1. finance

2014 ANNUAL REPORT
A YEAR IN TRANSITION
ACCA’s number one priority is to increase the
quality of care for the Albertans in our members’ care.
OUR VISION
To be the recognized voice for advancing excellence in
continuing care.
OUR VALUES
We are guided by a commitment to:
Excellence
Professionalism
Integrity
Accountability
ABOUT
The Alberta Continuing Care Association (ACCA) is a non-profit, voluntary organization
representing the providers of continuing care services in Alberta. We provide a unified voice for
our members, a unique alliance of:
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owners and operators of continuing care facilities and home care and support services;
private and non-profit sector providers; and
providers of quality products and services that support the continuing care sector.
Since 1981, the ACCA has strived to advance excellence in Alberta’s continuing care system. Our
role is to communicate the issues and ideas of our members, as we meet with key government
and industry decision makers and other stakeholders, and participate in committees and advisory
groups. We collaborate with other associations and organizations in Alberta and across Canada,
to share information, ideas and resources.
2013/2014 BOARD OF DIRECTORS
President
John Pray
Director
Lyn Krutzfeldt
Shepherd’s Care Foundation
Christenson Communities
Past President
Dr. Hasmukh Patel
Director
Raymond Cormie
AgeCare Senior Communities
Father Albert Lacombe Home (Society)
Vice President – Non-Profit
Shawn Terlson
Director
Patrick Dumelie
Good Samaritan Society
Covenant Health
Vice President – Private
Michael Harris
Director
Vivien Lai
Extendicare
Brenda Strafford Foundation
Vice President – Home Care
Tyla Lyle
Director
Sylvie Air
Bayshore Home Health - Calgary
CBI Home Health - Alberta
ACCA STAFF
Chief Executive Officer
Tammy Leach
Communication & Events Manager
Heather Aggus
Executive Assistant
Stacey Jacula
Casual Administrative Support
Janet Adam
A MESSAGE FROM TAMMY LEACH, CEO
2014 has been a year of change and transformation
for ACCA. As ACCA’s new leader, I sought to
work with the Board of Directors to transform
ACCA – building on its strong roots and rich
history to position the organization for long-term
sustainability, ensuring value to ACCA members
as the Continuing Care industry evolves in
Alberta.
“For an organization to
succeed, it needs to
continuously adjust to
changing times.” –
Bruce West, ACCA 2013
Annual Report
In addition to advocacy and working collaboratively
with government, ACCA spent considerable time over the past year developing
strategic priorities, transitioning the governance structure and bylaws, and enhancing member
involvement internally through member focus groups, consultant-conducted environmental
scans and member meetings. Externally, ACCA encouraged members to become involved
with various government committees, many resulting from the Minister’s Forums. Our thanks
to everyone that agreed to share their expertise and participate on ACCA’s behalf.
In addition to being a year of renewal and change, ACCA experienced many successes in
2014. From a funding perspective, ACCA was instrumental in stopping claw-backs for 2014
and in postponing the rollout of Patient Based Care Funding into Designated Supportive
Living. ACCA advocated for increases for accommodation fees for the next three years, and
government responded. Although it took a while, ACCA was successful at having Alberta
Health Services include Home Care in the business model discussions.
Four excellent papers, listed below, and two “one-page” documents titled ACCA
recommendations for Immediate Funding Relief and Recommendations for Immediate Home
Care Funding Relief were developed with the expertise of ACCA members.
1. Partnering to Keep Quality Care a Priority: MDS/RAI, CMI and Quality Indicators;
2. Proposed Business Model for Operators of Continuing Care (this document was
subsequently endorsed by the Alberta Senior Citizens Housing Association and the
Senior’s Housing Society of Alberta);
3. Proposed Business Model for Home Care; and
4. Essential Services of Compulsory Interest Arbitration for the Continuing Care Sector.
All of these documents have been shared with Ministers and government officials. Both of the
business model documents were used as foundational documents for Alberta Health’s Alberta
Continuing Care Business Model White Paper.
In short, our main message has been that helping Alberta’s seniors requiring continuing care
receive the best possible care and quality of life requires more investment in the industry.
Demands in Alberta’s continuing care industry have skyrocketed in recent years. We have taken
proactive steps to spread this message and bring a greater understanding of the issues to key
stakeholders. We are confident that ACCA will continue to be an active, influential voice for our
members in the year ahead.
2015: A Year of New Beginnings!
In 2015, ACCA will be surveying our members to develop member value proposition, member
growth and member retention strategies. Sustainable goals and objectives will be developed to
build on and meet the strategic priorities identified in 2014 and we will be investigating
opportunities for partnerships and alternate sources of revenue.
I look forward to 2015 with enthusiasm as we collectively, Board, Staff and Members, work to
achieve ACCA’s vision of being the recognized voice for advancing excellence in Continuing Care!
Tammy Leach, CEO
CELEBRATING OUR ACHIEVEMENTS
The past year has been a busy, but successful one. We welcomed Tammy
Leach as new Chief Executive Officer in the fall of 2013. While we fondly bid
Executive Director Bruce West farewell, Tammy has brought renewed
energy and experience to the association with a focus on strategic
transformation guided by our core strategies of:
John Pray, President
Change is never easy.
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Organizational Stability and Continuous Improvement;
Value for Members;
Progressive Policy and System Performance;
Strategic Alliances and Partnerships;
Knowledge to Intelligence; and
Public Facing.
“The secret to change
is to focus all of your
energy, not on fighting
the old, but on building
the new.”
In August of this year, Tammy was elected to the Executive
of the Canadian Alliance of Long Term Care (made up of
representatives from BC, ON and MB), of which the ACCA
is a member.
Change is never easy. And change is not possible without a futuristic Board that recognizes
the need to transition, including moving operational work traditionally done by the Board to the
CEO and Member Committees. The Board also approved a set of Governance Policies that
will help guide them going forward with the new set of Bylaws that were revised in October.
Bylaw revisions include:
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Membership Changes
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o
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o
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“Publically funded” removed as a condition of membership.
A new fee structure with a minimum and maximum fee for each of the services of
Long Term Care (LTC), Home Care (HC) and Designated Supportive Living
(DSL), independent of one another.
Introduction of a required notification period of 3 months to members for any
change in fees.
One weighted vote per voting member calculated using a formula based on fees
paid.
Board Changes
o
Board consisting of 9 Directors elected from the membership with the potential for
an additional 4 Board-appointed Directors-at-Large to a maximum of 13 Directors;
o
o
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4 positions filled based on skills required;
Elected Directors will have 3-year terms; and
Officers: Incoming Chair, Chair and Past Chair will be appointed by the
Board from the elected Directors.
We would like to thank R. Greer Black, who retired this year after 22 years
on the Board, as well as Directors Richard Luneburg and Kim Fraser.
Greer Black
Part of our renewed focus this past year meant engaging our knowledgeable membership through
participation and the provision of informed advice in:
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ACCA Member Working Groups;
Minister’s Forums; and
Continuing Care Collaborative Committees (including CC Collaborative Steering Committees,
Sub-Committees, Working Groups and Focus Groups).
Our progress towards our core strategy of building strategic alliances saw meaningful effort put
into collaborative partnerships with Alberta Health (AH) and Alberta Health Services (AHS), with
notable success in:
 Stopping funding claw-backs for 2014;
 The postponement of the rollout of PCBF into DSL so that issues can be identified and
resolved with PCBF in LTC;
 Lobbying and receiving additional funding for each stream;
 Having AHS recognize the need to include HC in funding and business model
discussions;
 Accommodation increases of 3/3/3 indexed to CPI; and
 Obtaining a grant from AHS to host the very successful Inspiring Quality Conference
slated for November 2015 (IQ 2015).
The past year did have its challenges though, not unique to ACCA. Change in the Provincial
Government has meant having to rebuild relationships with key decision and policy-makers;
however, recent discussions and government announcements give ACCA great optimism
that positive growth and development in all three continuing care streams lay ahead.
John Pray
President, ACCA
2015: A LOOK AHEAD; A NEW BEGINNING…
2014 was our year of transition and rejuvenation. With the proactive steps and changes taken this
past year, we are in a stronger than ever position to help shape the continuing care industry in
Alberta and continue to affect positive change for our members and the seniors and Albertans in
their care.
Building on this year’s momentum, the ACCA’s efforts will continue to be focused on:
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Advocacy - Ensuring adequate funding and resources for all streams of continuing care;
Partnership Development – Building relationships with government, health authorities and
other key stakeholders; and
Enhanced Communication – With our members, government, the media, and the public.
Advocacy
We have budgeted for an additional ACCA team member who will be responsible for Member
Services and actively engaging non-publically funded continuing care providers. An investment in
our team means a stronger continuing care voice, greater representation at government activities,
conferences and public events. We will continue to have
active Board Member Committees and will continue to
develop Governance Policy, Position Papers and reports on
behalf of our members.
Partnership Development
We will continue to collaborate with government, health care
and support service providers and other advocacy
organizations. We will pursue further opportunities to partner
with other provincial and national associations, including the
Canadian Alliance of Long Term Care, to share best
practices and to enhance our influence as a ‘voice at the
Canadian Alliance of Long Term
table’ at various forums and committees. We are thrilled to be
Care (CALTC) AGM in Whistler, BC
hosting IQ 2015: Person-Centered Care with the goal of bringing
together frontline care providers, employers, companies providing
products and services and government for open discussion and
information sharing.
Enhanced Communication
We have listened to you and understand that the only way we can truly be
the unified voice of our members is in providing you the opportunity to
communicate to us and receive timely, accurate information from us. We are
developing a comprehensive communications strategy to be in a better
position of informing the public, being responsive to the media, and
delivering on key objectives. We are investing in revamping our website with a Twitter Presence
has grown nearly
Members Only section and encourage your feedback.
30% in last 2
months
THANK YOU MEMBERS, CURRENT AND NEW
Our members are a diverse group comprised of organizations providing care, support and
accommodations to seniors and disabled adults, and associations and corporations
providing services and products involved in the delivery of continuing care. They are
ACCA’s greatest strength!
Our members provide care and services for over 12,000 publically
funded long term care and designated supportive living beds and over
4.6 million hours of publically funded Home Care to Albertans.
We are pleased to have welcomed the following
organizations as new or returning members to ACCA this
past year:
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Choices in Community Living
Godfrey-Morrow Insurance and Financial Services Ltd.
NeuroGym Technologies
Pharmacare Specialty Pharmacy
Qualicare Corporation
Staff Schedule Care
Surge Learning
Venta Care Centre
FINANCIAL HIGHLIGHTS (2013)
Statement of Operations
For the years ending December 31,
2013
2012
REVENUES
Voting Membership Fees
$
490,640
$
453,673
Corporate Membership Fees
46,875
Associate Membership Fees
4,000
4,867
150,688
178,039
8,882
12,002
Conference and Trade Show Revenue
Interest Income
Labour Market Partnership Grant
-
Health Care Aide Grant
-
40,125
12,442
25,000
701,085
726,148
EXPENDITURES
Amortization
8,602
9,948
Bank Service Charges
4,604
3,860
Conference Expenses
113,218
152,464
Consultants
33,579
9,039
Health Care Aide Costs
-
25,000
IT Support and Supplies
3,205
2,713
Insurance
2,387
2,033
-
12,658
Labour Market Partnership Costs
Newsletter
Office Supplies and Printing
1,687
1,749
10,728
7,976
Office Support
4,387
9,860
Postage and Delivery
2,539
3,590
16,976
16,637
Professional Fees
Public Relations and Entertainment
Rent
Staff Development
Subscriptions and Publications
6,025
9,276
41,294
39,539
1,370
227
731
572
Telephone and Utilities
10,852
7,465
Travel
58,581
39,547
340,546
306,514
Wages and Benefits
Website
Excess of revenues over expenditures before other item
943
1,114
662,254
661,811
38,831
64,337
Other Income
Gain on sale of property and equipment
Excess of revenues over expenditures
5,183
$
44,014
$
64,337
Statements of Financial Position
For the years ending December 31,
2013
2012
ASSETS
Current
Cash
$
Short Term Investments
186,349
$
183,294
215,101
210,337
Accounts Receivable
28,622
25,172
Prepaid Expenses
17,804
10,737
447,876
429,540
12,755
19,515
Property and Equipment
$
460,631
$
449,055
$
11,699
$
19,297
LIABILITIES
Current
Accounts Payable and Accrued Liabilities
Prepaid Memberships
-
24,840
11,699
44,137
436,177
385,403
NET ASSETS
Unrestricted
Invested in Capital Assets
$
12,755
19,515
448,932
404,918
460,631
$
449,055
Alberta Continuing Care Association
8861 – 75 Street NW
Edmonton, AB T6C 4G8
www.ab-cca.ca 780.435.0699