Caregiver Supports Ontario (Working Title): A stand-alone organization that delivers and coordinates a full range of individual, organization and system level supports for caregivers in Ontario.

This appendix includes the following for consideration and further development:

  • Caregiver Supports Ontario (Working Title): Key Characteristics and Descriptions
  • Proposed Implementation Steps
  • Funding Requirements
  • Accountabilities: Central and Regional Offices

Caregiver Supports Ontario (working title): Key characteristics and descriptions

Characteristics

Descriptions

Vision

All caregivers in Ontario feel supported and valued.

Mandate

To use information, support and respect to enhance the caregiving experience in Ontario.

Governance Leadership
  • Volunteer Board of Directors.
  • Representative of Ontario’s diverse population.
  • Directors with appropriate skills and expertise (balance of experience in areas such as caregiving, policy, finance, legal, business and other areas).

Management Leadership

Chief Executive Officer.

Location
  • One central location.
  • Regional locations aligned with, co-located within and arms-length from the LHINs. Final numbers and distribution to be determined based on caregiver needs.

Staffing
  • Central location: CEO, administrative support, and selected central staff to oversee key functions (e.g., one-number-to-call, education programs, information systems, marketing and communications, and other functions).
  • Regional locations: at least one local area caregiver support lead in each region strengthened by local volunteer networks.

Corporate Status

Non-profit organization with charitable status.

Funding

Multi-year government funding linked to goals and deliverables.

Accountability
  • CEO accountable to the Board.
  • Staff accountable to the CEO.
  • Organization accountable to the Minister of Health and Long-Term Care or the Minister’s designate.

Back Office

Back office functions may be provided by another organization to minimize overhead costs.

Performance and
Sustainability
  • Ongoing accountability for performance.
  • Effectiveness and efficiency of structure continuously evaluated and modified, if appropriate, as the health care system evolves.

Proposed implementation steps

The Minister/ministry to select an Implementation Lead (Recommendation 3).

The Implementation Lead – in consultation with the ministry – to establish a small interim advisory group to work with the Lead on the initial stages of implementation.

The Lead to develop a three-year action plan that sets out goals, deliverables and timelines. The potential plan may include:

Year One

  • Secure the Board and develop by-laws.
  • Recruit a Chief Executive Officer.
  • Develop the strategic plan with a supporting implementation plan.
  • Develop and begin to implement a communication strategy (e.g., website, newsletters with updates on status and activities, etc.).

Year Two

  • Begin to implement the strategic plan.
  • Refine the structure and staffing for the central and local offices.
  • Recruit staff.
  • Establish core programs.
  • Identify indicators to evaluate performance.

Year Three

  • Continue to implement the strategic plan.
  • Develop objectives for the next three years.
  • Evaluate the central and local structure and modify, if required.

Funding requirements

Incremental Government Funding:

  • Year 1: $ 1.0 M
  • Year 2: $ 2.5 M
  • Year 3+: $ 3.0 M

Ongoing financial evaluation based on operational plans. Other source of funds may include donations and grants.

Accountabilities: Central and regional offices

Central office: accountabilities

Establish and maintain:

  1. Mission, vision, values
  2. Goals and objectives
  3. Budget
  4. Purchased services
  5. French language program (French language caregivers served in French)
  6. Indigenous Peoples’ (First Nation, Métis, Inuit) services (co-design and co-develop supports)
  7. IT platform/search engine
  8. Functional Accountabilities, i.e.:
    • Education and support program development
    • Provincial partnerships
    • Transitions across ministries
    • Federal initiatives
    • Public awareness

Regional offices: accountabilities

  1. Link between and among local area initiatives and centralized programs
  2. Secure volunteers and developing local area programs
  3. Deliver central/core programs
  4. Regional leads to work with but not be owned by the LHINs (independent of home care services)