTI - 32,000 (32,000) - 34,019 (34,019) 467,019 Other 7,948 4,667 3,281 34,465 18,667 15,798 56,000 Total Revenue 17,510,069 17,629,333 (119,264) 70,046,657 70,573,700 (527,043) 212,399,779 EXPENSES Clinical Care Purchased Services Personal Support Services 6,488,629 6,459,015 (29,615) 24,996,988 25,026,237 29,249 74,543,759 Visit Nursing (includes dialysis) 2,464,993 2,332,310 (132,683) 9,242,490 9,145,038 (97,451) 26,944,761 Visit Nursing - Clinic 305,532 237,227 (68,305) 1,095,350 929,417 (165,933) 2,725,212 Nursing Shifts 644,252 605,019 (39,232) 2,846,345 2,829,906 (16,439) 8,755,139 Community - OT 367,221 413,427 46,207 1,385,506 1,450,618 65,112 4,052,484 Community - PT 278,738 224,550 (54,188) 917,395 882,392 (35,003) 2,584,808 Community - Speech 16,725 15,615 (1,110) 67,256 61,252 (6,004) 180,036 School - OT 3,588 14,295 10,707 665,500 724,523 59,023 2,396,442 School - PT 540 3,317 2,777 160,260 167,522 7,262 554,164 School - Speech 1,324 9,676 8,351 459,733 502,810 43,078 1,663,687 Social Work 27,766 27,886 120 110,213 109,004 (1,208) 321,154 Nutrition 36,851 33,219 (3,631) 155,185 143,594 (11,591) 434,019 Hospice 359,482 359,634 152 1,438,536 1,438,536-4,315,608 Aphasia 20,833 20,833-83,333 83,333-250,000 Medical Supplies 1,305,786 1,032,077 (273,709) 4,620,318 4,010,775 (609,543) 12,128,378 Medical Equipment 153,464 117,125 (36,339) 523,165 454,662 (68,502) 1,344,827 Laboratory Services - - - 164 - (164) - Recoveries (16,348) (15,208) 1,139 (23,530) (60,833) (37,303) (182,500) Other 18,825 17,925 (900) 68,197 71,700 3,503 215,100 Total Purchased Services 12,478,201 11,907,943 (570,258) 48,812,402 47,970,487 (841,915) 143,227,078 Internal Therapies Wages 248,889 264,352 15,463 1,015,980 1,089,961 73,981 3,279,453 Benefits 92,947 81,377 (11,570) 321,497 298,724 (22,773) 904,835 Travel 21,421 19,167 (2,255) 62,194 76,667 14,473 230,000 General Administration Costs 6,187 2,750 (3,437) 11,938 11,000 (938) 33,000 Total Internal Therapies 369,445 367,646 (1,799) 1,411,609 1,476,352 64,743 4,447,288 Care Coordination Wages 2,620,157 2,626,439 6,282 10,418,359 10,813,635 395,276 32,926,657 Benefits 764,261 802,657 38,396 2,821,998 2,965,066 143,068 8,947,512 Travel 58,621 40,833 (17,788) 170,783 163,333 (7,450) 520,000 Professional Service 28,935 23,300 (5,635) 52,264 89,199 36,934 171,500 Office Supplies 5,586 8,111 2,525 16,465 20,112 3,647 85,000 Printing 8,671 11,250 2,579 21,852 45,000 23,148 135,000 Photocopy Charges 9,632 7,100 (2,532) 39,098 28,200 (10,898) 85,000 Delivery & Courier 1,962 3,750 1,788 8,307 15,000 6,693 45,000 Courses/Training/Conferences 4,274 4,583 309 13,350 18,336 4,986 65,000 Equipment Maintenance - 208 208-833 833 2,500 1 of 5

CHAMPLAIN CCAC Board Operating Statement For the Four Months Ending July 31, 2013 1 Month 1 Month 1 Month YTD YTD YTD Total Actuals Budget Variance Actuals Budget Variance Budget Minor Equipment - 833 833-3,333 3,333 10,000 Wireless Service 13,267 8,333 (4,934) 51,231 33,332 (17,899) 100,000 Recoveries (23,662) (17,193) 6,469 (74,473) (68,773) 5,700 (206,320) Other 864 708 (156) 2,143 2,833 691 8,500 Total Care Coordination 3,492,567 3,520,913 28,345 13,541,378 14,129,440 588,062 42,895,349 Nursing Initiatives and Geriatric Assessment Wages 169,667 233,119 63,452 613,499 960,422 346,923 2,892,553 Benefits 46,257 69,370 23,113 148,840 258,240 109,400 743,709 Travel 10,969 13,333 2,364 28,820 53,333 24,514 160,000 Other 388 - (388) 10,946 - (10,946) - Total Nursing Initiatives and Geriatric Assessment 227,281 315,822 88,541 802,104 1,271,995 469,891 3,796,262 Information & Referral Wages 66,074 72,509 6,435 253,829 300,451 46,622 910,238 Benefits 19,447 23,838 4,391 71,976 85,519 13,543 267,271 Travel 65 450 385 349 3,000 2,651 9,000 Other Total for Information & Referral 85,586 96,797 11,211 326,155 388,970 62,816 1,186,509 Total Clinical Care 16,653,080 16,209,121 (443,959) 64,893,648 65,237,244 343,596 195,552,486 ADMINISTRATION Executive Office Wages 93,510 82,083 (11,427) 389,616 341,838 (47,778) 1,046,226 Benefits 17,931 18,203 272 69,933 69,678 (255) 222,159 Travel 3,038 1,583 (1,454) 9,080 6,333 (2,747) 19,000 Legal Services 1,777 1,833 56 7,005 7,333 329 22,000 Consultants - - - (1,962) - 1,962 10,000 Membership (OACCAC) 31,109 31,667 557 128,152 126,667 (1,485) 380,000 Meeting Expenses 123 292 168 502 1,167 665 3,500 Printed Matter & Subscriptions - 167 167 169 667 498 2,000 Board Expenses 5,720 1,238 (4,483) 16,330 4,950 (11,380) 27,500 Recoveries (258) - 258 (1,033) - 1,033 - Other 292 292 (1) 655 1,167 511 3,500 Total for Executive Office 153,244 137,357 (15,887) 618,445 559,799 (58,646) 1,735,885 Performance and Strategy Business Intelligence Wages 32,988 30,848 (2,140) 125,574 127,618 2,044 386,483 Benefits 8,725 8,693 (32) 32,700 32,986 286 96,676 Travel - - - 1,204 - (1,204) 500 Other - 100 100-200 200 1,000 Recoveries Total for Business Intelligence 41,714 39,641 (2,073) 159,478 160,804 1,326 484,659 2 of 5

CHAMPLAIN CCAC Board Operating Statement For the Four Months Ending July 31, 2013 1 Month 1 Month 1 Month YTD YTD YTD Total Actuals Budget Variance Actuals Budget Variance Budget Quality & Program Evaluation Wages 29,075 44,547 15,472 123,080 185,884 62,804 573,626 Benefits 6,876 12,691 5,815 31,736 47,894 16,158 140,307 Travel 1,003 417 (586) 3,410 1,667 (1,744) 5,000 Other 525 2,750 2,225 1,354 36,063 34,708 108,250 Recoveries Total for Quality & Program Evaluation 37,479 60,405 22,925 159,580 271,507 111,927 827,183 Planning and Projects Wages 24,446 21,813 (2,633) 91,850 90,374 (1,476) 278,709 Benefits 5,834 5,700 (134) 22,613 21,871 (742) 65,554 Travel 1,055 292 (763) 1,647 1,167 (481) 3,500 Other 60 - (60) 60 - (60) - Recoveries Total for Planning and Projects 31,395 27,805 (3,590) 116,172 113,412 (2,760) 347,763 Finance and Payroll Wages 48,340 48,484 144 203,134 204,701 1,567 631,114 Benefits 13,753 13,869 116 52,523 51,848 (675) 161,707 Travel 502 - (502) 817 550 (267) 2,250 Insurance 6,254 6,699 446 25,016 26,798 1,781 80,393 Audit Services 2,833 2,833-11,333 11,333-34,000 Other 210 333 123 1,288 1,333 45 4,000 Recoveries Total for Finance and Payroll 71,892 72,219 327 294,112 296,563 2,451 913,464 Contracts Wages 26,853 20,731 (6,122) 98,142 85,891 (12,251) 299,431 Benefits 8,254 6,566 (1,688) 27,893 23,701 (4,192) 78,832 Travel 526 642 115 818 2,567 1,749 7,700 Other - - - 377 25 (352) 100 Recoveries Total Contracts 35,633 27,939 (7,694) 127,230 112,184 (15,046) 386,063 Facilities Wages 14,076 14,332 256 63,726 60,874 (2,852) 186,796 Benefits 4,079 4,502 423 16,734 16,382 (352) 50,062 Travel 209 483 274 1,581 1,936 355 5,800 Office Supplies & Services 1,057 1,566 509 3,022 4,472 1,450 17,000 Postage, courier & photocopy services 1,600 3,666 2,066 5,906 14,672 8,766 44,000 Building Occupancy 191,500 170,833 (20,667) 770,087 683,336 (86,751) 2,050,000 Office Renovations 3,834 100,000 96,166 28,362 124,000 95,638 280,000 Utilities 4,899 5,833 934 17,593 23,336 5,743 70,000 Misc Supplies/Repairs/Cleaning 4,353 7,083 2,730 20,857 28,336 7,479 85,000 Equipment Maintenance-Plant 6,739 4,500 (2,239) 13,876 17,750 3,874 50,000 Furniture & Equipment Purchases (Capital Asset) - - - - - - - Leasehold Improvement Purchases (Capital Asset) - - - 22,540 - (22,540) - Other 3,628 2,749 (879) 21,093 11,008 (10,085) 33,000 Recoveries (60,856) (750) 60,106 (117,819) (153,750) (35,931) (160,000) Total for Facilities 175,118 314,797 139,679 867,557 832,352 (35,205) 2,711,658 3 of 5

CHAMPLAIN CCAC Board Operating Statement For the Four Months Ending July 31, 2013 1 Month 1 Month 1 Month YTD YTD YTD Total Actuals Budget Variance Actuals Budget Variance Budget IT & System Communications Wages 158,615 148,228 (10,387) 559,128 541,099 (18,029) 1,716,326 Benefits 43,362 37,847 (5,515) 141,016 137,768 (3,248) 465,460 Travel 1,213 2,833 1,620 6,735 12,832 6,097 41,996 Telephone & System Communications 31,411 34,567 3,156 133,188 135,268 2,080 417,004 Telephone Supplies 9,655 3,450 (6,205) 10,332 13,840 3,508 41,440 Telephone Maintenance & Licenses 105 1,000 895 92,854 83,000 (9,854) 140,000 Telephone System Consultant - - - 30,984 14,000 (16,984) 19,000 Equipment Maintenance - - - 25,685 16,500 (9,185) 19,000 Software Maintenance & Licenses 6,486 23,500 17,014 59,739 126,500 66,761 245,000 System Development Consultant/CHRIS Development - 9,231 9,231 2,064 61,924 59,860 153,272 Computer Supplies 2,172 5,000 2,828 8,367 20,000 11,633 76,860 BTI 1,142 32,000 30,858 1,142 34,019 32,877 467,019 BTI Refresh/Growth - 18,700 18,700 35,440 29,900 (5,540) 54,000 CCAC ehealth Program 142,330 142,330-569,321 569,321-1,707,964 Renovations 7,538 2,000 (5,538) 11,305 9,000 (2,305) 25,000 Other 160 123 (37) 20,589 30,492 9,903 153,496 Recoveries (563) - 563 (12,091) (7,210) 4,881 (7,210) Equipment Purchases (Capital Asset) - - - 20,631 - (20,631) - Total for IT & System Communications 403,627 460,809 57,183 1,716,430 1,828,253 111,823 5,735,627 Health Information Wages 21,612 25,418 3,806 101,755 107,380 5,625 326,720 Benefits 7,452 8,184 732 26,962 29,442 2,480 91,974 Travel 429 400 (29) 1,965 1,800 (165) 5,000 Shredding & Document Destruction 2,359 2,000 (359) 5,604 8,000 2,396 25,000 Scanning Services 849 - (849) 849 - (849) - Storage 5,584 3,800 (1,784) 15,069 15,192 123 45,500 Recoveries (455) - 455 (715) - 715 - Total for Health Information 37,831 39,802 1,971 151,489 161,814 10,325 494,194 Total Performance and Strategy 834,688 1,043,416 208,728 3,592,048 3,776,889 184,841 11,900,611 People and Stakeholder Engagement People Services Wages 54,709 57,888 3,179 213,461 239,838 26,377 739,653 Benefits 13,298 15,907 2,609 48,492 60,438 11,946 181,303 Travel 1,184 688 (496) 3,048 2,746 (302) 8,250 Consultants - HR (33,150) 3,667 36,817 117 14,664 14,547 44,000 Labour Relations 9,073 4,000 (5,073) 32,995 13,000 (19,995) 100,000 Occupational Health & Safety 6,491 2,000 (4,491) 15,240 8,000 (7,240) 147,000 Advertising - 3,958 3,958 26,064 15,836 (10,228) 47,500 Employee Assistance Plan - - - 6,588 5,750 (838) 23,000 Staff Appreciation 3,892 2,000 (1,892) 4,493 8,000 3,507 60,000 Other 104 - (104) 104 - (104) 1,100 Recoveries Total People Services 55,601 90,108 34,507 350,603 368,272 17,669 1,351,806 4 of 5

CHAMPLAIN CCAC Board Operating Statement For the Four Months Ending July 31, 2013 1 Month 1 Month 1 Month YTD YTD YTD Total Actuals Budget Variance Actuals Budget Variance Budget Organizational Development Wages 39,701 44,112 4,411 146,159 181,649 35,490 582,154 Benefits 9,054 12,579 3,525 36,212 47,589 11,377 149,312 Travel 732 658 (74) 2,281 4,136 1,855 10,400 Courses/Training/Conferences 4,888 9,792 4,904 16,818 35,219 18,401 102,305 Other 1,039 10,000 8,961 1,317 70,000 68,683 125,000 Recoveries Total Organizational Development 55,415 77,141 21,726 202,787 338,593 135,806 969,171 Stakeholder Engagement Wages 32,599 39,295 6,696 145,340 163,601 18,261 502,934 Benefits 11,209 11,394 185 40,939 43,303 2,364 128,886 Travel 156 833 677 1,621 3,332 1,711 10,000 Public Relations 12,457 18,417 5,960 39,865 73,667 33,802 221,000 Translation/Consultants 8,114 2,250 (5,864) 37,504 9,000 (28,504) 27,000 Other - - - 198 - (198) - Recoveries Total Stakeholder Engagement 64,534 72,189 7,655 265,466 292,903 27,437 889,820 Total People and Stakeholder Engagement 175,550 239,438 63,888 818,856 999,768 180,912 3,210,797 Total Administration 1,163,482 1,420,211 256,729 5,029,349 5,336,457 307,107 16,847,293 Capital Assets - Offset (364,373) 364,373 Current YTD Depreciation 364,373 (364,373) Total Capital Assets/Depreciation Total Expenses 17,816,562 17,629,333 (187,229) 69,922,997 70,573,700 650,703 212,399,779 Revenue less Expenses (306,493) - (306,493) 123,660-123,660-5 of 5

Submission to Board of Directors Client Services, Quality and Safety Committee Report September 3, 2013 Quality Improvement Plan (QIP) FY 13-14 Q1 Update The Committee reviewed the Q1 status of outcome and process measures identified in the QIP. Some of the process measures are under development and these will be presented to the CSQS Committee at a future meeting. Targets for each outcome measure have been identified and are established either internally, by Health Quality Ontario, provincially, or as per the MSAA. Events Report FY 13-14 Q1 Update There were no new adverse events to report. The top five (5) event categories for FY 12-13 Q4 and FY 13-14 Q1 that were identified as requiring immediate action to improve reporting and address risk were presented: 1) Client falls; 2) Failure to relay change in health status; 3) Late/Wrong delivery of Medical Equipment and Supplies; 4) Not Reported Client not-seen-not-found (NSNF); and 5) Service not delivered as requested. Improvement activities underway in support of each of these five categories were noted. As the Champlain CCAC strives to create a no blame and just culture of patient safety, ongoing education for staff and providers on the Champlain Events Learning System (CELS) will be a key strategy to overcome under reporting and in assisting with identifying quality and safety improvement opportunities. Client Care Report: Physiotherapy (PT) Program For Retirement Homes(RH) The committee reviewed a presentation on the overall intent of the new RH delivery model for PT to address key issues of service cost, and service equity. The presentation outlined the 5 elements of PT reform: 1) In-Home; 2) Long Term Care; 3) Exercise Classes/Falls Prevention; 4) Clinic; and 5) Family Health Teams/Nurse Practitioner-Led Clinics); the different delivery models planned (i.e., 1:1, Exercise Class, and Falls Prevention); and the desired end state from CCAC s involvement in assuming the PT program for Retirement Homes (care pathways based on evidence & best practice; Goal orientation & time limited care). The current status of the program rollout was reviewed. There was discussion regarding the evaluation of the new service delivery model as it pertains to prevention and improved client outcomes. An expert panel is developing pathways and metrics pertaining to access will be monitored (e.g. number of people with access to exercise classes; number of locations; number of participants; number of outpatient clinics). It was noted that there has been excellent teamwork and collaboration with the retirement homes in the rollout. Kudos were given to the teams for their hard work during this rapid transition. Champlain CCAC Board September 11, 2013 Item 2.4 Client Services, Quality and Safety Committee Report PAGE 1

Informed Consent for Research, Quality Improvement and Program Evaluation There was agreement from the Committee that staff can move forward with updating the guidelines for Quality Improvement and Program Evaluation, based on the TCPS-2 (Tri-Council Policy Statement) clarifications summarized by Denise Alcock, and that these guidelines can be brought forth in consent agenda of the next CSQS meeting. With respect to Research, it was noted that the Champlain CCAC s existing processes for obtaining consent are sound and that Substitute Decision Makers (SDMs) provide consent as necessary. Research Ethics Board (REB) approval is required for research activities and it was agreed that it will be worthwhile to have a formal discussion with the Ottawa Health Sciences Network Research Ethics Board (OHSN- REB) to develop a partnership. It was also noted that it may be useful to develop a checklist when the Champlain CCAC partners with others who are conducting research through various universities that have their own REBs. The Committee members thanked Dr. Alcock for her work in preparing the Q&A summary document which assisted in clarifying some of the issues. Proposed CSQS Calendar of Topics The Committee reviewed the proposed presentation calendar which includes some topics that the Committee would like to receive updates on. The calendar can be adjusted accordingly if there are other topics that arise which the members would like to include. It was noted that Patrice Connolly will be scheduled to present updates on Staff Events/Workplace incidences on a semi-annual basis. Board Scorecard A summary view of July results was provided. Progress on intake and service access metrics were provided. As per the MSAA, the 90 th percentile wait time from community setting to community home care service target is 66 days by fiscal year end. This metric is impacted by the intake wait times and the service wait list. Wait times from referral to first service (intake wait list) are still below target but improving considerably and there is active work underway to meet target including an increase to staffing, with considerable improvement to date on intake wait time reduction. Approximately 3500-4500 new referrals are received per month and the objective is to become more efficient in reducing the intake wait times while managing staffing levels. With respect to service waitlists, the issue has historically been on the therapy side (OT and PT). In recent months, there has been a substantial decrease to these waitlists which has resulted from increased spending to utilize overflow providers who have targeted the clients with the longest waits. As a result of these efforts, it is anticipated that on a go forward basis, the time waiting for first service will be improved, and the meeting of the MSAA target is contingent on anticipated funding to support ongoing investment in intake staffing, and end-client service delivery to levels required. The Champlain CCAC has informed the Champlain LHIN that incremental funding will be required (up to 9%) to balance the budget, and service the ongoing demand and meet service metrics. Diane Hupé, Chair Sponsoring Executive: Deryl Rasquinha, Vice-President, Performance and Strategy Champlain CCAC Board September 11, 2013 Item 2.4 Client Services, Quality and Safety Committee Report PAGE 2

Board Scorecard August 2013 (Data as of July 2013) Champlain

Service Delivery Excellence Core Metrics Client Trends Jul-12 Target Jun-13 Jul-13 FY 2013/14 4. Intake Waitlist 1,276 450 Clients 647 659 747 5. PSS Waitlist 44 6. Adult OT/PT Therapy Waitlist 3.4 7. School Therapy Waitlist 42.7 8: Community Clients Requiring Enhanced Services 0-25 clients (RAI 16+) 7 days or less (RAI 16+) 28 days or less (RAI 16+) 5 12 8 9.6 9.4 9.4 46.9 45.0 45 23 36 Clients 0 2 1 Quality Jul-12 Target Jun-13 Jul-13 FY 2013/14 1: Service Wait Times: Community 85.0 66 days or less 136.1 124.7 113.3 1: Service Wait Times: Hospital 16.0 3 days or less 14.0 18.0 15.3 2: Client Events 11 40 57 42 42.7 3: Client Complaints 52 100 48 44 59 4: % of OBC Wound Clients within target Visits 7: ED Registration/Hospital Admits (QCH) 470/93 80% 85% 85% 87% 444 clients/ 117 clients 448 / 144 N/A 457 / 151 2011-Q4 2012-Q4 2013-Q1 2012-Q1 9: Medication Safety for Long Stay Home Care Clients 0.8% 1.4% 1.4% 1.3% 1.3% 10: Falls for Long Stay Clients 29.0% 33.4% 37.8% 37.8% 37.8% Organizational Capacity and Performance Financials / Sustainability Jul-12 Target Jun-13 Jul-13 FY 2013/14 1: Tracking to Monthly Financial + $138k per +$517k +$1,099k -$306k +$124k Targets month 3: Tracking to Avg. Cost/Client Budget Expectations $694 $639/client ($734 Summer) $656 $759 $735 Provincial Comparisons 2011-Q4 2012-FY 2012-Q4 2012-Q1 2012-FY 6: Cost per Episode - Adult Short Stay Prov Avg $749 $679 $659 $633 Acute $657 7: Cost per Episode - Adult Short Stay Prov Avg $599 $553 $557 $691 Rehab $766 8: Monthly Average Cost - Adult Long Prov Avg $958 $887 $913 $913 Stay Complex $923 Champlain Prov Avg 9: Cost per Episode - End of Life $5,180 $4,942 $3,738 $5,090 $5001 10: Monthly Average Cost - Long Stay Prov Avg $3,070 $2,698 $2,976 $2,961 Medically Fragile Children $2825 Organizational Health 1: Staff Turnover Rates 2: Absenteeism Annualized Rate and Cost Q1 11.7% 12 mnts to Jul 10.0 Target 10% 12 Q1 9.1% Q1 9.1% Q1 9.1% 12 mnts to 12 mnts to Jun Jul NA 9.5 9.4 Jun-13 Jul-13 FY 2013/14 3: Health & Safety Staff Events TBD 10 7 6 7 4: % Education Hours 0.5% 1.0% 0.3% 0.6% 0.5% 2

Enhanced Role Metrics Leadership in Home & Community Care in an Integrated Health System Acute Hospitals Jul-12 Target Jun-13 Jul-13 FY 2013/14 1: Home First Enhanced Volumes 54 72 Clients 88 86 90 2: % of clients remaining in community after initial transition from H2H 3. Total Days & Number of Clients Waiting for Home First Enhanced Clients 94.2% 7 clients 3.3 days avg. 90% In Community 0 85.7% 85.0% 89.1% 0 clients 0 days avg. 0 clients 0 days avg. 0 clients 0 days avg. Sub Acute Hospitals Jul-12 Target / Baseline Jun-13 Jul-13 FY 2013/14 1: Volume of Placements to Other Settings 277 310 268 257 320 2: % of Spaces that CCAC is Managing 15% 0 15% 15% 15% CSS Jul-12 Target / Baseline Jun-13 Jul-13 FY 2013/14 1: Referral Volumes TBD TBD TBD TBD TBD 2: % of clients referred where CSS accepted the client TBD TBD TBD TBD TBD Long Term Care Homes Jul-12 Target / Baseline Jun-13 Jul-13 FY 2013/14 1: % of LTCH placements with a MAPLe score of 4 or 5 82.3% 78% or more 79.8% 80.6% 80.7% 2: Admission to LTCH from % Hospital 41.6% Community/Hospital 40% 40.3% 31.5% 36.6% 3: Percent of Clients on LTCH Waitlist with CCAC Services 57% 51% 67% 69% 66% ALS-HRS Jul-12 Target / Baseline Jun-13 Jul-13 FY 2013/14 1: % of clients placed into ALS-HRS with a Moderate or above MAPLe 76.5% 80.0% 96.4% 90.9% 94.1% 2: Waitlist Volumes 128 109 72 68 78 Adult Day Program Jul-12 Target / Baseline Jun-13 Jul-13 FY 2013/14 1: Waitlist Volume 128 138 145 173 154 At Home Jul-12 Target Jun-13 Jul-13 FY 2013/14 1: Number of Clients in Community (MAPLe 4,5) 2012/13 Q1 4761 Champlain 2: Number of Clients in Community 85 & Over 4500 Clients 2013/14 Q1 5,397 2013/14 Q1 5,397 2013/14 Avg 5,397 6,234 6276 clients 6,382 6,852 6,476 Primary Care Jul-12 Target Jun-13 Jul-13 FY 2013/14 1: Number of Referrals from Physicians 485 550 482 585 510 3

Submission to Champlain CCAC Board of Directors Q1 Update on Communications and Stakeholder Engagement Plan September 11 2013 Q1 2013 IN REVIEW (APRIL-JUNE 2013) The Champlain CCAC communications team has delivered several key components from the recently approved Communications and Stakeholder Engagement Plan this quarter. Key Deliverables: 24 positive earned media mentions Published Connections our new partner newsletter Refreshed the internal TV screens across all offices to communicate new messages focused on our services and showcasing staff members Published the Annual Report Produced the Annual General Meeting HIGHLIGHTS - Q1 Strategic Imperative 1: Increase the profile of Champlain CCAC s value and essential role in the health system The team has continued to lead and support a range of initiatives aimed at raising the visibility of the Champlain CCAC among key target audiences. A notable example was the OACCAC conference in June, where the Champlain Dementia Initiative poster designed by the communications department tied for first place in the Best Poster category. Our media coverage has been extensive this quarter. We successfully achieved placement of over 24 articles throughout our target media market. A snapshot of the media coverage is below: Snapshot Q1 Radio 1 Print / Online Cornwall 11 Renfrew 3 Ottawa 8 Provincial 2 TOTAL 24 News Releases 6 Advertisements 3 See Appendix for details of Q1 Media Coverage. Champlain CCAC Board of Directors September 11, 2013 Item 2.6 Update on Media and Engaging our Communities PAGE 1

As part of an ongoing effort to create targeted marketing materials, a brochure highlighting the new Mental Health and Addictions Nurses (MHAN) program will support greater awareness of this program among students, parents and school boards. A wider communications plan specific to the MHAN program rolled-out during the summer to leverage media opportunities during the back-to-school season. Meanwhile, we continued to make steady progress in advancing our digital strategy and overarching goal of extending our reach to a broader audience. As part of a wider Ontario Association of Community Care Access Centres (OACCAC) initiative, the Champlain CCAC will be launching a new website this fall. A project plan is also underway to ensure that Champlain CCAC promotes its new nursing initiatives, and patient and caregiver stories, including a section dedicated to providing physicians with practical information. Strategic Imperative 2: Enhance stakeholder awareness and engagement through strategic communications and relationship building We continued to advance our stakeholder engagement activities to increase awareness of our role and create enhanced opportunities for collaboration and service optimization among key target audiences including primary health care providers, Francophones and community partners, among others. These efforts resulted in a presence at 65 key events this quarter, including high-profile health conferences, health fairs, job fairs, and tailored presentations to numerous community groups and health stakeholders. Champlain CCAC staff continued to engage in a series of face-to-face meetings with primary care providers and Family Health Teams across the Champlain region to cultivate relationships and raise awareness of the CCAC s role in an evolving health system. A notable example was a presentation by Gilles Lanteigne and Kim Peterson at the Family Health Team Connexion staff development day. This was an important opportunity to build relationships and better understand the information needs of Francophone clients and providers. Feedback from these outreach efforts will be used to develop a customized slide deck and new web content specific to primary care providers in Q2. Also this quarter, the Champlain CCAC was invited for the first time to participate in the 12 th Annual Montfort Conference, which had over 300 Francophone professional staff participants including family practitioners, medical specialists and students in residence. The first issue of Connections, our new partner newsletter, was published and sent to key stakeholders in early July. The next issue will be published in the Fall, along with the Care Report for Cornwall and the Eastern Counties. Looking ahead to Q2, the Communications Department will work with the Primary Care Integration project team to finalize a strategic communications plan and supporting tools. The team will also revise the current Speaker s Bureau slide deck to highlight recent success stories, and client testimonials. Champlain CCAC Board of Directors September 11, 2013 Item 2.6 Update on Media and Engaging our Communities PAGE 2

Strategic Imperative 3: Enhance internal communications to empower employees as Brand Ambassadors The intranet project committee has approved the launch of a new home-page for the Navigator. This will improve our internal communications with staff and foster continued employee engagement as outlined in the communications and stakeholder engagement plan. The team also refreshed the internal TV screens across all offices to communicate new messages focused on our services and to showcase staff members. Finally, there has been significant progress in recruiting a roster of internal staff to facilitate orientation and awareness of the Champlain CCAC among Board members, MPPs and new clinical care staff. A training module is being planned for the Fall to support these brand ambassadors in delivering effective messages about the organization. CONCLUSION With a two-year Communications and Stakeholder Engagement Plan in place and the expertise to execute, we are in a good position to continue increasing the profile of the Champlain CCAC among key target audiences using a range of tactics including social media, traditional media and targeted new communications channels. Executive Sponsor: Patrice Connolly Vice-President, People and Stakeholder Engagement Champlain CCAC Board of Directors September 11, 2013 Item 2.6 Update on Media and Engaging our Communities PAGE 3

Media Coverage Q1 Fiscal 2013-2014 Medium Outlet Positive or Negative Story Who was interviewed? Month of coverage Radio CBC radio morning show Ontario Budget - Cette bonification de 700 millions de G. Lanteigne May dollars d'ici 2015-2016 est bien accueillie par Gilles Lanteigne, directeur général du Centre d'accès aux soins communautaires de Champlain. Radio Canada Positive Print Cornwall Standard Long term beds wait list - Neutral Kim Peterson April Cornwall Standard Home Care - Positive Kim Peterson April Barry s Bay This Week Palliative Care - Positive Glenda Owens April Pembroke Observer CCAC expands award-winning programming - respite Kim Peterson April care - Positive Barry s Bay This Week CCAC expanding program to Barry s Bay - Positive Jennifer Schenkel April Cornwall Standard GMH eyes health-care hub facility ; GLENGARRY MEMORIAL - Neutral Cornwall Standard New hub centre for services in Winchester - Neutral Kim Peterson April Government of Ontario Hansard CCAC highlighted MPP McNeely meeting with M April Ennis and Gilles Lanteigne - Positive The Morrisburg Leader Community Care Building is Open - Neutral April Cornwall Standard Government sends a big thank you for local help with Maribeth Ryan, May evacuees - Positive Managers Clinical Care Cornwall Standard Creating connections - Mental Health - Positive Thomas Berrigan- May Mental Health & Addictions RPN The Star Mental health initiative helps teens in schools; To May address a shortage - Positive The Star Nursing Week: Mental health initiative helps teens in schools - Last year, Community Care Access Centres (CCACs) received funding to hire 144 nurses to serve the province's 72 district school boards. - Positive Champlain LHIN Counseling for youth, program trains nurses - Positive May Winchester District Memorial Helping Our Patients Go Home FLO - Positive Kim Peterson May Hospital EMC Orléans Dialysis beds at Résidence St Louis first for Ontario - May Champlain CCAC Board of Directors September 11, 2013 Item 2.6 Update on Media and Engaging our Communities PAGE 4

Positive EMC Nepean Barrhaven Dialysis beds at Résidence St Louis first for Ontario - Positive Bayshore Bridges Champlain CCAC recognizes Cornwall caregivers - Heroes in the Home is a recognition event implemented and hosted by the Champlain Community Care Access Centre to recognize both caregivers and nurses who work in the community. Bayshore Bridges - Positive Bayshore Bridges Bayshore implements outcome based service delivery Ontario s 14 Community Care Access Centres (CCACs) are adopting the Client Care Model, a service delivery model that facilitates consistency in care standards and better outcome management. Bayshore Bridges - Positive Cornwall Standard Physiotherapy changes spark MPP s concerns - Neutral Cornwall Freenews Attention Seniors & Caregivers! Need Help at Home? DIAL: 310-2222 (no area code necessary) (Dr. Sinha and CCAC AGM) - Positive Cornwall Freenews Service Listings Ottawa Ultimate Guide to Retirement Living - Fifty Five Plus Magazine Le Régionale College of Nurses of Ontario The Standard Press Release/Media Advisory Champlainccac.ca/champlaincasc.ca Ontario s Seniors Strategy Set to Lead Canada & Possibly North America: Part Two By Mary Anne Pankhurst (Dr. Sinha and CCAC AGM) - Positive May May May June June June Service listing - for Champlain CCAC, Nursing Clinic - April Carefor Health and Community Services Belfast Rd and Carling Ave Ottawa CCAC Banner including Champlainhealthline.ca May http://www.youblisher.com/p/626517-le-regional-16- mai-2013-hawkesbury/ - We are hiring! Summer 2013 Caring for Caregivers: Champlain CCAC Celebrates National Caregiver Day - Award-Winning Caregiver Support Program to Expand Champlainccac.ca/champlaincasc.ca Champlain CCAC Recognizes Staff Volunteers during April April Champlain CCAC Board of Directors September 11, 2013 Item 2.6 Update on Media and Engaging our Communities PAGE 5

National Volunteer Week - Volunteers are the Lifeblood of the Community. Champlainhealthline.ca May 1st has been declared "Doctor's Day" in Ontario - Champlain CCAC is proud to recognize Ontario Doctors as partners in innovative, quality & compassionate care! April Champlainccac.ca/champlaincasc.ca Champlainccac.ca/champlaincasc.ca Champlainccac.ca/champlaincasc.ca Champlain CCAC Responds to the Emergency Effort in Cornwall Bringing Health Care Home Champlain CCAC annual meeting highlights senior care/ Des soins de santé à votre portée La réunion annuelle du CASC de Champlain met en relief les soins aux personnes âgées "Champlain CCAC - Career Opportunities - Njoyn 7 Jobs... Community Care Access Centre Home. About Us What We Do Annual Report Request a Speaker Speaking Engagement Request Form Qs & As. https://ccac.njoyn.com/cl4/xweb/xweb.asp?page=jobli sting... HR Outreach Marskell Health Careers Interaction Kiosk approximately 500 attendees April St Lawrence College Career Fair Kiosk approximately 100 attendees April External postings Shared Knowledge French Language Services Designation - Meeting with SE CCAC OACCAC CONFERENCE 2013 As the first CCAC in the province to submit a FLS Designation plan the SE CCAC were looking for insight and lessons learned. 8 staff from SE CCAC attended and key members of the Champlain CCAC FLS committee Integrated Discharge Planning and CCAC Case Management at the Children s Hospital of Eastern Ontario - partnering to provide seamless discharges - Allison Budge Dementia Project - Anne MacDonald / Sophie Parisien Elder Mediation - Kim Peterson Presentation Poster presentation May June June May Champlain CCAC Board of Directors September 11, 2013 Item 2.6 Update on Media and Engaging our Communities PAGE 6

Adult Day Program A Collaborative Model towards Improved Client Experience and System Performance - Mireille Delorme An Appetite for Ethics: A Truly Integrated Approach Claire Ludwig, Dr. Tom Foreman, Steven Carswell Disclosure case study as a driver for sustainable quality initiatives at Champlain CCAC and talk about Governance (Ethics and Quality committees), Programs (Wound), Policies (disclosure), Processes (CCAC rounds, other), and Tools (Risk codes, CELS, etc.) - Claire Ludwig, Fiona Wall Building CCAC Capacity and Sustainability with ereferral to Long Term Care - Brenda Toonders Integration of board decision frameworks - Deryl Rasquinha Leading Change: Effective Change Management Through Engagement and Integration - Daniel Merritt presentation presentation presentation presentation poster presentation Champlain CCAC Board of Directors September 11, 2013 Item 2.6 Update on Media and Engaging our Communities PAGE 7

Community Leadership in Health Information Technology Paul Boissonneault, P.Eng, M.Eng Director Information Systems and CIO 2013-09-11 1

Objectives Provide an overview of the Champlain CCAC s Health Information Technology environment Clinical Information Systems Information and Communications Technology Business Intelligence and Reporting Financial and Administrative Systems CSS Shared Services Operations Understand how OACCAC, MOHLTC, ehealth Ontario, LHIN and local health IT initiatives fit together To discuss opportunities for ehealth evolution, enhancements and opportunities for innovation to support new strategic priorities Champlain 2

Setting the Context Hospitals Service Providers Primary Care Clients Long Term Care Homes Clinical Care Teams Clinical Information Systems Business Intelligence and Reporting Systems Financial and Administrative Systems Staff Senior Mgmt Board of Directors LHIN Equipment & Supply Vendors Community Support Services Shared Service Operations Information and Communications Technology Services 3 MOHLTC 3

Setting the Context The CCAC s role in health care is intricately linked with information movement and management as it pertains to: Providing Information and Referral services to clients Receiving Referrals Assessing Clients Sending Referrals Ordering equipment and supplies Managing waitlists Receiving and paying the bills Reporting results Champlain 4

Setting the Context (Con t) - Health System Integration - Champlain CCAC is integrated with the majority (165) of external health service providers/programs across the LHIN Electronic referrals sent via Health Partner Gateway (HPG) HPG Client View (client summary) Community Support Services - Shared Services Operations (SSO) Provide client information systems services for our community partners Champlain 5

Champlain CCAC s Current Environment Clinical Information Systems Business Intelligence and Reporting Systems Provincial Systems Shared Services Operations Financial and Administrative Systems Information and Communications Technology Services (Platform) 6

Annual Operating Budget Line Item FY13-14 Budget ($) % CCAC Budget* OACCAC Shared ehealth Program $ 1.7M 0.80 % IS Salary & Benefits $ 1.6M 0.77 % IS other expenses / CC Photocopier/ cell phones $ 1.8M 0.85 % Sub-total Information Systems $ 3.4M 1.6% Total FY 13-14 Budget $ 5.1M 2.4 % CSS SSO annual base $ 415K n/a one time FY13-14 $ 345K n/a *on a base operating budget of $212.4M in FY13-14 per July 2013 Financial Report Champlain 7

ehealth Funding & Governance in Ontario MOHLTC Ontario MD (Subset of Ontario Medical Association) Internal ehealth Ontario Projects LHINs OACCAC (e.g. Integrated Assessment Record) BTI* Funding $13.5M Clusters cgta cswo (e.g. cneo Connecting Northern and Eastern Ontario) BTI* Funding ~$4.5M Shared ehealth Program Primary Care ehealth Ontario Operations Other Health Service Providers CCACs Champlain *BTI Base Technology Infrastructure 8

Acute Care Hospitals Increased Primary Care Integration FHT / Primary Care New Assessment Tool increased range of tools CHRIS/HPG enhancements for Outcome Based Care Improving Quality, Efficiency and Safe Transitions CCAC Clinical Information Systems Intake Referral Portal CHRIS Document Management System Assess ment Shared Service Operations Health Partner Gateway System wide integration is in its early stages. Variety of point initiatives are underway Implement Automated Provider Reports Hospices Service Providers Equipment & Supply Vendors Long Term Care Homes Community Support Service Agencies Expansion of ereferral to CSS 9

SMART re-engineered referral process for Hospice palliative care Acute Care Hospitals ereferrals from Hospital Systems FHT / Primary Care ereferrals from Primary Care systems Improving Quality, Efficiency and Safe Transitions (Con t) CCAC Clinical Information Systems Intake Referral Portal CHRIS Document Management System Assess ment Shared Service Operations Limited central governance, budget or coordination of initiatives across partners Health Partner Gateway Implementation of ereferral to Hospices Hospices Service Providers Equipment & Supply Vendors Long Term Care Homes Community Support Service Agencies Expansion of Business Continuity / Disaster recovery 10