Articles

Service Plan

 

A: Agency Name

Ukrainian Seniors’ Centre of Sudbury Inc.

B: Overview

The Ukrainian Seniors’ Centre’s (USC) mission is to promote healthy living and involvement in social, cultural, recreational, and charitable activities in a Ukrainian ambiance. We aim to achieve this mission by identifying client needs, providing assistance through Assisted Living Services and the Congregate Dining Program and by referring clients to community resources when outside our mandate.

The Assisted Living Program is housed in the Ukrainian Seniors’ Citizens’ Complex. The Complex consists of 35 affordable housing units, administered by a Board of Directors with direct funding from the Ministry of Municipal Affairs and Housing.

The Social and Congregate Dining program assists to meet social interaction and the nutritional needs of seniors living both in the Complex and the community at large. Culturally sensitive special events are a big part of this program.

The USC strives to provide quality aging in place for the multicultural community in the Ukrainian tradition. As care needs increase clients can move into our Continuum of Care home, Barvinok Residence, located next to the USC. Barvinok, home to seven seniors, is funded by user fees, community donations, fundraising efforts and the Homemaking and Nursing Services Act and is staffed 24/7 by Personal Support Workers.

The USC has a membership of over 200 community members including 42 residents who live on site. Staffing is a complement of 16 individuals, 6 who are funded via the LHIN. The Centre boasts over eighty front line volunteers along with 10 dedicated Governance volunteers who have shared over 5200 hours this past year, a value of over $75,000 to the organization. The Executive Director position, funded via the Aging at Home Strategy oversees the operation.

The Centre is home for the only Ukrainian Arts Boutique in the North having on site an established Library with culturally sensitive books and videos available to the general public, often used for community research.

C: Advancement of the Integrated Health Services Plan (IHSP)

 

C1: IHSP

IHSP Priority

HSP Contribution

ALC: Enhance Seniors’ Housing Services

"encourage increased funding to expand"

 

"consider group home settings"

USC presented a submission for expansion to the SH hours within the Complex under the Aging at Home Project.

Barvinok-on-the-Park Residence presented a submission through the Aging at Home Project for new SH units.

Enhance the Use of Emergency Departments

24/7 Emergency Response (Helpline) and on call systems aid in reduced trips to ER.

Program ability to quickly ramp up SH hours care to client allows early discharge.

Aging at Home

SH & meal provision to low income seniors, seniors with multiple needs, seniors with cognitive impairments and seniors living in an ethno-culturally diverse community (Ukrainian) will delay/prevent early institutionalization or hospitalization

Certified RN and PSWs provide HSEP exercises to assist clients to maintain their mobility and reduce falls which will help with premature entry into LTC

Provision of Caregiver relief and support reduces burnout enabling the caregiver to provide care longer helping to reduce premature entry into the LTC system.

Regular communication with the Care Leader empowers seniors to manage their chronic health conditions better.

 

C2: Community Engagement Results – 2009/11

Members of the Board and the Executive Director actively participate on community committees such as: the CSS Network whose membership is comprised of senior representatives from LHIN funded community support service organizations; SH Advisory Committee whose membership is increasing to include health service providers as well as reps from the Housing Sector where the service is provided; Falls in the Elderly discussions often speaks to best practice and identifying gaps and duplication.

The USC hosted the CSS CAP Assessment Workshop this past Spring which was a wonderful networking opportunity for providers to come together across the North.

The Agency has held a number of focus group sessions with residents looking for their recommendations for program improvements and have implemented new menus in the Congregate Diners’ Program that better meet the residents’ dietary needs.

Good participation and sharing takes place at the AGM with communication and recommendations shared via the monthly newsletter and special mailings.

 

C3: Community Engagement Planned – 2011/13

Continued ongoing staff and Board participation with stakeholders on community committees will ensure there is no duplication of service or ‘re-inventing the wheel’.

A communication strategy will be defined to investigate increased participation of the broader Ukrainian community at the Centre to increase Diners’ Program units.

Monthly resident meetings will continue to engage clients and encourage change when needed. Both informal discussion and formal surveys have proven to be useful tools.

C4: Integration Results – 2009/11

The USC is a busy hub for all sorts of happenings in the downtown core, including the Blueberry Festival, the Canadian Garlic Festival, Sudbury Doors Open and many others. The Centre is an important part of Sudbury’s cultural scene annually hosting several special cultural events.

Several new board members have joined the Board this year bringing with them many new ideas. Plans are underway to bring the Complex and Centre Boards together and to revisit the Strategic Plan. Common members currently sit on both boards. The expectation is that administrative costs will be reduced through this proposed integration.

The Centre was successful is receiving New Horizon’s funding at the Barvinok location along with partial HRDC funding for a summer student for the Diners’ and SH Programs.

 

C5: Integration Planned Activity – 20011/13

The primary goal of the Centre’s Board is to form a strategic alliance with the Complex Board to ensure administrative efficiencies and social interaction for the wellness of our seniors. With changes in administrative personnel, colleagues from sister organizations such as the Alzheimer Society and Finlandia Village have been most helpful.

D: Situation Analysis

Meeting the OHRS/MIS reporting requirements has been an ongoing challenge and added to increased administrative costs. A change in human resources finds the new bookkeeper working diligently with the CSS MIS Project team in preparation of going live with Great Plains software commencing April 2011.

Cost of doing business is increasing, a 2% funding increase, leads to major challenges with overhead and staff retention. A full analysis is underway assigning tasks and costs associated to the current budget in hopes of finding new efficiencies. Current costs of doing business while supporting staff and aging volunteers and maintaining quality programs exceed the revenues provided. User Fees have reached their limit and in some cases a barrier to participation.

Service Units within the Congregate Diners’ Program are below expectation as they had been overstated in the previous Accountability Agreement. A more achievable volume number would be ~4000 meals provided to 100 clients. A large number of meals are provided to aging volunteers during food workshops activities.

Care needs of residents in the Assisted Living Program have increased. Expanded hours are needed to keep these seniors out of LTC. Staff is continually working to the highest level of their ability which requires increased monitoring.