October 15, 2002 Agenda
SPECIAL MEETING
ORDERS OF THE DA Y
FOR TUESDAY, OCTOBER 15TH. 2002 AT 1 :00 P.M.
1) Call to Order
2) Disclosure of Pecuniary Interest and the General Nature Thereof
3) Motion to move into "Committee Of The Whole Council"
4) Reports: Mark G. McDonald, Chief Administrative Officer, and Helen Notte,
Director of Homes for Seniors Services - Work Plan for Review of Elgin
County's Long-Term Care Homes (ATTACHED)
5) In-Camera Items (see separate agenda)
6) Motion to adopt recommendations from the Committee Of The Whole Council
7) Consideration of By-Laws
8) Adjournment
./"--~",
REPORT TO COUNTY COUNCIL
FROM:
Mark G. McDonald, Chief Administrative Officer
and
Helen Notte, Director of Homes and Seniors Services
DATE:
October 1, 2002 (amended October 15, 2002)
SUBJECT: WORKPLAN FOR REVIEW OF ELGIN COUNTY'S LONG-TERM CARE
HOMES
Introduction:
At a special Council meeting held on September 1 ih, 2002, staff were directed to prepare
a workplan with timelines for the review of Homes' operations. This was in response to a
series of five recommendations from Mr. Fred Galloway who had recently completed a
number of input sessions with Homes' staff. What follows is a Draft Workplan for Council's
consideration. Please refer to the Appendices for a more complete explanation of the
Task Forces.
WORKPLAN
TASK #1 - Increase leadership capacity, assessment of staff roles and increase
presence in Terrace Lodge and at the other Homes.
Recommendation: That the Director of Homes and Seniors Services
prepare a report to the Chief Administrative Officer with specific
recommendations on how we are going to increase the leadership capacity
and outcomes at the Homes. This will involve a strategy to increase the
presence of the Administrator and others in the facilities.
Timeline - four weeks - October 22nd, 2002
TASK #2 - Improve Organizational Culture and Morale.
A - Replenish and rebuild the temporary pool of staff and fill gaps in
services.
Timeline - Task force to report in 4 weeks.
B - Develop a contemporary and future-focused staffing model to meet the
needs of seniors' care. (Fred Galloway to lead)
Timeline - Mr. Galloway to complete in 4 months.
2
C - Create a less complex, more integrated and strengthened staff
scheduling process.
Timeline - Task Force to report in 4 weeks.
D - Streamline and co-ordinate purchasing procedures that are more
effective in procuring food stuffs and supplies according to the schedule
of menus and programs.
Timeline - Task Force to report in 4 weeks.
·E - Develop an effective and consistent communication program at multiple
levels within and external to the Homes.
Timeline - A Task Force involving the use of a communication consultant
should chart all communication paths and determine the best
course of action to improve communications. This report
should be finalized in 4 to 6 weeks.
F - The development of an effective decision-making model should fall out
of the implementation ofthe suggestions of the Task Forces previously
mentioned, but will take a significant period of time.
Timeline - Within one year.
G - Determination of a staff recognition system that honours effective and
substantive work of staff on an ongoing basis.
Timeline - Task Force to complete in 4 weeks.
TASK #3 - Policy and Procedure Redevelopment and Renewal.
This task will be time consuming as many policies are linked with Human
Resources procedures that shall be reviewed concurrently. The goal will be
to assess what needs updating, what is no longer required, and what are the
priority changes needed.
Timeline - One year.
3
TASK #4 - Review and Potential Redesign of Organizational Structure
Clarity of roles and responsibilities is required with clearly identifiable
accountabilities. The current practice of utilizing central service strategies
should be investigated.
Timeline - Starting on November 1st, this task should be completed by February
(4 months). Mr. Galloway will lead this process.
TASK #5 - Development of a Departmental Strategic Plan
This project involves establishing a vision, mission and principles and values
for the delivery of seniors services in the County and shall provide the basis
or framework for all strategic and operational decision-making.
Timeline - This process should begin in January and be completed by June.
Staff need to see progress in the most urgent areas first, before strategic
planning begins. This process should be lead by Mr. Galloway.
Budaet for External Resources - A budget for Mr. Galloway, and a communication
consultant and other internal and external resources is set at $50,000.00 (not including the
Strategic Plan) from theStrategic Planning Reserve ($35,000) and the Mill Rate
Stabilization Reserve ($15,000).
In keeping with the recommendations of Mr. Galloway, the department will be monitored as
to events and progress every two months with regular reporting to Council. An overall
assessment of progress will be completed in the Fall of 2003 with any required changes.
Task Force Co-Ordinator: In order to assist the Task Forces with questions of protocol
and process, a Task Force Co-ordinator should be appointed.
Instructions to Task Forces: General instructions to Task Forces are included in this
report for Council's information.
Récommendation:
THAT the report from the Chief Administrative Officer and Director of Homes and Seniors
Services dated October 1, 2002 entitled "Workplan For Review Of Elgin County's Long-
Term Care Homes" be approved, as amended, for implementation.
Respectfully s
acluJ cI ~~
Helen Notte
Director of Homes and Seniors Services
4
INDEX
PAGE
SECTION
TITLE
5 I Temporary Pool Task Force
6 II Task Force On Scheduling
7 m Task Force On Purchasing
8 IV Task Force On Communication
9 V Task Force On Developing A Staff
Recognition System
10 VI Task Force On Policies And Procedures
11 VII Task Force On Organizational Structure
12 VIII Instructions To Task Forces
And Composition
13 IX Tasksffask Forces And Timelines
14 X Task Forces' Co-Ordinator
TITLE:
OBJECTIVE:
MAIN FUNCTIONS:
TIMELlNE:
COMPOSITION (51
5
I
Témporary Pool Task Force
To replenish and rebuild the temporary staff pool at all three
Homes and fill in gaps in service.
- Examine current staffing pool (temporary)
- Determine appropriate size and composition of temporary
staffing pool
- Are there gaps in service?
- Recommend most appropriate staffing pool to respond to
service gaps
- Estimated full-year impact on Homes' budget
Four weéks from date of first meeting
Terrace Lodae
One ONA Exec Representative (1)
One ONA Staff Representative (1)
One SEIU Exec Representative (1)
One SEIU Staff Representative (1)
One Homes Management Team
Member (same member for all
thrée Homes) (1)
* One Human Resources Appointee
as ex-officio member
Elain Manor Bobier Villa
"
"
"
"
"
"
"
"
"
"
TITLE:
OBJECTIVE:
MAIN FUNCTIONS:
TIMELlNE:
COMPOSITION f71
6
IT
Task Force On Scheduling
To create a less complex, more integrated and strengthened
staff scheduling system.
- Examine pros and cons of existing method of scheduling
- Examine alternative methods of implementing a master
schedule
- Recommend the most "user-friendly" and uncomplicated
master schedule
- Estimate full-year impact, if any, on Homes' budget
Report due four weeks from date of first meeting
Elqin Manor Bobier Villa
Terrace Lodqe.
One aNA Exec Representative (1)
One aNA Staff Representative (1)
One SEIU Exec Representative (1)
One SEIU Staff Representative (1)
One Homes Management Team (1)
Member (same member for all
3 Homes)
One Human Resources Appointee (1)
One Scheduler from each Home (1)
"
"
"
"
"
"
"
"
"
"
"
"
"
"
TITLE:
OBJECTIVE:
MAIN FUNCTIONS:
TIMELlNE:
COMPOSITION (7):
7
III
Task Force On Purchasing
To streamline and co-ordinate purchasing procedures with an
initial focus on procuring food stuff and supplies according
to the schedule of menus and programs.
- Create a database of required supplies and purchases
- Examine current methods of procurement
- Discuss with suppliers their willingness and ability to deliver
food stuffs according to pre-determined menus
- Examine impact on operations and budgets, if any
Report due on purchasing food stuffs four weeks from date of
first meeting
One Task Force For All Three Homes
One Food Services Representative from each Home (3)
One Resident Care Representative from each Home (3)
One Homes Management Employee (1)
One Finance ex-officio
* Membership will evolve as other areas of procurement are
investigated
TITLE:
OBJECTIVES:
MAIN FUNCTIONS:
TIMELlNE:
COMPOSITION (9)
RESOURCES:
8
IV
Task Force On Communication
To chart all communication paths internal and external to all
three Homes and determine the best, most consistent method
of communication.
- Examine how and what information is disseminated to
management and staff
- Recommend a consistent and effective communication system
- Use an external resources person to review options
Report due six weeks from date of first meeting
One Task Force For All Three Homes
Two SEIU Representatives (one Staff and one Exec) (2)
Two ONA Representatives (one Staff and one Exec) (2)
One Nursing Supervisor (1)
One Supervisor of Support Services (1)
:rwo Secretarial Appointees (2)
One Library Appointee (1)
Consultant to lead process
One IT Representative as ex-officio
Communication consultant as required
TITLES:
OBJECTIVES:
MAIN FUNCTIONS:
TIMELlNE:
COMPOSITION (7):
9
v
Task Force On Developing A Staff Recognition System
To develop a policy that recognizes and honours effective and
substantive work of staff on an on-going basis.
- Review recognition policies from other Homes/Municipalities
- Tailor a system that best suits the County of Elgin
- Full year impact on budget to be reported
Report due four weeks from date of first meeting
Three aNA Representatives, one from each Home (3)
Three SEIU Representatives, one from each Home (3)
One Management Representative from Homes (1)
One Human Resources Appointee as ex-officio member
10
VI
TITLE:
Task Force On Policies and Procedures
OBJECTIVE:
To review and update all policies and procedures involving
Homès' operations
MAIN FUNCTIONS:
- Develop a workplan
- Formulation of Policy Reference Teams based on policy topics
(Le. nursing policies to involve nursing staff)
- Review and list all policies and procedures currently on the
books
- Eliminate policies and procedures that are no longer required
- Assess which policies need revision
- Determine which policies are a priority
- Codify all policies
TIMELlNE:
One year from date of first meeting
NOTE: Policies shall be brought forward for approval throughout the
process
COMPOSITION:
A one-year secondment of a Homes' staff member to lead
process with process advice from County Deputy Clerk.
Po.licy Reference Teams to be chosen according to topic.
RESOURCES:
External assistance may be required
NOTE: Sub-committees shall be established to review and recommend policies and
procedures as required.
11
VII
TITLE:
Task Force On Organizational Structure
OBJECTIVE:
To recommend the most effective and efficient organizational
structure and staffing levels at all three Homes.
MAIN FUNCTIONS:
- To create a database of the current complement offull and
part-time staff
- Clarify present roles and responsibilities of staff
- Examine an organizational structure which best serves
resident needs and future needs (specialization)
- Develop a future-focused staffing model
- Full-year budget implications shall be provided for any changes
in complement or duties
TIMELlNE:
Report due four months from date of first meeting
COMPOSITION:
Consultant and Homes Administrator supported by Human
Resources and Finance and reference groups (staff groups as
required).
NOTE: The Task Force will be facilitated by Mr. Fred Galloway
12
VIII
INSTRUCTIONS TO TASK FORCES
1) Each Task Force shall appoint a Chairperson and a Secretary
2) Minutes shall be kept
3) Each Task Force shall focus on alternatives and best practices
4) Each Task Force shall set a schedule of regular meeting dates and make meetings
open to the public wherever possible
5) The Task Force shall report to the County's Management Team through the Chief
Administrative Officer and then to Council
6) Each Task Force shall solicit and entertain written and verbal comments from staff
7) Each Task Force may call upon department sources for advice as required (e.g.
Finance)
8) Each Task Force may create sub-committees that shall report to the Task Force.
Composition of the sub-committee(s) is subject to approval of the Warden and the
Chief Administrative Officer
COMPOSITION
1) Expressions of interest for any Task Force shall be submitted to the Chief
Administrative Officer
2) The Warden and the Chief Administrative Officer shall make final selections to the
various Task Forces
3) Alternates are not permitted on main Task Forces
13
IX
TASKSITASK FORCES AND TIMELlNES
A) Temporary Pool 4 weeks mid November
B) Scheduling 4 weeks mid November
C) Purchasing 4 weeks mid November
D) Communications 6 weeks December
E) Staff Recognition 4 weeks mid November
F) Policies and Procedures 52 weeks October 2003
G) Organizational Structure 16 weeks February 2003
NOTE: 1) Assessment of staff capabilities to be done by Director
2) Strategic Plan to commence in January and be completed in June 2003
Cost estimate for Strategic Plan to be supplied by Fred Galloway prior to
commencement.
14
x
TASK FORCES' CO-ORDINATOR
DUTIES:
- To assist and advise Task Forces in matters of procedure,
protocol and questions related to Task Force functions
- To ensure that the Task Forces are organized and proceeding
in a timely manner
- Allocates resources to Task Forces as required
- Reports to Chief Administrative Officer
COMPOSITION:
Director of Homes and Seniors Services
IN-CAMERA AGENDA
October 15.2002
IN-CAMERA DELEGATION
2:00 P.M.
Judith Clarkson of Mediated Solutions Incorporated will provide
options for Council in dealing with unsigned letters.
2:45 P.M.
A representative from Corporate Investigative Solutions will provide
options for Council in dealing with unsigned letters.
1 r,:
.)
I
/