agenda - aphasia

AGENDA Date: April 23, 2018 Time: 18:00-20:00 Meeting Chair: Jane Brenneman Gibson Meeting Location: 73 Scarsdale Road, Toronto, ON Conference Call: 416-343-2655 ID# 3767334

Founder Patricia Arato Charitable Reg No. 13306 5227 RR0001

Agenda Item Details

1. Call to Order

2. Welcome Welcome

3. Approval of the Agenda Motion Required

4. Approval of the Minutes of Previous Meeting

Motion required approving minutes for March 19, 2018

5. Business Arising from Previous Minutes

• For WTR – Hicham, when time permits, will identify if there are additional tools for relevant donors– meeting will be set up to discuss WTR metrics between Hicham and Carrie

• Caryl to add Patricia as an Advisor to the Board at the next AGM – action recorded for AGM

• John to bring suggestions from the Board Survey to the next Board meeting –

• Board to review the Strategic Plan and send commets to Jane or Valerie – completed

• Carrie to resend the Balance sheet to the Board re Reserve Funds – completed (please see Board Package)

• Silvia to refresh everyone on the costs associated with a potential move

6. Governance and Nominations Committee

Update – John

7. Quality, Research, and Ethics

To be carried forward

8. Fund Development Committee Update – Moira ICare, WTR Update - Moira

9. Executive Report Motion Required: To approve Executive Report

10. Other Business Motion to approve –City of Toronto Requirements – see acknowledgment in Board package

AGENDA Date: April 23, 2018 Time: 18:00-20:00 Meeting Chair: Jane Brenneman Gibson Meeting Location: 73 Scarsdale Road, Toronto, ON Conference Call: 416-343-2655 ID# 3767334

Founder Patricia Arato Charitable Reg No. 13306 5227 RR0001

Four year Strategic Plan Highlights 2017/18 Operational Deliverables Status update 2017/18 Key Achievements

11. Finance Report Finance Report - Silvia Investment update report - Silvia

12. In Camera Session

13. Meeting termination Motion Required

14. Date of the next meeting TBD

Items included in this Package Agenda Minutes for Mar 19 Executive Report City of Toronto Requirement Four Year Strategic Plan Highlights Operational Deliverables Status Update 2017/18 Key Achievements Finance Report 2017 Investment Review Strategic Plan 2018-2022 2018/19 Operations Plan

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Minutes of the Board of Directors Meeting Of the Aphasia Institute Monday, March 19, 2018

Present: Staff Jane Brenneman Gibson Aura Kagan Silvia Gomes Carrie Harrison Camilla Todesco Valerie Chavossy Henry Hsu John Gayle George Kopulos Hicham El Chazli John Gayle Teleconference Regrets: Ky Pruesse Moira Dean Patricia DiNicolantonio

Topic Discussed Outcome/Action 1. Call to Order Jane called the meeting to order at 6:05 p.m.

2. Welcome Jane welcomed everyone to the Board meeting

3. Approval of Agenda

Motion to approve the agenda

Moved: Silvia Gomes Seconded: John Gayle

Carried 4. Approval of the

Minutes of the Previous Meeting

Motion to approve the minutes of February 19, 2018

Moved: Hicham El Chazli Seconded: Camilla Todesco

Carried

5. Business Arising from Previous Minutes

Action item that is ongoing:

Hicham, when time permits will identify any additional tools for relevant donors.

All other action items completed

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Topic Discussed Outcome/Action 6. Governance and

Nominations John provided an update: • Governance committee continues to review

applicants for the HR position. Aura stated that Patricia is willing to stay on as an Advisor to the Board. Jane requested all Board members to use their networks to see if they know anyone who would be interested in the position with experience in a community-based organization

• The Governance committee met with a board applicant, The Governance committee will meet to determine if the applicant is an appropriate fit for the Board.

• John is reviewing the process for recruiting new Board of Director members

• John continues to review the results of the Board survey.

• Governance Committee is reviewing the interview form for Board applicants

Action: Caryl to add Patricia as an Advisor to the Board at the next AGM Action: John to bring suggestions from the Board Survey to the next Board meeting

7. Quality, Research, and Ethics

The QRE Presentation has been posted on the Board website

8. Fund Development Committee Update

Ky provided an update on Fundraising:

ICare Volunteers, family members, staff, and members continue to fundraise for ICare.

The staff have organized a Staff Baby Photo Guessing Contest and the family members are organizing a craft and bake sale this week.

WTR The internal launch for Walk Talk n’ Roll will be held the week of April 16. The communications committee has finalized the main story.

BMO The Communication Committee is finalizing the BMO application.

Family Night/Donor Cultivation The Donor Cultivation event was very successful. We had 8 donors/supporters and 4 Board members attend the event. Aura reiterated that the Board presence really makes a difference at these events

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Topic Discussed Outcome/Action

Foundation Unfortunately, the application for the Foundation grant for evaluation of the MOH 3 year project that Jane was working on was not accepted.. The Foundation provides funding for Capital Expenditures.

9. Executive Report Motion to approve Executive Report.

Jane was impressed by the amount of training that was done in the past month.

Moved: Valerie Chavossy Seconded: John Gayle

Carried

10. Other Business Strategic Plan Valerie agreed to edit the document and make small grammar and wording changes to the draft strategic plan.

A discussion was held on the theme and the Board made a decision not to go with a theme.

The Board agreed in principle to approve the Strategic Plan

Motion to approve the Strategic Plan

Action: Board to review the Strategic Plan once more and send your comments to Jane or Valerie Moved: Henry Hsu Seconded: George Kopulos

Carried

11. Finance Report Silvia presented the December 2018, Financial Statements.

The Reserve Fund was renamed as Retained Earnings in the Balance Sheet. Carrie to make the correction and resend to the Board

Action: Carrie to make a correction and resend the Balance sheet to the Board

Action: Silvia to refresh everyone on the costs associated with a potential office move

12. Facility Move Camilla asked about the facility move.

Aura stated that when we have more concrete information about timelines etc., we will move forward with any inquiries

13. In Camera Session

14. Next Meeting Date Monday, Apr 23, 2018

Meeting Termination The meeting was terminated at 7:10 pm

Motion to terminate the meeting

Moved: Silva Gomes Seconded: Henry Hsu

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Topic Discussed Outcome/Action Carried

By my signature, I hereby confirm that these minutes accurately reflect the business conducted at the Mar 19, 2018, Aphasia Institute Board Meeting.

Executive Report to the Aphasia Institute Board of Directors – April 2018

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Vision Statement There are no barriers to living successfully with aphasia Mission Statement Give hope to people with aphasia and their families by developing and sharing innovative solutions that reduce language barriers to full life participation

Executive Report: April 2018

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Acronyms A list of acronyms to assist you as you navigate this report: AAH Aging At Home ALC CAMS

Alternate Level of Care Communicative Access Measures for Stroke

CAPS Community Accountability Planning Submission CCAC Community Care Access Centre Central LHIN COLA

Central Local Health Integration Network Cost of Living Allowance

CSS Community Support Service CSS Network HRDC

Community Support Service Network Human Resource Development Canada

H-SAA Hospital Service Accountability Agreements HSF Heart & Stroke Foundation H-SIP Health System Improvement Pre-Proposals

Health System Improvement Project IHN Important Health Notice IHSP Integrated Health Service Plan M-SAA Multi-Sector Accountability Agreement MOHLTC Ministry of Health and Long-Term Care OAHPP Ontario Agency for Health Protection and Promotion OCSA Ontario Community Support Association OHA Ontario Hospital Association OHRS/MIS Ontario Healthcare Reporting Standards / Management Information

System OSN OSS OTF

Ontario Stroke Network Ontario Stroke System Ontario Trillium Foundation

OTN The Ontario Telemedicine Network SCA™ Supported Conversation for Adults with Aphasia SHKN Seniors Health Knowledge Network SNAGA Health Service Needs Assessment and Gap Analysis TRI Toronto Rehabilitation Institute WERS WTR

Web Enabled Reporting System Walk Talk ‘n’ Roll


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This report is respectfully submitted by the Executive Staff Team:

Aura Kagan, Executive Director and Director of Education and Applied Research Catherine Brookman, Consultant Executive Leadership, Research and Program Innovation Carrie Harrison, Director of Finance and Operations Rochelle Cohen-Schneider, Director of Clinical and Educational Services

Prepared with administrative support from Caryl Pereira


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Updates related to:

Strategy

Operational Plan

• The status of the annual operational deliverables arising from the strategic plan are included in the Board package

Strategic Plan • Final Strategic Plan (2018-2022) is included in Board Package • The status update on strategic deliverables for the previous Strategic Plan is included

in the Board Package Finance and Operations (including agency related –LHIN, human resources) Finance • Please refer to the financial statements provided in the Board Package

Operations

• 2017/2018 year-end is completed and our Audit is scheduled for early May • To ensure we meet the deliverables of our Ministry of Health Funding, all vendors

have been secured • Aura and Carrie met with the new owners of our building. It sounds like we have the

ability to stay here until August 2019 when our lease expires. After that, we may have the option of renewing our lease for three to five years. The renewal is dependent on whether or not the new owners decide to move in upstairs themselves. Option to stay is only available if they decide to move their office space to this location. They are making this decision within the next few weeks so we'll have sufficient notice to make preparations

External Relationships

Ministry/CLHIN

• Kim Baker, CEO of the CLHIN made a site visit to meet with Aura on April 3rd. Topics discussed included an update on our new Strategic Plan, Aphasia Institute achievements, the status of our building situation, and progress made on MOHLTC provincial initiatives, including the need for an evaluation component.


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Communications • The first external communication related to WTR will be going out the week of April

16 • In May, the Fund Development committee will begin discussing themes and

strategies for the Annual Report, and the communication working group will begin working on related communication strategies

• The general announcement of our Ministry funding is in its final stage and will be ready for dissemination shortly

Revenue Generation/Fund Development (including fundraising, donor cultivation)

• Overall fundraising efforts exceeded budget by $18K • We have secured a generous donation (fiscal 2018/19), of over $67K. This donation

will go toward the development and implementation of a specific IT platform that will result in a more user-friendly online experience and make it more attractive for individuals and organizations in Ontario and beyond to take advantage of what we have to offer – including deliverables related to our Ministry grant.

Training, Education, and Resources • We completed SCA training to 162 PSWs in the Greater Toronto Area generating

$16,000 revenue • We provided our second Introduction to SCA webinar to 33 SLP students from

Boston University on April 11th generating $1,650.00 USD • Our 2nd webinar of the Aphasia Institute Knowledge Exchange Speaker Series entitled

“Intervention Planning for Aphasia: How to Collaborate in Clinical Settings by Katarina Haley was presented on April 12th

• We successfully completed a 3-Day SCA Core Training to 9 SLPs at Nova Scotia Speech and Hearing Centres from April 16 -18 generating $11,000 revenue

• Resource Sale – Our annual resource sale ended March 31st, generating $8,190.00 in revenue

• Aura will be attending the 2018 Clinical Aphasiology Conference and present a poster related to the development and evaluation of a new tool – The Basic Outcome Measure Protocol for Aphasia

Direct Service General • The LHIN requires us to complete an annual survey, with each client, consisting of

three questions on an annual basis. In keeping with current trends in healthcare and requirements by the LHIN, we have enhanced the survey, adding three additional questions. The Client Experience Survey will provide us with additional information


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on client experience related to our service. This has been approved by the QRE committee and is ready for implementation

Students • Our Social Work and Social Service Worker students are completing their year-long

placements with us. Both students have demonstrated considerable growth and have benefitted from excellent supervision by Anjana Magapu and Shannon Hill

• We are planning for our summer SLP students Volunteers • 14 new volunteers have joined our client services program as of Apr 1st.

Additionally, in May, we expect one volunteer to join us for a compressed (two days/week) summer volunteer experience. This volunteer attends UBC and is planning to pursue a graduate program in Speech-Language Pathology

• The Coordinator Volunteer Services has recently received two inquiries from volunteer applicants in Italy and Holland. The screening process is underway and both are interested in compressed volunteer experiences

• Our Volunteer Celebration is happening the evening of Thursday, May 10th. All Board members are encouraged to attend. This year’s theme is “An Artistic Journey” featuring the artwork of a former volunteer and other artistic activities

• Ontario Volunteer Service Awards – Seven of our volunteers were recognized at an evening ceremony on Apr 10th. Volunteer recipients include Myriam Shechter, Ushi Tanna (20 yrs.); George Kopulos, Marilyn Berger, Carol Pratap (10 yrs.) Moira Minoughan (5 yrs.); Baljot Kalsi (Youth)

Research and Project Updates

Communicative Access Measures for Stroke (CAMS) • Technical support continues for users of the tool • CAMS testing is ongoing with the help of Shore Consulting as the CAMS tool is

upgraded to include user-friendly features • A presentation about CAMS was provided to trainees at the 3-Day SCA Core

Workshop on March 6th, 2018 SCA-Acute • Two family focus groups and three manager interviews were completed throughout

March and April 2018 • We are transcribing the focus group and interview discussions prior to qualitative

research analysis that will provide input into the adaptation of SCA™ training for the acute care setting


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Basic Outcome Measurement for Protocol for Aphasia (BOMPA) • A research day was held on Friday, April 13th for a formal study to evaluate the

reliability of the above tool. A total of 20 speech-language pathologists from Ontario participated in the study

• Data will be analyzed and the results presented in a poster at the Clinical Aphasiology Conference on May 22-26 in Texas, U.S.

QRE Committee • The QRE Committee met on April 9, 2018, to provide advice on an external research

proposal submission, and received updates on various projects • The committee approved the research deliverables for the current operational plan • The QRE Committee will meet next on June 11, 2018

Upcoming Events

Month Board Meeting Board Education Events to attend

April 2018 Board Meeting April 23

May 2018

Volunteer Celebration May 10

June 2018 Board Meeting TBD

Walk, Talk ‘n Roll June 10

September 2018 Annual General Meeting Sept 24

October 2018 Board Meeting TBD

November 2018 Board Meeting TBD

December 2018

Holiday Party Dec 8

April 23, 2018 ACKNOWLEDGEMENT The Aphasia Institute (the "Organization"), acknowledges that:

1. compliance with the City of Toronto's Community Grants Policy is a requirement of the organization's Grant Agreement with the City

2. the City's Community Grants Policy, in relation to political activities, provides as follows:

a. Grant recipients shall not use funds provided by the City to

oppose or endorse a named party, or elected official. Any such grants may not be devoted directly to such activities, or devoted indirectly through provision of resources to a third party engaged in partisan political activities.

b. In cases where a grant recipient devotes part of its resources to

political activities, such political activities must be Ancillary and Incidental to its mandate, purpose, and project or service activities, such political activities must not include the direct or indirect support of or opposition to any political party or candidate for public office.

c. Without limiting the above, political activities undertaken as part of a City funded project can include:

o all candidates meetings, oral and written presentations to the

o relevant Councillors to present the proponent's views or to provide information,

o oral and written presentations or briefs containing information and recommendations to the relevant committees of Council,

o the provision of information and the expression of non-partisan views to the media that fall within the general ambit of the grant recipient's mandate or purpose, as long as the devotion of resources to such activity is reasonable in the circumstances (i.e., is intended to inform and educate by providing information and views designed primarily to allow full and reasoned consideration of an issue, rather than to influence public opinion or to generate controversy),

o publications, conferences, workshops and other forms of communication that are produced or organized by a grant recipient in order to sway public opinion on political issues and matters of public policy,

o advertisements in newspapers, magazines or on television or radio to the extent that they are designed to attract interest in, or gain support for, a grant recipient's position on political issues and matters of public policy,

o public meetings or lawful demonstrations that are organized to publicize and gain support for a grant recipient's point of view on matters of public policy and political issues, and mail campaigns: requests by a grant recipient to its members or the public to forward

o letters or other written communications to the media and government expressing support for the organization's views on political issues and matters of public policy.

d. None of the above activities may be carried out in a manner

that may reasonably be construed as supporting a particular candidate, elected official or particular party.

e. Through its funding, the City of Toronto creates opportunities for

communities to play a role in shaping public policy as a way to support an active and engaged civil society. However, these investments are not an endorsement of any particular political or policy perspective held by Grant recipients.

Adopted by the Board of Directors

_____________________ ___________________ Jane Brenneman Gibson Date Board Chair As per section 27 of the Municipal Freedom of Information and Protection of Privacy Act, the information collected on this form and the fact that you have adopted this declaration may be available to the general public and included in a public report to City Council. Questions regarding this declaration may be addressed to Barbara Powell at 416-397-7302 or [email protected]

mailto:[email protected]

Aphasia Institute (2014 -2017) Strategic Plan Outcomes

Prepared by the Executive Team 1

Strategic planning is an organizational management activity that is used to set priorities, focus energy and resources, strengthen operations, ensure that employees and other stakeholders are working toward common goals, establish agreement around intended outcomes/results, and assess and adjust the organization's direction in response to a changing environment.

The Aphasia Institute’s previous Strategic Plan covered a four-year period and moved us forward significantly in each of the targeted areas. Achievements over the past four years culminating in our large Ministry of Health grant could not have happened without our ‘aspirational’ goals and the focused effort that went into achieving them.

Key Highlights of Targeted Areas

Engage with the Stroke Community to Improve Stroke and Aphasia Services

• SCA Acute Care project with North York General Hospital (Research Project) • Consultation services to the Toronto Stroke Network, training of SCA and development of SCA

implementation tips • Expanding the reach/audience for SCA training; Personal Support Workers, SLP students,

Activations • Communicative Access Measure for Stroke (CAMS) Tool –developed, disseminated to Stroke

Health Care Facilities and Professionals. Additional refinement of the tool has been completed and final testing is underway

• Basic Outcome Measure Protocol for Aphasia (BOMPA) – developed, internal pilot testing completed, research phase underway

• ICES project – comparing post-stroke patients with and without aphasia in Ontario • Innovative online tool made available to stroke community to evaluate communicative access at

an organizational level (CAMS)

Expand Knowledge Exchange to Promote Quality and Accelerate Learning, Reach, Impact

• Process changes and program enhancements to successfully reduce client wait times • Key data analytics for specific Fund Development campaigns, providing better understanding of

the donors and ability to directly target key donors for donor cultivation • Increased volunteer engagement via committee and project involvement • Staff knowledgeable about the Strategic Plan and the Operational Plan, allowing Manager and

individual staff to plan objectives and job accountabilities for the year • Financial process changes has allowed for real-time accounting and improved financial controls • Revision of client survey • Client/Volunteer electronic record allows for key data elements to be pulled to assist with

program decisions, research projects like ICES • A model of service has been created for Primary Progressive Aphasia and their Caregivers • Network partners is broadening – North York General Hospital, Health Quality Ontario,

Universities



• Securing the Ministry of Health Funding ($1.2M over a three year period) will provide free access to e-learning and other tools/resource for Health Care Professionals in Ontario, free consultation services to both clients with aphasia and their caregivers and Health Care Professionals, “What is Aphasia” book free to clients with aphasia in Ontario

Develop a Mission-Related Social Enterprise Program to Contribute to Sustainability and Growth

• Income generated from training programs and resources helped us with cost-recovery in these areas

• Focus on potential new products with potential for revenue generation e.g., BOMPA • Launch of ParticiPics – a searchable data base of our pictographic images. (Consideration is

now being given to this as a ‘lost leader’ to bring people to our site • Working with key organizations/vendors and individuals helped us position our successful

submission of a business case to the Ministry of Health and Long Term Care for funding and securing $1.2M.

Develop our Quality Staff and Volunteers in a Team Learning Environment

• Support of staff training, personal growth and development • Mentoring and coaching of staff • Established a formal Communication Committee consisting of staff and board, that creates

communication material for key fund development events • Broadening volunteer program to assist with internal HR capacity (administration, research,

fund development)

Strategically Communicate and Market the Institute

• Utilizing Public Inc. to draft first communication pieces for Annual Appeal and WTR • Hosting two donor cultivation nights annually has led to increased donor engagement • Pro-Bono work with Public Inc. to develop a Case for Support had led to additional funding from

the Ministry of Health and Long Term Care • Developed marketing strategies allowed for increased uptake of training from other audiences

(Personal Support Workers, Activationists) • Communication Committee provides key messaging for Fund Development events and

communication like Building Bridges

Increase and Diversify Revenue

• Broaden training reach to other health care professionals and universities • Key focus to donor cultivation via; donor events, individual donor meetings • Ministry of Health and Long Term Care funding award • One-time funding awards from Central LHIN for IT purchases and to support the development of

a Primary Progressive Aphasia service model



Develop Efficient and Effective Information Management Technology

• Quality Tool –CAMS released to Health Care Professionals, and further refined based on user feedback

• Build HR capacity –examples: key volunteer trained in testing of CAMS, more than one person knowledgeable with data input of key fundraising events, more than one person able to support IT infrastructure

• IT infrastructure developed to monitor the organizations IT assets, and provide a systematic help desk

• Moved two software applications to a cloud-based solution

Operational Deliverables 2017/18 Status Update

Results as of December 31, 2017 – Prepared by Executive Team as of January 30, 2018

Area One Target Area Outcome Indicators (based on metrics

attached to operational goals)

Q4 Comments

Area 1: Continue to build on strategic approach to revenue

generation developed jointly by executive team and Board

Significantly reduce our ‘worst case’ budget deficit projection by identifying and acting upon a clear deficit reduction strategy including mitigation strategies

See Comments

• Forecast deficit is predicted to be

Fundraising Events (overall target $118K) o WTR – target is $81K o Annual Appeal – target is $30K o I Care – target is $7K

Exceeded

• All Fundraising events exceed overall targets. $14K positive variance to budget Exceeded

Exceeded Social Enterprise (target $137)

o Education and Training -$107K o Pictographic Resource Products -

$30K

Exceeded

• $21K positive variance

Donor Cultivation: o Continue with small donor

cultivation events and individual engagement of specific donors

Exceeded

• Commitment from donor to financially support IT platform for external users to have easy access to AI offerings (e.g. Partipics, CAMS)

Follow up on Planned Giving strategy with Board Leadership Completed

• Refer to Q1 report

o Continue to identify key “funding” opportunities related to education and research

Ongoing

• Refer to Q1 and Q2

Investigate setting up a Foundation Completed

• See Q3 comments

Area Two Provide input to development of next strategic plan undertaken by

the Board of Directors

Strategic Plan for 2018-2021

Completed

See Area Three –Next Page



Area Three

Target Area Outcome Indicators (based on metrics attached to operational goals)

Q4 Comments

Area Three: Maintain high standard of direct services and

continue to align this with agency synergy related to research and

education

In response to clients’ needs we will focus on three programs: Primary Progressive Aphasia (PPA) : Based on last year’s pilot work, we will continue to offer this program:

o Develop clinical partnership with the Alzheimer’s Society to ensure that when PPA clients and families are discharged from service, they have the support they require

Talking to Your Doctor Kit: Offer a six to eight-week program to clients one-two times per year:

o Analyze pre-post survey results related to use of the tools and resources in real-life.

o Document specific stories related to this program

o Develop a presentation for future conferences

Ongoing

• Refer to Q1 and Q2 and Q3 report

• See Q3 comments

• See Q3 comments

Completed

Completed

Completed

See Area Three –Next Page



Area Three


Q4 Comments

Area Three: Maintain high standard of direct services and

continue to align this with agency synergy related to research and

education

Capture the impact of our direct service by measuring client outcomes using the following measures:

o Client Satisfaction Survey o Basic Outcome Measure for People

with Aphasia (BOMPA) o Assessment for Living with aphasia

(ALA): Develop protocol for administration for clinical use and future research opportunities

Completed

• See comments from Q3


50% Completed

Delayed

Fostering research and education skills and opportunities for clinical staff in research and education see Area 6:

See Area 6

Continue to meet the Central LHIN and other Funder contractual obligations and provide reports as required

Ongoing

• Aura met with Kim Baker to provide her an update on the MOH funding deliverables

• Aura and Jane met with the Ministry of Health and Long Term Care to update them on the MOH funding deliverables and to get feedback on how to position the Aphasia Institute for continued funding after the MOH one-time funding is completed

See Comments

See Comments

See Area Four – Next page



Area Four


As of Q4 Comments

Area 4: Grow education and resource activities and revenue

with focus on knowledge exchange and in line with stroke

priorities where possible

Using personal relationships within our professional networks to promote the following initiatives: Show on the Road

Create a marketing brief to be part of ongoing communication with stakeholders

In person, approach 2-3 colleagues to pitch the idea

Student Webinar

Develop and implement a webinar for students teaching them about SCA and Communicative Access

Offer this webinar to 2-3 Universities as a pilot project

Completed

• Have secured one Show on the Road for this fiscal year and secured two others for next fiscal year


Completed

Completed

Completed

Investigate potential new audience for training and resources:

o Develop a proposal and approach one to two organizations to offer training e.g. Alzheimer’s Society

Completed


See Area Four – Next page



Area Four


As of Q4 Comments




Utilize the learnings from the direct service programs ‘to bring new products to market:

o Run Compass program (Intensive) as a pilot program

o Create one new bundle (10 images) to add to ParticiPics in response to external or internal requests

See Comments • Refer to Q1 report

Completed

Maintain focus on increasing participation in our knowledge exchange opportunities via online/distance education:

o Conduct two online series with four speakers per series

Completed

Investigate the usability/interest of converting resource booklets into a PDF interactive format:

o Create client and clinician survey o Analyze survey results

10% On Hold


• Refer to Q2 report On Hold

Update the package of materials for SLP trainers (Train the Trainer program) to enhance their materials

o Create 6-8 new role plays based on the Talking to Your…series Develop educational structure for creation of new video clips to demonstrate use of SCA strategies with production schedule to be determined based on staff resources and funding

On Hold (related to overlap with new MOH

funding)



On Hold



Area Four


As of Q4 Comments




Investigate the potential of marketing and selling the on-line Archive webinars:

o Develop operational process to have the “rights” to sell the archive webinar

On Hold


Participate in HSF webinar (May 2017) to share information about Products and Services of AI:

o Engage Heart and Stroke Foundation (HSF) as a distribution channel for Education and Resources

Completed

Target Aphasia and Speech-language pathology conferences

o Submit at least two posters and/or presentations to two peer-reviewed conferences

o Submit at least one article to peer-reviewed publication

Completed


• Full list of successful submissions will be included in our annual achievement list

Completed

Grow customer databased by 5% o Develop strategy and process to

target and engage “new customers”

See comments


See Area Five – Next page



Area Five


As of Q3 Comments

Area Five: Focus research and development on

demonstrating the value and quality of our services

(clinical, training, products) and on improving stroke and aphasia patient experience

Develop research agenda for the year with input from Quality, Research and Ethics Committee (QRE)

o Draft plan submitted to QRE Chair – By March 15’th 2017

Completed

Internal research focused on the following two projects:

o SCA ACUTE project complete data collection and analysis phase

o Basic Outcomes Measure for Aphasia (BOMPA ) tool

Modifications after internal trialing on completed tool

Initiate small reliability study with participants from the Ontario Aphasia Centre Interest Group (OACIG)

50% Completed

• Refer to Q3 report • Focus group meetings completed,

transcription of the meetings is underway

• Reliability study with key participants occurred in April/2018

Completed

Delayed

Develop research strategy to utilize systematically collected outcome data as per Area 3

o Relevant demographic and clinical information entered into our client data base so available for research purposes

o Pre-post intervention data analyzed and used as pilot information for presentations and projects by year- end.

Completed

• Refer to Q1 report • Refer to Q3 report


See Comments

See Area Five – Next page



Area Five Target Area Outcome Indicators (based on metrics

attached to operational goals)

Q4

Comments

Area Five: Focus research and development on demonstrating the

value and quality of our services (clinical, training, products) and on

improving stroke and aphasia patient experience

Initiate discussion on next steps in working with ICES Ongoing


Facilitate completion of other internal and external research projects approved by our Quality, Research and Ethics Committee over the course of the year

o Reports on completed project available

Ongoing

Research Knowledge Exchange Activities o See Knowledge Exchange

section (Area 2 above)

Maintain and develop external research network connections

o Participate in at least two research related activities with external organizations

Ongoing


See Area Six– Next page



Area Six


Q4

Comments

Area six: Prioritize increasing the efficiency and effectiveness of

internal systems that relate to the above (in relation to ‘enabling goals’

in strategic plan)

Continue to implement annual KE plan for staff, based on prior years input received from staff

o Focus on 1-2 opportunities for learning in the area of storytelling and narrative to be offered to all staff

Completed


Continue to encourage staff to participate in educational activities that may meet their personal goals and that of the agency

o At the end of the fiscal year all staff’s educational activities will be collated as a report

Completed

Continue to cross-train staff to support staff vacancy (holidays, maternity leave, sick leave)

o Develop a proactive plan to cover two maternity leaves

o Hire for SLP maternity leave will shadow current SLP

o Cross train ``bookkeeping`` functions to additional staff

Completed


Continue to develop staff and volunteers in a team learning environment

o Continue with Volunteer Working Committees

o Review the volunteer demographics to ensure the skills and experience are meeting the changing demographic population

o Mentor and coach staff to become leaders of various committees WTR

Ongoing



Area Six


Q4

Comments



in strategic plan)

Fostering research and education skills and opportunities for staff in line with our synergy

o Assign and mentor at least one staff person who shows an interest in research activities

o Assign and mentor at least one staff person who shows and interest in curriculum development education and training

o Hold at least two research meetings with staff

On Hold


• Refer to Q2 report On Hold

Completed

Continue to develop additional Revenue Generation expertise and capacity in staff

o Staff to continue working with and learning from others e.g. Board members/external experts e.g. Public Inc.

o Continue working with appropriate staff on communication skill in development of written material for key events e.g. newsletters and support material both hard copy and electronic

Ongoing


Ongoing



Area Six


Q4

Comments



in strategic plan)

Increase and Diversify Revenue – see Area 1 above

o Increase Professional Fees Completed

Develop Efficient and Effective Information Management and Technology

o Develop IT work-plan/framework to facilitate proactive management of systems and capacity needs

o Look at various integration software tools – increasing efficiency, reducing duplicate work

o Provide education/support to IT staff to support enhanced comprehension and awareness of IT management components

o Continue with data enhancements in the client electronic record

o Upgrade software as required (client electronic record, CAMS, Microsoft Windows)

Completed



• Refer to Q3 report • CAMS is in the final testing stages, prior

to a release to the public

Ongoing

Ongoing

Ongoing

Ongoing

Complete Engagement surveys (volunteers, and clients)

Completed

Create and implement new engagement survey for clients

Ongoing • Rochelle updated QRE on the client/volunteer focus group feedback on client surveys

Expand on Exec continuity plans (micro level)

Ongoing • See comments from Q2

The Board Chair will create a small working group to assist with a new strategic plan facilitated by Lyn M.

Completed



Current Financial Metrics

Description Actual Net Income (+)/Net Loss(-)

Budgeted Net Income/Net Loss

Variance Rationale

As of March 31, 2018 $-17K -$207K +$190K positive variance See Financials

Reserve Draw-Down –Forecast for Year End A B =A-B C =A-C

Reserves as of April 01, 2017 Actual Financial Results 2017/2018

Forecasted Reserve Balance as of April 01, 2018

Approved Budget Loss 2017-18

Budgeted Reserve Balance as of April 01, 2018

+$409K -$17K $392K -$207K $202K

Mar 8, 2018

Aphasia Institute Achievements 2017-18

(Internal Version)

1. Direct Clinical Services

For 2017-2018, Direct Clinical Services responded to client needs and feedback by piloting or expanding several new programs or groups, as we continue to benefit from the participation of our dedicated and innovative volunteers.

New Program Initiatives

o Variety Hour – provides stimulating, engaging activities in a communicatively accessible

environment. Includes yoga, Tai Chi, drumming or dance

o Beginner Step-up Program – adapted the exercise program for those who want a little

more challenge

The Volunteer Resource Program

o This year, there were increased volunteer opportunities for clients at the Daily Bread Food

Bank, Lighthouse, Yonge Street Mission, New Circles and Toronto Humane Society

The Community Outing Program

o Through the ICARE Fundraiser, we provided 49 subsidies to clients who otherwise would not

be able to attend

Volunteer Support:

Total number of volunteers providing over 14,500 hours of support

o 41 new volunteers

o 9 volunteers awarded for Volunteer Service by Ministry of Citizenship & Immigration

o 10 student volunteers accepted into graduate programs such as Speech-Language

Pathology

Quality Initiative:

o We are in the process of finalizing a new client engagement survey, based on feedback

from clients, volunteers and the Quality Research and Ethics Committee

Example of feedback on direct services

“This institute has done so much for my family and me following my mom’s diagnosis with

Primary Progressive Aphasia. I can’t endorse the institute, its staff and volunteers enough”

Jennifer Heath

Mar 8, 2018

2. Research and Development

Research/Development Projects:

SAGE Encyclopedia of Human Communication Sciences and Disorders o Successfully passed the first round of approval for entry on Supported Conversation

ICES (Institute for Clinical Evaluative Sciences) o We presented results from the Healthcare and costs in people with stroke with and without

aphasia in Ontario at the Clinical Aphasiology Conference (May 2017) and American Speech

and Hearing Association Annual Conference (November 2017)

o We are in discussions with prominent ICES scientists, Dr. Jeffrey Hoch and Dr. Moira Kapral,

research and aphasia expert Dr. Nina Simmons-Mackie, and health economist Dr. David

Whitehurst on the possible approaches to the next project phase

SCA ACUTE Project o This self-funded project (approved by the Quality Research and Ethics Committee in 2015, and

approved by the North York General Hospital Research Ethics Board in 2016) is moving

forward with data collection

o Throughout 2017, we recruited family members (both from within the Aphasia Institute and

from external sources) and frontline healthcare staff

o We have collected qualitative data from family members and staff on their experiences in the

acute care setting pertaining to stroke and aphasia

o In addition to qualitative data, staff participants have also provided quantitative data

measuring communication access in the acute setting via CAMS

o We have completed 16 observations of healthcare staff providing routine care to stroke

patients with aphasia/communication difficulties

o We are currently in the process of conducting focus groups with family members and

healthcare staff

o Research findings will help us adapt SCA™ training and family resources for the acute care

setting

CAMS (Communicative Access Measures for Stroke)

o The article evaluating CAMS was accepted by a prestigious journal – Archives of Physical

Medicine and Rehabilitation

o This Quality Improvement tool is being upgraded with the help of Shore Consulting, and we

expect a ‘soft launch’ in Spring 2018, followed by a full public launch later in the year

BOMPA (Basic Outcome Measure Protocol for Aphasia)

o BOMPA is a quick and efficient tool designed for both community and rehabilitation SLPs to

capture outcomes of interventions that focus on conversation, participation, and quality of

life for people with aphasia

Mar 8, 2018

o The inter-rater reliability study was approved by the Quality Research and Ethics Committee

in 2017, and we expect to collect data and conduct analyses in Spring 2018

o Results of the inter-rater reliability study will be presented at the Clinical Aphasiology

Conference 2018

Collaboration with Health Economists

o The article on the economic evaluation of a pictorial version of EQ-5D, a health-related quality

of life instrument, was accepted by a health economics journal - Pharmaco-Economics Open

Publications:

Kagan, A., Simmons-Mackie, N., & Victor, J.C. (in submission). The impact of exposure with no training: Implications for future partner training research

Kagan, A., Simmons-Mackie, N., Victor, J.C., & Chan, M.T.Y. (2017). Communicative Access Measures for Stroke: Development and Evaluation of a Quality Improvement Tool. Submitted to Archives of Physical Medicine and Rehabilitation, 98(11), 2228-2236.

Whitehurst, D., Latimer, N., Kagan, A., Palmer, R., Simmons-Mackie, N., Victor, J.C., Hoch, J. (In Press). Developing accessible, pictorial versions of health-related quality of life instruments suitable for economic evaluation: a report of preliminary studies conducted in Canada and the United Kingdom. PharmacoEconomics - Open

3. Aphasia Institute Presentations & Invitations

Presentations/Workshops

Clinical Aphasiology Conference, Utah, May 2017: o Aura Kagan and colleagues presented a poster on Healthcare utilization and costs in people

with stroke with and without aphasia in Ontario

Nordic Aphasia Conference, Norway, June 2017:

o Aura Kagan was invited to present the keynote address (Think IMPACT: Implications for

aphasia treatment and research)

American Speech-Language and Hearing Association (ASHA) Annual Conference, Los Angeles, Nov 2017: o Aura Kagan was invited to sit on the 2017 ASHA Program Committee to review proposals

o Aura Kagan & Rochelle Cohen-Schneider presented a paper on Reducing Barriers to Patient-

Doctor Communication: A Functional Treatment that includes Real Life Participation

o Aura Kagan co-presented a paper with Dr. Nina Simmons Mackie titled: Is Functional Enough: Disentangling Activities, Participation & Quality of Life in Aphasia Treatment & Research

o Aura Kagan and colleagues presented a poster on Health Care Use & Costs for Stroke Patients with and without Aphasia; Canadian Pilot Data

Mar 8, 2018

o Rochelle Cohen-Schneider presented two papers titled “Keeping Conversations Alive: Helping

those with Primary Progressive Aphasia to Live their Best Life” and “A Curriculum for Student

Practicum in Aphasia: Lessons from the Aphasia Institute

Quebec Heart & Stroke Summit, Montreal, Nov 2017: o Aura Kagan was invited to present a lecture on Best Practices in stroke and aphasia. How can

people with aphasia be involved in decisions about care and rehabilitation

Aura Kagan was invited to review manuscripts for the Journal of International Speech-Language

Pathology and Aphasiology

University of Toronto – Speech-Language Pathology Department o A two-hour lecture to 50 SLP students at the University of Toronto was given by Robbyn

Draimin

o A three-hour SCA training workshop was delivered to to 37 University of Toronto SLP students

by Robbyn Draimin

Community Education

Staff have given several presentations:

Rochelle Cohen-Schneider o One hour webinar to the Heart & Stroke Foundation of Ontario on ‘Shining a spotlight on

aphasia: the contribution of the Aphasia Institute’

o A one-hour presentation on Programming for full life participation at the Aphasia Institute to

the Ontario Aphasia Centers Interest Group Knowledge Exchange Day

o Presented to the following on The Aphasia Institute – an overview

Half-hour presentation at St. Michael’s Hospital Stroke Month Session One-hour presentation to the Marie Homes of Denmark team 30-minute presentation with Marisca Baldwin to the Vaughan Community

Health Centre

Elisha Nesci (Communications Disorders Assistant) o One-hour talk to the Communicative Disorders Assistant Association of Canada on Inclusive

Programs for people with aphasia

Shannon Hill o 30 minute talk to the Ontario Aphasia Interest Group on the “Essential contribution of

volunteers to the Life Participation Program

o Presented at the North York Seniors Center Fair on the Aphasia Institute programs, services,

and volunteer opportunities

Anjana Magapu o Facilitated a caregiver support group at the Aphasia Camp in Haliburton

Anjana Magapu and Marisca Baldwin o One-hour talk to the Toronto Stroke Network Community on the Aphasia Institute programs

and services

Mar 8, 2018

Lorraine Podolsky and Natalie Muradian presented a two-hour talk to the March of Dimes Family Circle on communication tips and tools for residents with aphasia

4. Grants and Funding

We were successful in securing the following grants: o We received additional funding of $1.2 M over three years from Ministry of Health and

Long-Term Care to make our education, training, and resources available across all of

Ontario

o Summer student grant from HRDC

o City of Toronto to offset our program recreation costs

o We received one-time funding of $30K from Central LHIN for office equipment IT

hardware

o We received the Clinical Research Grant from Speech-Language & Audiology Canada (SAC) to

evaluate SLP inter-rater reliability of videotaped BOMPA assessments in Spring 2018

5. Fundraising and Donor Cultivation

Successful fundraising campaigns:

o The Annual Appeal has brought in over $35,500, exceeding our budget of $30,000

o ICARE had over 35 events, raising over $9,000. We had support from our clients, staff, and

volunteers to raise funds to support our client programmings like transportation, outings and

Holiday Party

o Walk, Talk ‘n Roll generated $87,000 exceeding our $80K budget. Our clients helped

launch the Toronto Challenge kick-off at City Hall and we had over 200 participants at

the event

We hosted two ‘Family Night’ donor cultivation events on October 25, 2017 and March 7,

2018. Donors attended and observed the Family Night component of our Introductory

Program followed by a discussion facilitated by board member Ky Pruesse along with Aura.

We had very positive feedback from our donors

On May 17, 2017, we hosted a Toastmaster’s Event. The format was similar to the Family Night event and was attended by 8 donors and family members, followed by a meeting with Aura and Rochelle

6. Social Enterprise (Blended bottom line: Mission-driven plus cost-recovery) Training and Education

Held two online Aphasia Institute Knowledge Exchange Speaker Series

Mar 8, 2018

o Current infrastructure hosts up to 100 individuals at a time (incl. speakers, support)

o $11,620 gross revenue generated to date

Held 3 webinars with students from Boston University, University of South Carolina and St.

Lawrence College

o $3,970 gross revenue generated to date

Held a 2-day core SCA™ training for 10 participants in June

o $10,600 generated

Held 2 Training Institute weeks (Oct. 2017, Mar. 2018); 45 participants (local/international)

o $51,900 generated

Examples of feedback:

“My experience with the SCA training has been an amazing experience in both skill building

and knowledge and understanding of persons who are affected by Aphasia. The teaching

team at AI are excellent examples of professionals and compassionate teachers. Highly

recommend this training”

“Even as an experienced SLP working with PSW for several years, I highly recommend this

training. I was challenged to think critically about my own skills as well as adapt and

improve them. My toolbox is larger now and I look forward to many successful interactions

to come”

Conducted a 3-day training session for Speech-Language Pathologists and Health Care Workers in Vancouver, BC with 20 trainees in attendance. This training was sponsored by Stroke Services, BC o $25,674 generated

With the release of Personal Support Worker Training funds by the ministry, we conducted three 3-hour SCA™ basic training for close to 162 PSWs from various Health Care organizations in Toronto. This project was initiated by Catherine Brookman o $16,000 generated

Supervised 9 student placements – demonstrating a commitment to learning mentorship

o 6 Speech-Language Pathologist students (including 2 Australian and 1 Scottish student)

o 1 Communicative Disorder Assistant student

o 2 Social Work students

Resource Products

Generated $32,117

One new resource was created:

o Talking to your Communication Health Assistant

Mar 8, 2018

7. Marketing & Communications

Ky Pruesse, our Board Member did three interviews for the Heart & Stroke Foundation Month in June 2017. The focus was on young stroke and aphasia patients. Ky had the opportunity to share his story, and on a live interview, he was able to put a plug in for the Aphasia Institute as well as Heart & Stroke

The Communications working group continues to assist with communication strategies and

writing for Annual Appeal, Walk, Talk ‘n Roll and Building Bridges

8. Internal Development

Staff Development and Training

o All staff attended a workshop on ‘Storytelling’ by Doug Gibson

o Staff also attended webinars and training conferences for professional development

Quality Initiatives

o Significant process improvements have been made within the accounting department.

The process improvements have allowed for timely reporting and improved

accountabilities and controls

o Information Technology (IT) Framework has been developed to allow for better

inventory control for IT assets, improved monitoring of IT updates, and an established IT

Help Desk

Ministry Of Health (MOH) Funding – Contracts with vendors have been finalized to begin implementation of our MOH deliverables

o Public Services Health & Safety Association (PSHSA) – development of e-learning modules

o Public Inc. –marketing/communications o KTE – purchase Knowledge Transfer advice o Shore Consulting Group – IT development and support

9. Networking and Visitors o Lee Fairclough, VP Quality Improvement and Ivan Yuen from Health Quality Ontario met

with some members of the executive team

o Aura had a meeting with Health Quality Ontario to ask their help in promoting what we

have to offer via the new Ministry of Health funding, with particular emphasis on our

online quality-improvement tool

o Alim Lila from the MP Yasmin Ratansi’s office met with Rochelle to discuss the HRDC

Summer student

o We are collaborating with NYGH in the SCA Acute Study and bridging communications

between the leadership of inpatient and community care

Mar 8, 2018

o Aura and Rochelle met with senior partners of the Heart & Stroke Foundation, the

Canadian Partnership for Stroke Recovery and the Director, Regional Stoke Centre and

North & East GTA Stroke Network, Sunnybrook Health Sciences Centre regarding input

from the group for key operational deliverables related to the funding for the stroke

community

For management use only

Financial Report

Aphasia Institute For the period ended March 31, 2018

Prepared on

April 11, 2018

2/8

Table of Contents

Financial Executive Summary ...................................................................................................... Error! Bookmark not defined.

Balance Sheet ..................................................................................................................................................................................................... 5

Budget vs. Actuals for fiscal year ............................................................................................................................................................... 8

Aphasia Institute 3/8

Financial Executive Summary

2017/18 Budget (History) The 2017/18 Budget was prepared using an 80% certainty factor, as it is difficult to predict unexpected revenue e.g. major donation or mitigation strategies. The -$207K deficit was presented to the Board with the understanding that the Aphasia Institute had several mitigation strategies in the works, but could not predict the revenue or expenditures that would be forthcoming from these mitigation strategies. The Board approved the $-207K deficit budget for 2017/18. Financial Current Position Summary: We have been successful at significantly reducing our projected deficit to a -$18K Revenue Highlights Overall revenue has a positive variance to budget $472K – (note: $408K relates to additional one-time funding from the Central LHIN)

• Social Enterprise (Professional Training and Resource Products) positive variance to budget by $20K • Donations positive variance to budget $19K

• Investment income $4K positive variance to budget

• SCA Acute “I CARE” income $10K positive variance to budget

• Other income lines small positive variances to budget adding to $10K

Expenditure Highlights

Overall expenditures are a negative variance to budget by $281K

• $293K are outside vendor contracts/purchases to support the MOH deliverables • Amortization budget has a positive variance of $16K (did not calculate amortization budget correctly) • Salaries/Benefits has a negative variance to budget of $16K (additional costs relate to staffing transitions) • Contracted PSW services positive variance to budget of $4K • Small other Sundry/Supply positive variance to budget $8K

Endowment Investment: You will note on our balance sheet our RBC Endowment Investment is recognized as 1.13M, this represents Book Value and not Fair Market Value. The fair market value as of April 18, was 1.225M. We have received interest and dividends in the amount of $34K net of management fees for the period Jan-Dec and an estimated $35K in gains on sale of investments. An investment committee meets with the investment manager of the Endowment Fund semi-annually to review the performance of these assets please find investment report attached in the Board Package. Financial Forecast as of March 31, 2018, Position Summary: In February our year-end forecast was expected to be $120K-$150K deficit, this deficit was predicted without including the MOH funding, (at the time, we had not secured vendor contracts or known costs associated to the MOH deliverables). In March, we secured contracts with Vendors, and were able to offset additional staffing costs specific to MOH deliverables approximately $110K. (Project management and work on refresh of CAMs, project management of MOH deliverables, internal consultant costs on e-learning content development)


Balance Sheet As of March 31, 2018

Total As of Mar 31, 2018 As of Mar 31, 2017 (PY) ASSETS

Current Assets Cash and Cash Equivalent

12100 Bank/Asset 0.00 12120 Petty Cash 500.00 913.35 12150 ING Direct Savings 569.49 569.49 12190 Bank – Scotia 412,339.70 66,646.89 12197 Petty cash US$ 78.69 110.00 Total 12100 Bank/Asset 413,487.88 68,239.73

12110 Undeposited Funds-1 0.00 4,869.58 Total Cash and Cash Equivalent 413,487.88 73,109.31

Accounts Receivable (A/R) 12300 Accounts Receivable 44,789.93 17,522.73

12301 CAP Fee 10,068.00 7,773.99 12305 Other Income 0.00 19,455.49 12307 HST/GST Refund and Rebate 166.77 13,503.01 Total 12300 Accounts Receivable 55,024.70 58,255.22

Total Accounts Receivable (A/R) 55,024.70 58,255.22 12220 Investments-RBC 328,896.71 385,813.03

12155 Cash with broker 5,112.50 5,112.50 12221 Investments-RBC Sustainability 12,477.64 12,477.64 12222 Investments-RBC Endowment 1,127,340.14 1,108,671.24 Total 12220 Investments-RBC 1,473,826.99 1,512,074.41

12600 Prepaids 11,932.75 0.00 12650 Prepaid Walk & Roll 0.00 1,572.33 12690 Prepaid Expense - General 15,502.19 16,806.96 Total 12600 Prepaids 27,434.94 18,379.29

Total Current Assets 1,969,774.51 1,661,818.23 Non-current Assets

Property, plant and equipment 32800 Fixed Assets 0.00 0.00

32850 Furn & Equip 14,893.44 14,893.44 32850a New Workstations 24,076.36 12,951.59 Total 32850 Furn & Equip 38,969.80 27,845.03

32851 Accum. Amort. - F & E -17,708.46 -12,459.71 32859 Computer 09/10 0.00 0.00

32683 Dell Servers 25,019.61 13,639.36 Total 32859 Computer 09/10 25,019.61 13,639.36

32860 Acc.Amort Computer -13,262.83 -6,819.69 32865 Leasehold Improvements 8,426.49 8,426.49

32685a Leaseholds Cabling and Electric 11,167.43 11,167.43 Total 32865 Leasehold Improvements 19,593.92 19,593.92

32866 Accum. Amort. Leasehold Improv. -12,461.95 -10,502.52 32882 CAMS Web 10,361.27 10,361.27 32886 Acc.Amort Website -10,361.27 -10,361.27


Total As of Mar 31, 2018 As of Mar 31, 2017 (PY)

Total 32800 Fixed Assets 40,150.09 31,296.39 Total Property, plant and equipment 40,150.09 31,296.39

Total Non Current Assets 40,150.09 31,296.39 Total Assets $2,009,924.60 $1,693,114.62

LIABILITIES AND EQUITY Liabilities

Current Liabilities Accounts Payable (A/P)

42330 Accounts Payable 337,427.07 18,377.78 Total Accounts Payable (A/P) 337,427.07 18,377.78

Credit Card Scotiavisa 617.38 7,373.28 Total Credit Card 617.38 7,373.28

42370 GST/HST Payable -54,802.94 0.00 42390 Accrued Liabilities 8,291.06 12,500.00 42400 Other Liabilites

42498 Social Fund 1,298.79 1,128.66 Total 42400 Other Liabilites 1,298.79 1,128.66

42510 Payroll Liabilities 25,023.87 21,809.59 42510a RRSP and Benefits Accrual 0.00 3,029.00 42800 Deferred 0.00 0.00

2000D Deferred Donations 0.00 0.00 42846 Deferred Donations iCare 12,654.89 17,323.75 42846E Endowment 52,851.23 0.00 42846x SCA-Acute Care Project 7,649.49 9,343.75 Total 2000D Deferred Donations 73,155.61 26,667.50

2000e Deferred Contributions 401.00 1,198.00 42856a Deferred Rev.-New Horizon Grant 3,645.00 4,859.00 42856g Deferred Contributions LHIN 2016 Servers 23,943.41 6,819.36 Total 2000e Deferred Contributions 27,989.41 12,876.36

2000G Deferred Grants 42856c Def Rev-City of Tor CSP Grant 0.00 3,697.54 42856j Bomba Grant 2,796.76 42866 Deferred Grant 1,904.73 304.73 Total 2000G Deferred Grants 4,701.49 4,002.27

42840b Deferred- Training Income 3,732.00 10,516.70 42846a Deferred Program Fees 20,325.52 19,824.00

42846a1 Deferred Program waivers 0.00 -7,689.00 Total 42846a Deferred Program Fees 20,325.52 12,135.00

Total 42800 Deferred 129,904.03 66,197.83 GST/HST Suspense 15,747.86 0.00 Payroll Exp. Clearing 36,168.52 34,864.74 Total Current Liabilities 499,675.64 165,280.88

Total Liabilities 499,675.64 165,280.88 Equity

62140 Aphaisa Impact Fund 170,000.00 170,000.00 62150 Aphasia Research and Educational Endowment Fund 1,108,668.00 1,108,668.00


Total As of Mar 31, 2018 As of Mar 31, 2017 (PY)

62200d Invested in Capital Assets 18,418.43 18,418.43 62200 General Fund 230,747.31 238,849.98 Profit for the year -17,584.78 -8,102.67 Total Equity 1,510,248.96 1,527,833.74

Total Liabilities and Equity $2,009,924.60 $1,693,114.62


Budget vs. Actuals for fiscal year March 2018

Total Actual Budget over Budget INCOME

11006 Funding LHIN 913,612 913,608 4 11006b AAH - One Time (82911 LHIN) 408,288 0 408,288 11040 City of Toronto (CSG Grant) 26,528 21,900 4,628 11030 HRDC Grant 2,731 0 2,731 11090 Program Fees 63,364 63,300 64 14070 Other Donation 164,424 145,720 18,704 16010 Investment Income 21,682 25,518 -3,836 19000 OTHER REVENUE 199,111 158,000 41,111 Total Income 1,799,740 1,328,046 471,694

GROSS PROFIT 1,799,740 1,328,046 471,694 EXPENSES

3****0 Salaries & Wages 805,759 765,568 40,191 31*** Benefits 98,776 101,137 -2,361 4**** Supplies 83,500 81,551 1,950 6**** Sundry 363,012 250,678 112,334 7**** Equipment 192,007 41,982 150,025 75000 Amortization Exp 13,651 30,000 -16,349 82555 Contracted Out Services 1,020 5,000 -3,980 9**** Building & Grounds 259,601 260,024 -424 Total Expenses 1,817,325 1,535,939 281,386

NET OPERATING INCOME -17,585 -207,893 190,308 NET INCOME -$ 17,585 -207,893 $ 190,308

Aphasia Institute STRATEGY 2018 - 2022

Contents APHASIA AND THE APHASIA INSTITUTE ................................................................................... 1

THE SYNERGY OF OUR WORK ............................................................................................................................................... 1

BUILDING ON STRENGTH .................................................................................................................. 2 TRENDS IN STROKE AND APHASIA ........................................................................................................................................ 3 INCREASING POPULATION AND DIVERSITY ........................................................................................................................ 3 HEALTH SYSTEM CHANGES ..................................................................................................................................................... 4 DIGITAL TECHNOLOGY ............................................................................................................................................................... 4

OUR STRATEGY 2018-2022 ............................................................................................................... 5 VISION ................................................................................................................................................................ .............................. 6 OUR MISSION ................................................................................................................................................................................ 6 OUR VALUES ................................................................................................................................................................ ................. 6 STRATEGIC AND ENABLING GOALS ...................................................................................................................................... 7

Strategic Goals ............................................................................................................................................................................... 7 Enabling Goals ................................................................................................................................................................................ 9

CONCLUSION ....................................................................................................................................... 10

Aphasia Institute 2018-2022 Strategic Plan Page 1

Aphasia Institute Strategy 2018 – 2022 This Strategic Plan reflects our understanding of the needs of people with aphasia, their families, and people who work with them. The plan takes account of rapidly changing social and economic trends, particularly in regard to technology and the resulting impact on health care and the field of communication. In the next four years, we challenge ourselves to find innovative solutions to address the changing needs of our own clients, as well as the needs of the broader aphasia community locally and beyond.

Aphasia and the Aphasia Institute Aphasia is caused by an injury to one or more of the language areas of the brain – most commonly as a result of stroke. It dramatically affects conversational interaction (talking and understanding) and the ability to read and write. Without the ability to participate in conversation, every relationship, every life role, and almost every life activity is at risk. Individuals usually experience a loss of self-esteem, and feelings of social isolation.

People living with aphasia may also face barriers to health care and other services. Meeting that challenge is about ensuring individuals gain “communicative access” so they can receive service, give and get information and make informed decisions.

The Aphasia Institute’s activities are in those areas where we can make the most difference. We provide direct service, offer education, and carry out research. We work with individuals living with aphasia, their families, related professionals, and the wider community. Our programs strengthen the services in the health care system that most support people with aphasia and their families. In addition we strive to increase public awareness of aphasia.

The Aphasia Institute relies on different sources of funding. The Central Local Health Integration Network (Central LHIN) supports our work to provide direct services. Other sources are research grants, the City of Toronto, donations, and earned revenue through training.

The Synergy of Our Work A framework guides the professional work of the Institute in supporting people with aphasia. It is Living with Aphasia: Framework for Outcome Measurement (A-FROM).1 This framework focuses on progress that makes a difference to the everyday experience of individuals with aphasia and their families. It affirms the client as best able to judge what is a ‘‘meaningful’’ life change for him or her.

1 Kagan, A., Simmons-Mackie, N., Rowland, A., Huijbregts, M., Shumway, E., McEwen, S., Threats, T., & Sharp, S. (2007). Counting what counts: A framework for capturing real-life outcomes of aphasia intervention. Aphasiology, 22(3), 258-280.


Three core activities dynamically relate to one another. This ‘synergy’ enables the Institute to make the broadest possible impact.

These core activities entail the following:

Direct service: The Institute seeks to provide exceptional client service to members with aphasia and their families. Beginning with initial assessment and then communication support and training, we help individuals with aphasia achieve their "life participation” goals .This means emphasizing their re-engagement in life by strengthening their daily participation in activities of choice.

Research and Development: What we learn from the lived experience of our clients with aphasia and their families is the foundation upon which solutions are developed, evaluated and shared. The Institute’s research projects aim to advance understanding of what is effective in aphasia communication support. We pursue our own research initiatives, conduct research and consult with others. Research projects test new approaches, tools and products that better enable us to evaluate our own programs. The Institute is committed to using evidence both in our direct service work and organizational decision-making. Education and Training: The Institute trains families, health professionals, and others in how best to work with people with aphasia to help them overcome communication barriers. We teach health care professionals -- particularly in the area of stroke care -- how to increase their clients’ ability to access their services. We show them how they can apply our techniques in clinical situations such as assessment, counselling, and group therapy. Resources, materials and manuals are provided in many of the workshops. All sessions are accredited courses as approved by the Continuing Education Board of the American Speech-Language-Hearing Association (ASHA).

Building on Strength Our previous Strategic Plan set out our priorities at that time: a focus on stroke issues, increasing our capacity for knowledge exchange, building our network, strengthening our sustainability, and developing social enterprise activities. We have been successful in achieving these strategic goals. For example, our relationship with

Research and Development

Education and Training

Direct Service


the stroke care community is strong. By offering communication solutions to local health care providers, we have made the continuum of care more effective for people affected by aphasia. The Institute is a recognized source of expertise on communication and aphasia. We enjoy a provincial, national and international reputation, and are part of many knowledge exchange networks. Since the formulation of the last Strategic Plan, we have integrated social enterprise opportunities into our work. We have developed and sustained a strong team culture. Our staff and volunteers learn, contribute and are recognized for their talents. Our organization is governed by a dedicated board of directors who together have the competencies and perspectives to provide wise financial and organizational stewardship. The Aphasia Institute is an innovative leading organization in the field of aphasia. We draw strength from our experience even as we recognize that the context is changing and the challenge is great.

The Context of Our Planning In 2018 the following trends were identified in our environmental scan. They form the backdrop of our planning as they will influence our clients, our partners, and our organization in the future. The most salient issues include:

Trends in Stroke and Aphasia As noted above, aphasia is associated with stroke. By 2038, it is predicted that the prevalence of stroke survivors living with disability will as much as double in some regions of Canada.2 It is estimated that one in three stroke survivors are affected by aphasia. Trends indicate an increasingly younger stroke population. Should trends hold, more, and tailored, aphasia-related services and education will be needed in the coming years.

Increasing Population and Diversity The Aphasia Institute is home to people of many ethno-racial, social, linguistic and religious backgrounds -- and different economic circumstances. As growth continues, these populations will need culturally and linguistically-appropriate community care services. In addition, the aging of the population will continue to have significant impact on planning and delivery of health services. Seniors (65 years and older) are the fastest growing age group in Ontario. In 2016, 16.4% of Ontario’s population was 65 years or older. By 2041, it is projected that 25% of Ontario’s population will be 65 years or older, increasing from 3 million seniors in 2016 to 4.6 million seniors.3

2 Prevalence of Individuals Experiencing the Effects of Stroke in Canada: Trends and Projections, Krueger et al., 2015.

https://www.ncbi.nlm.nih.gov/pubmed/26205371 3 From Aging with Confidence: Ontario's Action Plan for Seniors, December 2017 https://www.ontario.ca/page/aging-confidence-ontario-action-plan-seniors

https://www.ncbi.nlm.nih.gov/pubmed/26205371

https://www.ontario.ca/page/aging-confidence-ontario-action-plan-seniors


Health System Changes In February 2015, the Minister of Health and Long-Term Care released Patients First: Action Plan for Health Care 4 setting out a further phase of Ontario’s plan to transform Ontario’s health care system. The framework focused on four objectives: increasing access, connecting services, informing patients and protecting the health care system. Across the care continuum, providers are encouraged to improve access and make the system easier to navigate.

Digital Technology Developments in communications and computing technologies are multi-faceted and fast-moving. New mobile technology, social media and cloud computing platforms are transforming the way people and organizations function and communicate. Organizations in every field and sector, for profit and not for profit, are adjusting to the new reality of an inter-connected, faster world. With this context in mind, the Board of the Aphasia Institute sets out this Strategic Plan for 2018-2022.

4 Patients First: Action Plan for Health Care, Ministry of Health and Long Term Care, February 2015, http://www.health.gov.on.ca/en/ms/ecfa/healthy_change/docs/rep_patientsfirst.pdf

http://www.health.gov.on.ca/en/ms/ecfa/healthy_change/docs/rep_patientsfirst.pdf


Our Strategy 2018-2022


Vision Our vision is our ultimate destination – the impact we want to create:

There are no barriers to living successfully with aphasia

Our Mission Our mission, what we do, is to:

Give hope to people with aphasia and their families by developing and sharing innovative solutions that reduce language barriers to full life participation

Our Values Values are our foundation and govern our actions. We strive to reflect them daily. They shape our culture:

• Respect: Believing our clients, families, partners, volunteers and employees have capability and competence; recognizing that people with aphasia and their families know the most about living with aphasia; listening to learn; valuing diversity of background and perspective; acting with honesty, candour and in ethical relationships with others

• Compassion: Creating a welcoming environment; acknowledging clients’ needs and aspirations; demonstrating empathy; striving to empower individuals and families; seeing and appreciating the whole person to better help them to develop their potential and resourcefulness

• Collaboration: Working internally and externally towards shared goals knowing results are better when we work together; recognizing that because we are privileged to learn, we are obligated to share; believing that a diversity of perspectives leads to a deeper understanding of issues and enriched knowledge for decision-making

• Creativity: Not settling for the status quo; always looking for new ideas; open to trying new solutions; enthusiastic about the creative process to bring value to our clients and to apply our knowledge

• Excellence: Believing and demonstrating that “being okay” is not good enough when we have the resources and means to be better and even the very best; creating an excellent organization that inspires trust, a sense of community, personal responsibility, and well-being.


Strategic and Enabling Goals Strategic Goals are the priorities that will move us closer to realizing our vision and mission. Enabling goals are the supports and processes required organizationally to be successful in achieving the Strategic Goals.

Each Strategic and Enabling Goal requires measurable objectives. These are the key dimensions of the goals, each requiring multi-year effort to achieve. These objectives will be integrated into annual operational plans. Because we know future initiatives will advance more than one objective - - a desirable synergy - - we present this plan with continuous numbered objectives.

Note: This Plan takes into account unique opportunities to share our methods and resources across the province, afforded by special funding in this period from the Ontario Ministry of Health and Long-Term Care.

Strategic Goals

Anticipate and respond to changes in the service needs of people with aphasia and their families locally and across Ontario

The Aphasia Institute will continue to respond to the needs of the people we serve. We will also deploy innovative methods, resources and partnerships to facilitate increased access for clients and families to our expertise and resources. Partners in these efforts are expected to include individuals or organizations involved in workplace training, university education and research, inter-professional education, telehealth, and possibly technology companies. Our objectives are to:

1. Deepen and extend client engagement to inform and shape our work

2. Address the specific needs of younger individuals with aphasia and those with primary progressive aphasia – including their families and communication partners

3. Increase reach and access to our services and resources for people with aphasia and their families through new technology and partnerships with diverse communities and institutions

4. Leverage our direct service experience to develop, or host the development, of innovative solutions that enable people to live more successfully with aphasia.


Share expertise and facilitate professional learning so as to increase communicative access to health care services in Ontario

As noted above, to make the impact we intend, and especially in Ontario, we will work through organizations as well as directly with health care professionals. We will facilitate learning and knowledge transfer to health professionals, other organizations, and international peers. We will find new ways to support a variety of professionals and partners -- health professionals delivering services along the continuum of care, organizations doing workplace training, researchers in university settings seeking to better understand aphasia and its effects, educators providing professional education and promoting inter-professional collaboration, and others. Our objectives are to:

5. Maintain and develop relationships with organizations and service-providers so as to build their capacity to better work with people with aphasia and their families

6. Develop multiple ways for education, training, consultation and

resources/tools to be accessed.

Champion communicative access for people affected by stroke and aphasia provincially, nationally and internationally

As a recognized leader, we will increase the awareness of aphasia and influence system change. This involves prioritizing key target audiences to focus our efforts and shape our messages accordingly. We will strengthen connections with policy and decision-makers to advance system-level changes related to communicative access in the stroke community, government, and healthcare organizations. As opportunities arise, we will partner with other organizations, healthcare professionals and the broader community to reduce language barriers along the pathway of the continuum of care. Our objectives are to:

7. Increase awareness by key communities of the impact of aphasia and increase recognition of our solutions (directly and through network partners)

8. Demonstrate the value and impact of our work through research, outcome measurement and stories.


Enabling Goals

Strengthen Organizational Capacity and Sustainability

The Institute will continue to strive to provide an atmosphere that is conducive to personal, professional and organizational growth, performance, and staff, volunteer and student well-being and satisfaction. To support our continuous quality journey, we will undertake to work on accreditation in this time period. We will continue to demonstrate accountability and fiduciary responsibility.

Our objectives are to:

9. Develop the leadership, knowledge and skills of staff and volunteers to fulfil the strategic goals

10. Work to diversify and build revenue sources

11. Prepare for formal accreditation.

Communicate our Work in an Effective and Comprehensive Approach

We have multiple audiences who need to learn about aphasia and what we do. We will increase our focus on communications. Our communications will be two-way so that we listen to the needs of our stakeholders and their expectations. Our objectives are to:

12. Develop and execute a communications strategy to support the goals of the Strategic Plan

13. Develop or access marketing expertise and capacity

14. Increase reach to potential donors and supporters.

Leverage Technology and Information

Fundamental to execution of this plan is the successful deployment of current and emerging technologies in support of service, education, research, operations, and communications.

Our objective here is:

15. Utilize technology and platforms to support the internal and external aspects of the strategic plan.


Conclusion This Strategic Plan responds to client needs and builds on our strong foundation as an innovative organization. In this next phase our goal is to reach and serve more people with aphasia, their communication partners, and the professionals who work with them locally, provincially, nationally and internationally.

We will multiply our impact by building the capacity of others and creating online supports in order to reach and engage. As a leading-edge organization, we will share our expertise. And by championing and influencing, we will help build awareness and promote system change.

This Strategic Plan will be stitched into the fabric of what we do and inspire our work. We will work together with our clients, their families, health professionals, other organizations, donors and volunteers. We will set annual operational plans to move things forward and report our progress to the Board and funders. We look forward to this exciting journey.

Apr 10, 2018 Page 1

Aphasia Institute

ANNUAL OPERATIONS PLAN

(FISCAL 2018/19)

Apr 10, 2018 Page 2

Prepared 2018 by the Executive Staff Team with administrative assistance from Caryl Pereira

Apr 10, 2018 Page 3

CONTENTS

BACKGROUND

…………………………………………………………………………………………………………………..…………………......4

TABLE 1: EXAMPLES OF HIGH LEVEL ACTIONS RELATED TO YEAR ONE DELIVERABLES (Fiscal 2018/19…..…..…6

TABLE 2: BUDGET IMPLICATIONS FOR YEAR ONE ..…………………………......................................................................17

TABLE 3: RELATIONSHIP BETWEEN OPERATIONAL FOCUS AREAS AND STRATEGIC GOALS ……...........................26

Apr 10, 2018 Page 4

Background

The Aphasia Institute’s new strategic plan covers a four-year time period ending March 31st, 2022. Table 1 includes operational deliverables and

metrics related to all strategic and enabling objectives outlined in the strategic plan as well as examples of high-level activities. Our focus on these

key operational goals and directions does not mean that this is all that we will do. What it does mean is that we are clearly focused on our

priorities. Additional tables indicate congruence with key strategic directions and enabling factors outlined in the strategic plan.

The current operational plan takes Year Two of the new MOHLTC project into account. Despite this additional funding, financial sustainability of

our vision and mission continues to be a major focus. This clearly necessitates the generation of increased annual operational revenue and realistic

planning for the longer-term including working on finding a way to have the MOHLTC funding continue beyond the original three-year period.

Our challenge is to do this in a way that:

Is congruent with our mission and vision from the perspective of our internal stakeholders (clients with aphasia, families, volunteers and

staff) and does not detract from our direct service delivery

Avoids staff and volunteer burnout, and

Allows us to meet the service delivery obligations that are part of our MSAA with the Ministry of Health and Long-Term Care

Note: Financial and organizational sustainability objectives can be found under enabling goals. Although critical to our survival, they are not the

reason for our existence and are therefore from an internal optics perspective, are not listed first as in prior operational plans.

As per previous practice, we have organized information in tabular form with some columns repeated in order to make the information easy to

access.

We have consulted with staff and welcome your input. Once we have agreed on the final version, we will proceed to involve our stakeholders in

implementation to the greatest extent possible. Our current MSAA agreement has been extended to March 31, 2019, and will be available on our

website. This operational plan assumes that all MSAA deliverables will be met and goes beyond these in relation to our own strategic plan.

Apr 10, 2018 Page 5

ACRONYMS

ARC – Aphasia Reference Collection

BOMPA – Basic Outcome Measures Protocol for Aphasia

BPR - Best Practice Recommendations

CAMS – Communicative Access Measures for Stroke

HSF- Health Services Funding

KE – Knowledge Exchange

LHIN – Local Health Integrated Network

MOHLTC – Ministry of Health and Long-Term Care

MoU – Memorandum of Understanding

MSAA – Multi-sector Service Accountability Agreement

OSN – Ontario Stroke Network

QRE – Quality, Research, and Ethics Committee

SCA™- Supported Conversation for Adults with Aphasia

SPOR – Strategy for Patient-Oriented Research

TRI – Toronto Rehabilitation Institute

WTR – Walk, Talk ‘n Roll event

OTHER DEFINITIONS

ParticiPics – Website Repository - pictographic database and pictographic resources (booklets, templates)

Social Enterprise - All revenue generating activities under the areas Education/ Training and ParticiPics

Apr 10, 2018 Page 6

TABLE 1: YEAR ONE OPERATIONAL GOAL, DELIVERABLES AND METRICS WITH EXAMPLES OF HIGH-LEVEL ACTIONS

Objective Goal (What) High-Level examples of Key Activities

Success Indicator (Target)

Area 1:

Deepen and

extend

engagement to

inform and

shape our work

Include client and volunteer

input into our direct service

program

Focus groups in the clinical program

Clients and volunteers are asked

two key questions about the

Aphasia Institute – annually

Surveys

Clients and volunteers complete

annual satisfaction/engagement

surveys

Focus groups conducted and

feedback is reviewed and

incorporated into the program

as appropriate

Survey report created,

reviewed and opportunities

identified

Continue to promote client

participation in agency

activities

Solicit client participation on relevant

Aphasia Institute focus groups or

working committees

Promote client interest and participation

in relevant Aphasia Institute Events

# of clients in focus groups/ on

committees

# of different approaches to

promote client interest (e.g.

fundraising committees or

events newsletter assistance)

Area 2:

Address the

specific needs of

younger

individuals with

aphasia and those

with Primary

Progressive

Aphasia (PPA)-

including their

families and

Pilot a new program for

younger people with aphasia

Solicit feedback from younger clients and

volunteers

Conduct informal needs assessment as a

basis for program development

Develop content

An informal needs assessment

completed

Program content developed

Pilot Program initiated

Continue to offer and enhance

the PPA program based on

previous pilot work

Formally include PPA program as a direct

service offering

Informal feedback from clients

Provide information re this service for

PPA

Provide PPA program as a

direct service offering

including improvements based

on client feedback

Update website to include

Apr 10, 2018 Page 7



communication

partners information about the PPA

program

Area 3:

Increase reach and

access to our

services and

resources for

people with

aphasia and their

families through

new technologies

and partnerships

with diverse

communities and

institutions

Distribute 1,000 (maximum),

What is Aphasia booklets, in

Ontario

Work with Public Inc. on a communication

plan

Develop efficient and effective ordering

system, that will capture agreed-upon

metrics

Identify a mechanism to solicit user

feedback (depending on funding resources)

Communication about What is

Aphasia booklet is distributed

to key audience

# of WIA booklets distributed

User feedback reported on

(depending on funding

resources)

Provide free consultation

services for Ontario focused on

people with aphasia and families

Consult with IT experts and hire vendors to

develop and support IT infrastructure that

provides efficient and effective registration

system and fulfills legislative privacy

obligations e.g. PHIPA and PFIPA

Hire SLP

Identify consulting offerings, based on

capacity e.g. # of times per week

Work with Public on communications

Identify mechanism(s) for feedback e.g.

survey, informal

IT infrastructure developed

Communication distributed to

the public directly and

indirectly via healthcare

institutions and/ or individual

clinicians

SLP hired

Consulting Services offering

# of individuals accessing

consulting services

Report on formal and informal

user feedback

Investigate the possibility of

developing a new online

resource directly targeting

people with aphasia and/or

families

Obtain input from Advisory group

consisting of internal and external

expertise related to aphasia and knowledge

translation

Decision made the first quarter

of 2018/19

Apr 10, 2018 Page 8



Area 4:

Leverage our

direct service

experience to

develop, or host

the development

of innovative

solutions that

enable people to

live more

successfully with

aphasia

Identify and

develop a process

for leveraging

what we learn

from our direct

service experience

Identify and develop a process

for leveraging what we learn

from our direct service

experience

Obtain input from selected volunteers and

clients regarding a potential product for

people with aphasia and/or families in line

with deliverable for MOH project

Involve external vendors/partners if

appropriate

Input obtained from volunteers

and clients

Proposal for a potential product

developed if appropriate

Area 5:

Maintain and

develop

relationships with

organizations and

service-providers

so as to build their

capacity to better

work with people

with aphasia and

their families

Build implementation capacity

of Health Care professionals

and/or organizations who have

previously accessed SCA™

training

Develop content for monthly email follow-

up with SCA™ trainees

Offer consultation services

Provide electronic monthly

SCA™ implementation tips to

Health Care Professionals and

organizations who have

previously completed SCA™

training

Consultation service re

implementation initiated

Communicate with Stroke

Health Care Providers and

organizations to inform them of

the new capacity building

options in Ontario

Work with Public Inc. on a communication

plan and materials

Determine the number of hours per week

for MOH SLP position to provide

consultation support to Health Care

Professionals trained in SCA™

List of target audience

compiled

Communication sent out

Apr 10, 2018 Page 9



Work with partners e.g. Health Quality

Ontario and Heart & Stroke Foundation

Area 6:

Develop multiple

ways for

education,

training,

consultation and

resource/tools to

be accessed

Free access to Communicative

Access Measures for Stroke

(CAMS)

Complete CAMS upgrade

Develop effective communication to

targeted audiences

Release of CAMS - online

Communication strategies in

place and implemented

# of people registered/inquiries

Free Access to our database of

pictographic images

(ParticiPics)

Work with vendor to enable free access to

ParticiPics


targeted audiences

Free online access to

ParticiPics




Free consultation opportunities

available for individual Health

Care Professionals and

organizations

MOH SLP position to obtain input from

key stakeholders

Develop online appointment calendar for

consultation services


targeted audiences

Online appointment calendar

available for external use




re consultation service

SCA™ basics available in e-

learning format

Hire Vendor

Project Plan in place including evaluation

metrics

Content created

Videos created

Development completed

Pilot/Soft-launch completed



Area 7

Target key communities during

aphasia awareness month re the

impact of aphasia

Communication committee develops key

themes/topics and messaging to utilize

during aphasia awareness

The release of at least one key

communication targeting

people with aphasia and

families

Apr 10, 2018 Page 10



Increase

awareness by key

communities of

the impact of

aphasia and

recognition of our

solutions (directly

through network

partners)

Approach external partners to

promote communicative access

and our solutions

Utilize all opportunities and connections

e.g. Health Quality Ontario; Heart and

Stroke Foundation, CorHealth

At least one

educational/awareness activity

promoted by an external

partner in collaboration with

the Aphasia Institute

Participate on external

committees (e.g. related to

research and knowledge

exchange)

Current examples include:

Aphasia Access (Research and Education

Committee)

Canadian Partnership for Stroke Recovery

(Knowledge Translation Committee

Collaboration of Aphasia Trialists

(Reintegration working group)

Participate on at least two

external committees

Area 8

Demonstrate the

value and impact

of our work

through research,

outcome

measurement and

stories

Measure outcome of direct

service programs e.g.

Introductory Program (basic for

reporting to the LHIN but also

for use in research)

Program staff will participate in planning

sessions together with members of the

executive staff team

BOMPA administered pre-post

for all new Introductory

Program clients

ALA administered pre-post for

a small convenience sample

e.g. 2-3 clients per Introductory

Program

Protocol initiated for annual

follow up of a sample of clients

Initiate internal research (related

to our direct service and/or

training, resources, and tools)

Regular research meetings held with

external methodology and aphasia experts,

involving staff as required

Internal research focus (taking capacity

into account):

o BOMPA

o Evaluation of one aspect of direct

Research day to evaluate

BOMPA with participating

SLPs organized

BOMPA reliability study

completed

Research plan for evaluation of

the partner training component

Apr 10, 2018 Page 11



service of the Introductory Program

completed

Partner with others to study

opportunities and challenges

related to the implementation of

our methods, resources, and

tools

Work on deliverables for SCA™ ACUTE

project with North York General Hospital

Integrate current work on SCA™ ACUTE

project and relevant parts of MOH

initiative

Analyse data from observations

and focus groups

Provide SCA training to acute

care staff

Redo CAMS survey post

implementation

Obtain input from NYGH team

on relevant parts of MOH grant

e.g. e-learning for healthcare

professionals, and potentially

something for families in acute

care phase

Present and/or publish work that

reflects the leadership role

played by the Institute

Potential conferences include the Clinical

Aphasiology Conference and the

International Aphasia Rehabilitation

Conference

Continue regular contact with health

economists interested in working with us

on aphasia

Publish and/or present to at

least 1-2 conferences at the

international level.

Work with QRE committee and

develop the quality of our own

research and by others who wish

to do research at the Institute

Regular bi-monthly meetings

Develop research agenda for

the year

Submit this 2018/19 research

plan to QRE approval at first

meeting of the new fiscal year

Apr 10, 2018 Page 12



Area 9

Develop the

leadership,

knowledge, and

skills of staff and

volunteers to

fulfill the strategic

plan

Specific education targeted to

build a skill set/knowledge for

PPA and younger population

Other specific education/training to staff

and volunteers

Report provided e.g. topics

addressed; # of individuals

attended

Identify staff accountability and

learning opportunities for staff

to fulfill the strategic plan

During staff individual performance

evaluations

Staff performance completed

Staff job shadowing e.g. at a

training conference

Identified training completed

Senior staff transfer

knowledge/culture/history/skill

to staff

Executive Team to develop a work plan

Examples: All staff meeting,

job shadowing, coaching,

mentoring

Keep succession planning in

mind

Executive Staff to continue discussion on

planned succession

On-going

Identify key functional areas

needed by AI to deliver on

strategic plan

Provide opportunities for the

Aphasia Institute Community to

inform the operational and

strategic direction

Working committees – representation from

volunteers and clients

Town Hall

Client, volunteer staff surveys

Informal and formal feedback

obtained

Continue to build on current and

new strategies to diversify and

increase social enterprise

streams

Develop Social Enterprise Work plan – to

market outside of Ontario

Identify strategies to “pull” people to us for

paid services

Develop marketing tools to promote social

enterprise

Consumer uptake of revenue

strategies (e.g. SLP student

webinars, Show on the Road)

Apr 10, 2018 Page 13



Area 10

Work to diversify

and build revenue

sources

Fund Development

Generate a total of $145K by

year end to supplement our base

funding via focus on the

following:

Fundraising Events – overall target is $118K

o WTR – target is $81K

o Annual Appeal – target

is $30K

o I Care – target is $7K

Continue to build on strategies

for donor cultivation

Follow up on Planned Giving

strategy – with Board leadership

Continue to identify key

“funding” opportunities related

Fund Development Committee with

representation from Board and staff

continues to focus on internal fundraising

strategy in addition to being a working

group. Strategy includes events and donor

cultivation

Report to Fund Development Committee

on activities related to some/all of the

following: Government, Foundations,

Corporation, Individual Donors

Form an advisory client/family working

group to assist with WTR and Annual

Appeal “matching” strategy

Executive weekly donor cultivation

meetings

Track donation levels of donors who have

been approached in various ways with

definition of success including

maintenance of current donation level

Fund Development targets met

Report on donor and

fundraising metrics

Activities outlined

Apr 10, 2018 Page 14



to education and research * EXTERNAL REVENUE GENERATION

Follow up with MOHLTC towards the end

of the year re ensuring support for

sustaining the current initiative

Continue to pursue opportunities for

research funding with TRI and possibly

other sources

Communications with

MOHLTC

Opportunities delineated

Social Enterprise (SE) –

overall target is $103K by year

end

Education and training – target

is $75

Pictographic resources products

–target is $28K

*= not included in

budget forecast please

refer to budget

mitigation strategies

Table 2

Attention paid to marketing outside of

Ontario (national and international) in

order to make up revenue lost in Ontario

due to free training opportunities

Area 11

Prepare for formal

accreditation

Begin planning for accreditation

in Year Three or Four of

Strategic Plan

Review operational process and identify

gaps e.g.

o Client chart review

o Finance process review

Draft policies created

Apr 10, 2018 Page 15



Area 12

Develop and

execute a

communications

strategy to support

the goals of the

Strategic Plan

Develop communication plan

Communications Committee to identify a

working group with input from the Board

Clarify communications related to fund

development and donor cultivation –

separate from communications and

marketing related to professional services,

education, training, resources, and

consultation (see below)

Communication strategy

completed and implemented

Area 13

Develop or access

marketing

expertise and

capacity

Develop marketing material that

will aid the Aphasia Institute in

meeting the MOHLTC funding

deliverables

Hire expertise in the area of marketing and

communications

Identify key targeted audiences and

strategies related to the marketing of

professional services, education, training,

resources, and consultation

Marketing plan developed and

implemented

Area 14

Increase reach to

potential donors

and supporters

Develop a donor cultivation

strategy for the year

Standing agenda item for Fund

Development Committee

Weekly meetings of executive staff with a

focus on donor cultivation – with reports to

monthly Fund Development Committee as

needed

Plan created with goals and key

activities

Area 15

Utilize technology

and platforms to

support the

internal and

external aspects of

the strategic plan

Enhance the user experience by

offering simple access to our

services and products

Hire a vendor to develop new technology

infrastructure to support MOHLTC

deliverables and existing operations

Identify priorities within our budget

capacity

Ensure technology support for users

Offer free access to ParticiPics

Offer revised CAMS free to Health Care

Professionals/Organizations

New platform developed based

on our priorities (including the

need to capture metrics for

quality improvement purposes

as well as required reports to

funders

Formal and informal feedback

Apr 10, 2018 Page 16

Apr 10, 2018 Page 17

TABLE 2: OPERATIONAL DELIVERABLES WITH BUDGET IMPLICATIONS FOR YEAR ONE (FISCAL 2018/19)

Area 10

Work to diversify

and build revenue

sources

Fund Development

Follow up on Planned Giving

strategy –with Board Leadership

Possible budget implications – depending on our organizational priorities and current

staff and board capacity, delivering on this item may require additional budget

Social Enterprise (SE) –

Overall target is $103K by year

end

Education and training –

target is $75

Pictographic resources

products –target is $28K

*= not included in the

budget forecast

Mitigation strategies to increase Social enterprise revenue:

Target 4 additional Show on the Road (outside of Ontario)

Target 3 additional SLP students webinars

Area 11

Prepare for formal

accreditation

Begin planning for accreditation

in Year Three of Four of

Strategic Plan

Budget implications related to this are cost incurred in relation to preparation and

implementation (mostly in year three or four)

Apr 10, 2018 Page 18

TABLE 3: RELATIONSHIP BETWEEN OPERATIONAL FOCUS AREAS AND STRATEGIC GOALS

Strategic Objectives Strategic Goals Anticipate and respond to changes

in the service needs of people with

aphasia and their families

Share expertise and facilitate

professional learning so as to

increase communicative access to

health care services in Ontario

Champion communicative access

for people affected by stroke and

aphasia provincially, nationally

and internationally

Deepen and extend client

engagement to inform and shape

our work

Address the specific needs of

younger individuals with aphasia

and those with primary

progressive aphasia – including

their families and communication

partners

Increase reach and access to our

services and resources for people

with aphasia and their families

through new technology and

partnerships with diverse

communities and institutions

Leverage our direct service

experience to develop, or host the

development of innovative

solutions that enable people to live

more successfully with aphasia

Maintain and develop

relationships with organizations

and service-providers so as to

build their capacity to better work

with people with aphasia and their

families

Develop multiple ways for

Apr 10, 2018 Page 19

education, training, consultation

and resources/tools to be accessed

Increase awareness by key

communities of the impact of

aphasia and increase recognition

of our solutions (directly through

network partners)

Demonstrate the value and impact

of our work through research,

outcome measurement and stories

Target Area

Enabling Goals

Strengthen Organizational

Capacity and Sustainability

Communicate our Work in an

Effective and Comprehensive

Approach

Leverage Technology and

Information

Develop the leadership and skills

of staff and volunteers to fulfill

the strategic goals

Work to diversify and build

revenue sources

Prepare for formal accreditation

Develop and execute a

communication strategy to support

the goals of the Strategic Plan

Develop or access marketing

expertise and capacity

Increase reach to potential donors

and supporters

Utilize technology and platforms

to support the internal and external

aspects of the strategic plan

agenda - aphasia

Documents