IOOF Seniors Homes Inc. Annual Report

“Caring is our reason for being...” 2017-2018 Annual Report

Table of Contents 3 ........................................................................................................................................................ Our Mission, Vision, and Values 4.........................................................................................................................................A Message from our CEO & Board Chair 5...................................................................................................................................................................................Strategic Priorities 6-7..............................................................................................................................................................................................Our Team 8-10............................................................................................................................................ Odd Fellow & Rebekah Home (LTC) 11 ........................................................................................................................................................................................ Heritage Place 12...........................................................................................................................................................Odd Fellow & Rebekah Manor 13............................................................................................................................................................................................The Terraces 14-15..................................................................................................................................................Long-Term Care in Ontario 2018 16........................................................................................................................................................................Revenue Development 17................................................................................................................................................................................. Volunteer Services 18-19........................................................................................................................................................................ Financial Highlights2 IOOF Seniors Homes Inc. Annual Report 2017-2018

The IOOF Seniors Homes Inc. has been serving the needs of seniors in Ontario for over 100 years.We are committed to serving seniors through the development of new and innovative concepts insupport programs, health care services, and housing initiatives.We are a not-for-profit charitable organization currently operating several facilities in Barrie,Ontario. The organization provides a full continuum of care for seniors from independent living tosupportive housing, rent-geared-to-income housing, and long-term care. Caring is our reason for being... To meet the demands of a changing healthcare environment and to provide exemplary Resident care by: Caring First Inspiring Teamwork Strengthening Connections Building our Future Growing Sustainability We are committed to: Compassion - Providing compassionate care and comforting support Accountability - Acting with integrity and transparency Respect - Upholding Resident rights and diversity Excellence - Providing the highest quality of care and service IOOF Seniors Homes Inc. Annual Report 2017-2018 3

A Message from our CEO & Board Chair An “Annual Report” is a it is our hope that we are defined by the quality and document that outlines or innovation of care that we provide to those we have summarizes the activities been entrusted to care for – it is a “sacred trust.” As we of an organization over the make plans for future redevelopment, our mission must past year and hopefully, always be at the forefront: Caring is Our Reason for by reviewing the past, it Being. In an ever changing environment, it is imperative provides an outlook for that we be proactive and be a part of the change in order the future. The report is an for us to fulfill our mission – excellence in care depends important tool by which upon our adapting to and influencing the changes. our organization can be proactive in demonstrating I extend my sincere thanks to the Board of Directors its accountability to its who are committed to the mission and philosophy ofmembers, stakeholders and the community. It is our the IOOF Seniors Homes Inc.; our management teamhope that the 2017-2018 report captures some of the for their commitment to excellence and to all of our staffwonderful activities of the past year. who provide a compassionate, safe and secure home for all of our Residents.We have an eye to the future as we continue to planfor redevelopment and look for new opportunities to Garry C. Hopkinsprovide seniors care to Barrie and the surrounding area. Chief Executive OfficerHowever it should be noted that the IOOF Seniors HomeInc. has been and still is more than “bricks and mortar;” It is hard to believe that quality, caring and improvements to meet the changing another year has already needs of our Residents.” gone by! The time has indeed flown by since As a Board we are very much aware of evaluating our our last Annual General resources to ensure that we are providing the most Meeting. effective services and support to our Residents. To each of you individually and to all of you as a team, I extend I would like to start out the hearty thanks of the Board of Directors and my by thanking our CEO, personal thanks. Garry Hopkins, and all of our staff, for the John Nichols excellent work they do in Board Chairensuring that the IOOF Seniors Homes Inc. continues tooperate so successfully. I also wish to thank the manyvolunteers who give of their time and energy to help tomake the IOOF the exemplary organization that it is.All of you serve to make the IOOF the fantastic placethat it is. This past year there has been an emphasis onthe strategic priority of Caring First – it is the desire ofthe organization that we provide “a culture of ongoing4 IOOF Seniors Homes Inc. Annual Report 2017-2018

Strategic Priorities We are committed to the philosophy of Resident First: A culture of ongoing quality, caring, and improvements to meet the changing needs of our Residents. We recognize that “Individually we are one drop, but together, we are an ocean.” We recognize that communities grow stronger when its citizens (Residents, staff, stakeholders) regularly and persistently do a variety of simple things together that allows them to connect with each other, build trust and get involved. Connect With Others ∞ Build Trust ∞ Get Involved We are committed to partnering with the Ministry to renovate our facility to provide our Residents with secure, safe and comfortable surroundings. We acknowledge the importance of addressing sustainability for an aging population and for increased demand for long term care. IOOF Seniors Homes Inc. Annual Report 2017-2018 5

Our Team Garry C. Hopkins Myles Keeble Management Patricia Jeffrey CEO Ashley Frenette Director of Finance & IT Director of Resident Care Leanne Gray Assistant Director of Resident Care Ed Urbonavicius Director of Human Resources Mary MacDougall Director of Facilities & Environment Director of Housing Accommodations Gaja Damas Director of Program Support & Volunteer Services Darlene Lee Director of Food Services Leanna Gilbert & Lindsay Webb Nurse Managers Property Manager Elvis Pohl Administrative Staff Barb Guerra Laurissa Serre Payroll & Benefits Administrator Joanne Matte & Lisa Knox Scheduling Administrator of Resident Care Nurse Practitioners Irene Delisle Administrative Assistant of Housing Cathie Foley & Accomodations Kelly Young Executive Administrative Assistant Bonnie Gowanlock Administrative Assistant Home Agnes Upper Resident Accounting Administrator Accounting Administrator 6 IOOF Seniors Homes Inc. Annual Report 2017-2018

Board of DirectorsWith appreciation, we thank the following individuals who served on IOOF Seniors Homes Inc. Board of Directors in 2017-2018: John Nichols Gwen Barron George Clarke Jim Broadfoot Susan VanAmelsvoort Terry Switzer Gene Dopp (President) Charlie Pole June Richie June Ventresca Mike McKean Jim Edwards Duncan McMillan (Vice President)Garry C. Hopkins (CEO) Employee RecognitionThe annual Employee Recognition ceremony was held on Thursday, September 28th, 2017. The following employees were recognized for years of service: 10 YEARS 15 YEARS 20 YEARS In addition to those above, 12 employees Donna Roberts Barb Guerra Maria Henson Krista Taylor Nicole Bahlke Heather Allen received pins forCaitlin Farrimond Sheila Campbell 3 years of serviceBonnie Gowanlock Kimberly Richardson 25 YEARS and 15 employees Marie Flore received pins for 5 Mary Healy Elvis Pohl Ceclia Wazbinski years of service. Asia Harrison Tracy Murumets Deborah Baker Randy Dunn 30 YEARS Michelle Green Chantal McManus Afra Ruyter Kelly Ritchie Donna Richardson Brenda Penfold IOOF Seniors Homes Inc. Annual Report 2017-2018 7

Oddfellow & Rebekah Home (LTC)Resident Care Services BEHAVIOR SUPPORT SERVICES (BSS)The Resident Care Department continues to focus The NSM program is a branch of the Specializedon using evidence based practices and monitoring Geriatric Services of Ontario. The Resident Careresults. The department commits their time, energy, Department utilizes the support of the BSS teamand resources to the process of providing a positive in a collaborative approach in reducing responsiveenvironment. The Nursing Management Team behaviours, improving Resident quality of life, andencourages openness and transparency making increasing family engagement and satisfaction. Thethemselves available to Residents, staff, and families. department is participating in weekly high risk rounds with the BSS team to strategize care planningThe Resident Care Department aligns with external interventions for Residents with cognitive impairmentpartners in our North Simcoe Muskoka community to and responsive behaviours, By providing Resident-provide improved quality of care for our Residents. centered case consultations to our care team, we are supporting the complex needs of our Residents.NURSING BEST PRACTICES PALLIATIVE CARE NETWORKOur North Simcoe Muskoka (NSM) Long Term CareBest Practice Coordinator from the Registered Nurses The North Simcoe Muskoka Hospice Palliative CareAssociation of Ontario has been supporting the Network understands that supporting our departmentResident Care Department in our improvement plan enhances our capacity to provide quality palliative careto adopt and implement evidence-based practices. The to Residents, families and staff. The NSM Palliativeapproach in refining our mandatory programs such Care Coordinator provides consultations for our careas Falls Prevention, Responsive Behaviours, and Least team emphasizing a compassionate, individualizedRestraints; has systematically driven the department holistic approach to palliative care.in a positive direction. The nursing work flow isstreamlined and has added value to the care received A STRONG FOCUS ON TEAM BUILDINGby our Residents. Embracing best practice guidelinesresults in maximizing the potential of quality and risk The Nursing Management Team strives towardmanagement and the department indicators. building and developing a cohesive workforce by creating a work environment built on trust and empathy. The team works toward a culture of caring in which all staff feel supported and valued. The attentiveness of the Nursing Management Team has improved through initiatives such as leading by example, showing appreciation, walkabouts, being visible and available on the units, collaborating with staff on issues and gaining support for corrective action, transparency, following up to meeting outcomes and communication. Ongoing educational opportunities are provided to staff which is offered onsite and offsite to encourage sharing of knowledge and information. The benefits of education is powerful, providing better Resident care and outcomes, increased staff self- confidence, increased job satisfaction and staff retention.8 IOOF Seniors Homes Inc. Annual Report 2017-2018

Food Services Department has been implemented. This new process reduces the risk of a Resident receiving an incorrect diet, texture orIn keeping with the Corporate Mission, Vision and fluid consistency upon admission. The new process hasValues, the Food Services department strives to offer improved communication and collaboration betweenthe best service to the Residents and continues to seek departments and provides a multi-disciplinary approachout areas for improvement. Food Services Management to Resident nutritional care. Staff in both departmentsand front line staff, at monthly CQI Committee have received education/training on the new procedure.meetings, allow for continued focus and development We continue to evaluate this new process and makeof quality improvement initiatives. In conjunction with necessary improvements as they are identified.CQI, the Food Services Management team is workingon a Quality Improvement Plan (QIP) to strengthenResident Centered Care related to the most recentResident satisfaction survey around the appearance andtaste of meals. The plan will focus on implementinga new annual menu and numerous menu changes asrecommended by the Residents of the LTC Home. Withthe increase in the raw food per diem from the Ministryof Health, we should be able to make numerous positivechanges to both our meal and snack menus, whilecontinuing to meet legislation around menu planning.In an effort to reduce risk to our Residents, the FoodServices Management Team, in collaboration withthe Nursing Management team, have revised theAdmission Diet Information Process. Gaps in both theAdmission Process and communication between thetwo departments were identified and a new process STATEMENT OF FINANCIAL ACTIVITIESTOTAL REVENUE: TOTAL EXPENSES:$ 14,317,703 $ 14,227,650Ministry Funding $ 9,951,359 Salaries & Benefits $ 10,091,059Resident Rental & Other Income $ 4,013,536 Buildings & Property $ 630,660Miscellaneous Revenue $ 81,880 Supplies & Other Expenses $ 1,754,223Amortization $ 148,928 Corporate Allocations $ 537,176Donations & Trust Funds $ 122,000 Interest on Long-Term Debt $ 448,450 Amortization Expense $ 670,082NET REVENUE $ 90,053 Replacement Reserves $ 96,000 IOOF Seniors Homes Inc. Annual Report 2017-2018 9

Elston Unit at Odd Fellow & Rebekah HomeConvalescent CareThe 20 bed Convalescent Care Unit provides Participation in the LHIN based Assess and Restorerehabilitative and restorative services for a short term Committee meetings continue. Additional funding fromstay of 7 days up to a maximum of 90 days per calendar the LHIN has been made available to support the Elstonyear. Convalescent Care Residents receive intense Convalescent Care Unit and staff in areas of educationphysiotherapy and restorative care services daily. including Gentle Persuasive Approaches (GPA), PIECES, Assess and Restore Education Conference andDuring regional team meetings attended by on site geriatric team training.representatives of all Convalescent Care providers,it was clear that the Elston Unit ConvalescentCare program at the Home has seen great successand provides the most consistent physiotherapyopportunities to its clients on average, twice daily. Theinnovative equipment in a designated physiotherapyroom, location of all clients on one unit, and dedicatedinterdisciplinary staff are keys to its success.A Convalescent Care Satisfaction Survey has beenimplemented and is delivered prior to discharge. Resultsare being tracked with favourable comments on qualitystaff, care, and service. PROGRAM SUPPORT 138HERITAGE PLACE OUTINGS: 42HOME OUTINGS: The Program Support & Volunteer Services Department has a wide range of expertise which includes Physiotherapy, Restorative Care, Activation, Spiritual & Religious Care and other contracted services such as Hairdressing. Programs offered meet the physical, spiritual, intellectual, emotional and social needs of the Residents. Activation programs include but are not limited to socials, teas, and weekly music programs, afternoon pubs, trivia, current events, and special events, festive celebrations, BBQs, art therapy, live entertainment, intergenerational programs and community outings. Thanks to the Corporation’s para-transit wheelchair accessible bus, Activationists who are also qualified drivers facilitate numerous outings throughout the year.10 IOOF Seniors Homes Inc. Annual Report 2017-2018

Heritage Place STATEMENT OF FINANCIAL ACTIVITIESHeritage Place is an 80 unit, five storey barrier-free,rental apartment building (70 one bedroom and 10 TOTAL REVENUE:two bedroom) primarily for seniors 60+ who require $2,839,617assistance with the activities of daily living. Theseapartments accommodate single or double occupancy Ministry Funding $ 1,164,811with two bedroom apartments exclusively accepting Resident Rental & Other Income $ 1,601,639double occupancy. 50% of the one bedroom units are Miscellaneous Revenue $ 48,988offered as “Rent Geared to Income” (RGI) and funded Amortization $ 24,179by the Ministry of Municipal Affairs and Housing. TOTAL EXPENSES:Priority admission is provided to Residents residing at $2,834,448the Manor, the Terraces Life Lease (both independentlifestyle apartments), or if an applicant is a member Odd Salaries & Benefits $ 1,240,053Fellow or Rebekah of the IOOF Fraternal Order. Buildings & Property $ 361,905 Supplies & Other Expenses $ 243,538There are currently 93 seniors residing at Heritage Place Corporate Allocations $ 368,360with an average age of 87 years. Many of the Residents Interest on Long-Term Debt $ 118,559require supportive services in order to maintain Property Taxes $ 133,361independence and quality of life in an apartment setting. Amortization Expense $ 332,940 Replacement Reserves $ 35,732In addition to rental income, funding for Heritage Placeis provided through the Ministry of Health and Long NET REVENUE $ 5,169Term Care via the North Simcoe Muskoka Local HealthIntegrated Network.CARING FIRST - QUALITY INITIATIVES1. Ministry Funding enabled the Corporation toremove and replace the stucco on the entire building.2. The installation of fire doors on the 3rd, 4th and 5thfloors to meet fire safety requirements.3. 15 bathtub to walk in shower conversions havebeen completed for Resident safety.4. 3 new power door operators have been installed toimprove accessibility.5. A New Social Service Worker position has beenadded to provide psycho social support to Residentsthat experience life changing events or need totransition to Long Term Care. IOOF Seniors Homes Inc. Annual Report 2017-2018 11

The Odd Fellow & Rebekah ManorThe Odd Fellow and Rebekah Manor Is a 20 unit three STATEMENT OF FINANCIALstorey senior’s rental apartment building (18 one ACTIVITIESbedroom and 2 two bedroom apartments). The Manoris located on the main campus at 10A Brooks Street. TOTAL REVENUE:Unique in its design, the Manor offers safe, comfortable, $ 233,377affordable accommodations for seniors who continue tobe independent. Ministry Funding $ 19,992 Resident Rental & Other Income $ 191,271The IOOF Seniors Homes Inc. has a partnership with Miscellaneous Revenue $ 22,114the County of Simcoe so that it can continue to offeraffordable housing to seniors. Rent subsidies for the TOTAL EXPENSES:Manor are now provided by the County of Simcoe. $ 215,808CARING FIRST – QUALITY INITIATIVES Salaries & Benefits $ 4,7831. An Emergency key box has been installed for Buildings & Property $ 79,152 Supplies & Other Expenses $ 14,389Emergency Medical Services to access the building, Corporate Allocations $ 31,461should a Resident be unable to let them in. Interest on Long-Term Debt $ 150 Property Taxes $ 29,2742. The new washer and dryer were purchased for the Amortization Expense $ 46,599 Replacement Reserves $ 10,000laundry room.3. The combustible furnishings in the lobby have beenremoved and replaced with non-combustible items tomeet Fire Department regulations.4. To improve the quality of life of the Residentsresiding at the Manor the flooring in the ManorLounge was replaced and the room has been repainted. NET REVENUE $ 17,56912 IOOF Seniors Homes Inc. Annual Report 2017-2018

The Terraces at Heritage SquareThe Terraces are a 161 suite life lease community forindependent seniors aged 60+. The life lease conceptis designed for seniors who wish to maintain theirindependence, enjoy the benefits of leasehold ownershipand belong to a vibrant community.The Terraces consist of two buildings – 90 Dean Street(80 Suites) and 94 Dean Street (81 Suites) connected by apavilion (92 Dean Street).The IOOF Seniors Homes Inc. continues to partnerwith the community through the Wellness Clinic at theTerraces. It is a Primary Care Nurse Practitioner led Clinicfunded by the Ministry of Health and Long-Term Care. STATEMENT OF FINANCIAL CARING FIRST - QUALITY INITIATIVES ACTIVITIES 1. All shutoff valves and water lines for the toilets haveTOTAL REVENUE: been replaced at 90 and 94 Dean to reduce the risk of$ 1,885,820 water leaks.Resident Rental & Other Income $ 1,299,824 2. Seven water supply riser valves have been replacedAmortization $ 585,996 to improve hot water circulation.TOTAL EXPENSES:$ 1,864,266 3. A flag pole was installed at the front of theSalaries & Benefits $ 222,592 buildings in recognition of the Canada Day 150Buildings & Property $ 445,263 Celebration and to honor our Veterans.Supplies & Other Expenses $ 103,141Corporate Allocations $ 150,410 4. All canopy entrances had surface rust removed,Property Taxes $ 397,133Amortization Expense $ 545,727 then primed and painted.NET REVENUE $ 21,554 5. All 94 Dean window frames have been caulked, along with 4 curtain walls. 6. 24 thermal pane windows that had seal failures have been replaced. 7. Due to a severe electrical storm the Enter phone system at 90 Dean was replaced with a newer version that can be upgraded to VOIP (Voice Over Internet Protocol) for future consideration. IOOF Seniors Homes Inc. Annual Report 2017-2018 13

This is Long-Term Care (Ontario 2018)It’s natural to want to stay in our own homes 625 HOMESas we age, but that isn’t possible for everyone.Many people, particularly those with dementia, ARE LICENCED ANDwill eventually need a level of support and APPROVED TO OPERATEsupervision that family, friends, and home care IN ONTARIOcan no longer provide. 58% OF HOMES ARE PRIVATELY OWNEDOntario’s long-term care homes provide support 24% ARE NON-PROFIT/CHARITABLEto more than 100,000 people and their families 16% ARE MUNICIPALevery year. Homes offer 24/7 nursing care and 2% OTHERsupervision, support with daily activities, anda safe, caring environment, helping people livecomfortably and with dignity. 6% 6% 8% 9% 12% INCREASE INCREASE INCREASE INCREASE INCREASE DRESSING PERSONAL TRANSFER TOILET BED HYGIENE USE MOBILITYMORE RESIDENTS NEED EXTENSIVE OR MORE RESIDENTS NEED SUPPORT WITHCOMPLETE SUPPORT IMPORTANT DAILY ACTIVITIESOver the last five years alone, the proportion of Residents The majority of Residents in long-term care need help withwho need extensive or complete support with daily activities daily activities such as getting dressed, getting out of bed, andsuch as eating and getting dressed has increased by more than toileting. This figure shows the rise over a five-year period7%, from approximately 77% to 85%. Data source: Canadian in Resident needs for physical assistance from one or moreInstitute for Health Information, Continuing Care Reporting staff with these activities. The increased needs for supportSystem (CCRS 2011-2012 to CCRS 2016-2017). are accompanied by a need for more staff time, skills, and resources to provide care. Data source: RAI-MDS 2011-12 to 2016-17, Ontario Ministry of Health and Long-Term Care, Intellihealth Ontario.“ The change we are experiencing is a change in the culture of LTC; a sweeping, cleansing movement that embraces person-centred care. The picture of living life in LTC is changing to a full recognition of the wholeness of each person, even thoseliving with severe cognitive or physical changes. Teamwork is flourishing, empathy is growing, a social model of living issweeping over our LTC homes, replacing the institutional model of care that has existed for decades. Great work is beingdone across our province! ” – Dee Lender, Executive Director, Ontario Association of Residents’ Councils14 IOOF Seniors Homes Inc. Annual Report 2017-2018

78,872 “LONG STAY” BEDS PROVIDE OUTSTANDING RESULTS OVER JUST FIVE YEARSPERMANENT, RESIDENTIAL CARE TO MORETHAN 100,000 PEOPLE EACH YEAR RESTRAINT USE HAS DROPPED BY MORE80,000 STAFF THAN HALFWHAT ABOUT MORE STAFF? NEARLYIn late 2017, the provincial The Association believes that 40% FEWERgovernment committed to an this new funding commitmentadditional 15 million care hours also needs to be accompanied RESIDENTS ARE BEINGper year for long-term care, to by changes to the Long Term PRESCRIBED ANTI-bring the provincial average for Care Homes Act that currently PSYCHOTICSResident care to four hours a puts tight restrictions on theday. This is good news but a tall type of staff and roles of staff —challenge, as there is currently a restrictions that don’t exist forrecognized workforce shortage in staff in home care, for example.both long-term care and home care. Long-term care needs more flexibility to be able to provide the care that Residents need.1 3in RESIDENTS ARE HIGHLY 1 in 3 50% FEWEROR COMPLETELY DEPENDENT ON RESIDENTS HAVE RESIDENTS ARE STAFF SEVERE COGNITIVE EXPERIENCING PAIN IMPAIRMENT 2 3OUT OF 90% OF 46% OF RESIDENTS EXHIBIT LONG-TERM CARE RESIDENTS SOME LEVEL OF AGGRESSIVE LONG-TERM CARE HAVE DEMENTIA BEHAVIOUR RELATED TO THEIR HOMES DO WELL ON THEIR INSPECTIONS 9 OUT OF 10 COGNITIVE IMPAIRMENT OR MENTAL HEALTH CONDITION All of the statistics and information on pg 14-15 is taken from: RESIDENTS HAVE COGNITIVE IMPAIRMENT Ontario Long Term Care Association. (2018). This is Long-Term Care 2018. Toronto, Ontario: Ontario Long Term Care Association. © 2018 Ontario Long Term Care Association IOOF Seniors Homes Inc. Annual Report 2017-2018 15

Revenue DevelopmentPhilanthropy has changed over the years. As we The Barrie Construction Association (BCA) heldcontinuously strive to provide excellent care and its annual golf tournament on June 9th, 2017 andprograms for our Residents, it is necessary to look to designated the IOOF Seniors Home Inc. as the charityother sources of funding beyond what is provided by the to receive the proceeds from the tournament. The 2018Ministry of Health and Long-Term Care. This happens tournament was held on June 8th, 2018 with the IOOFthrough the generosity of individual & corporate once again being the designated charity to receive thedonations, annual & special events and other resources. proceeds. Thank you to BCA.The continuous support from the Odd Fellows andRebekah Lodges, the Truth Love and FriendshipFoundation, and many others have greatly benefittedour fund raising efforts. Volunteers continue to playa key role in the success of the IOOF Seniors Homesfundraising events. Our community members andvolunteers generously give their time and donations toensure events run smoothly and successfully.On Saturday, August 25th, 2018, the IOOF will host itsannual “Young at Heart Ride: Supporting Seniors.”This will be the 13th Annual Ride. The 12th Annual Ridethat was held on August 26th, 2017 was a great success.Special thanks is expressed to Agnes Upper (AccountingAdministrator the IOOF) who inaugurated this eventand has continued to organize it each year. The IOOFwishes to thank the sponsors of the 2017 Ride. Barrie Construction Association Golf Tournament 201816 IOOF Seniors Homes Inc. Annual Report 2017-2018

Volunteer ServicesMany of the programs and services offered at theHome, Heritage Place, Manor and the Terracesat Heritage Square could not occur withoutthe assistance of many dedicated Volunteers.Committed, qualified and enthusiasticindividuals work together and play an integralpart in delivering quality programmingand services for the Residents of the IOOFSeniors Homes Inc. Our dedicated group ofapproximately 270 active Volunteer membersassist with services such as the Tuck Shop, LastMinute Store, greenhouses, entertainment,special events, Resident outings, fundraisingevents, restorative feeding and many uniqueprograms. A Volunteer Appreciation week isheld in the spring each year during NationalVolunteer Week to express our gratitude for theirgiving kindness.The IOOF Seniors Homes Inc. also welcomesstudents in completing their community servicehours and clinical experience and encouragesstudents to gain valuable knowledge in the fieldof gerontology. VOLUNTEER IMPACT 22,396 VOLUNTEER HOURS 271 ACTIVE VOLUNTEERS IOOF Seniors Homes Inc. Annual Report 2017-2018 17

Financial Highlights The Corporation ended the financial year with a surplus of $720,527. As a registered charity, surpluses are used to fulfill our vision of providing exemplary care to our Residents. Scotiabank Demand Loan – The demand loan taken out during the construction of the North wing has been fully repaid. Social Housing Improvement Program Grant – The Corporation received a $680,000 grant to replace and repair the stucco at Heritage Place. The work commenced in July 2017 and was completed by May 2018. Redevelopment Funds – The Corporation has set aside a further $322,000 for redevelopment of 66 long term care beds. Preliminary discussions to submit an application to the MOHLTC have begun. Investment Policy – The Corporation’s investment policy has been revised to better align investments with its reserve fund requirements.18 IOOF Seniors Homes Inc. Annual Report 2017-2018

Summary Financial StatementsConsolidated Statement of Financial Position Consolidated Statement of Revenue & ExpensesYear ended Dec 31st Year ended Dec 31st 2017 2016 2017 2016 $ $ $ $Assets Revenue Cash 2,564,028 1,779,994 Ministry of Health & 11,192,870 10,896,072Accounts Receivable 342,785 481,732 Long-term Care 38,416 68,451& Prepaid Expenses CMHC Restricted Cash 3,286,015 2,903,785 Resident Rental & 6,991,664 7,165,558& Investments Other Income Property & Equipment 41,176,665 42,006,146 Miscellaneous Revenue 1,732,106 1,923,478Total Assets 47,369,493 47,171,657 Total Revenue 19,955,056 20,053,559 Liabilities Expenses Demand Loan - 150,000 Salaries & Benefits 12,367,760 12,104,331Accounts Payable 2,529,587 2,619,576 Buildings, Property & 3,944,674 4,427,401& Accrued Liabilities Supplies Mortgages Payable 12,105,204 12,815,161 Interest Costs 567,406 690,302Deferred Contributions 25,076,623 24,806,203 Property Taxes 559,769 540,855Replacement Reserve Funds 1,093,929 937,094 Amortization Expense 1,623,188 1,541,930Net Assets 6,564,150 5,843,623 Replacement Reserves 171,732 171,818Total Liabilities & 47,369,493 47,171,657 Total Expenses 19,234,529 19,476,637Net Assets This information was summarized from the draft Excess (Deficiency) of 720,527 576,922audited financial statements for the year ended Revenue over Expenses December 31st, 2017. The complete audited financialstatement is available upon request. IOOF Seniors Homes Inc. Annual Report 2017-2018 19

Stay connected with us: IOOF SENIORS HOMES INC. 20 Brooks Street https://www.facebook.com/ioofseniorshomes/ https://twitter.com/ioof_homes Barrie, Ontario, L4N 7X2 www.linkedin.com/company/ioof-seniors-homes-inc/ T. (705) - 728 - 2389 www.ioof.comThe IOOF Seniors Homes Inc. is a charitable not-for-profit corporation providing compassionate care for the frail elderly in Report designed by Jillian Sliterthe Barrie area since 1940. Charitable Registration # 10252 6415 RR0001