Windsor-Essex Compassion Care
Community
Shared Leadership Terms of Reference
September 2016 FINAL
1
LEADERSHIP OVERVIEW
The Windsor-Essex Compassion Care Community is being led by a coalition of partners that cross all aspects of
civic, service and community life who want to build a better future by being a better community. The mission
of our Coalition is to build, administer, strengthen and sustain community assets and capital on behalf of
citizens to improve collective citizen and community quality of life. To this end, we will: 1. Reach out across
whole geographies to support entire populations; 2. Undertake population and outcome surveillance to
narrow the equity gap within populations; and 3. Optimize assets to make progress on community aspirational
goals.
It is based on a simple but big idea: That communities can work smarter with what we have to improve
support for aging, disabled and marginalized populations and optimize cost/resource use (short-term) building
the high quality places where people want to live and jobs want to locate (medium-term) to catalyze human
development and whole population well-being (longer-term).
Citizens, sponsors and partners share leadership and are supported operationally through the WECCC Project
Management Office. We:
 Serve geographically defined communities across the county of Essex, including and the towns within
the county, and the city of Windsor
 Are vision, mission, values-based and outcome-driven
 Make creative use of existing assets and capitalize on people’s drive to create new knowledge and give
back to their community to advance outcomes as opposed to having financial or grant-making capacity
 Have support from a broad range of private and public champions across multiple sectors and levels of
government as well as volunteer and philanthropic contributions
 Prioritize and support a range of “doable demonstrable” projects
 Focus on experimentation and taking intelligent risks in order to: Measure, Learn, Adapt, Report
 Have a professional secretariat/management (backbone support)
IMPLEMENTATION
Guiding Elements
 Not to and for community, but of the community
 Relationship-building
 Structure that is fluid, nimble and flexible
 Advisory process will be responsive and iterative
 Ability to reach into groups to make the connections
 Ability to influence use of resources and/or people
 Ensure that we incorporate celebration and support of early wins
 Want to avoid going in and taking over
 Focus of governance is on community-wide progress and outcomes
 Be curious and open to learning about what’s most important and from the best of what other
communities are also doing.
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Shared Leadership
WECCC Citizens’ Table (Public Oversight)
12 Coalition Tables
“Pilot Sites”
(Pilot Oversight)
WECCC Sponsors’ Group
(Adaptive Leadership)
LHIN (via
Hospice)
Foundation
Grants
Advisory
Committees
Reporting
and Data
Funding
Partners
Scale Up: Other
Communities
Research
Grants
Project Management
Office
Sustainable
Business
Model
Design &
Development
(Operational and Tactical
Support)
Evaluation
Team
Evaluation
(Measurement and
Analytics)
Pilot Implementation
Research
Network
(Change Management)
Action
Projects
Delivery
Communications
Projects
Technology
Education
and Training
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Leadership Functions
“COLLECTIVE LEADERSHIP. It is not a leap of faith to view leadership as something that an entire
community does together. In such a setting, everyone is challenged to learn; no one needs to stand by in a
dependent capacity. Accordingly, organizational members willingly seek feedback, openly discuss errors,
experiment optimistically with new behaviours, reflect mutually on their operating assumptions, and
demonstrably support one another.” (Raelin, 2006)
Structure
Citizens’ Table
Role
Public input and oversight
Sponsors’ Group
County-wide, intersectoral
oversight and adaptive
leadership
Coalition Tables (Pilot
Sites)
Community (pilot) oversight
and entrepreneurial
leadership
Hospice Board of
Directors
Fiduciary governance and
financial accountability for
PMO operations
Project Management
Office (PMO)
Backbone support
organization
Partners (Programs
and Services)
Governance, operations,
programs and resources that
contribute to community
outcomes
Community service and
talent that contribute to
community outcomes
Partners (Associations
and groups)
Process
Has input on priorities and sets the agenda.
Acts as a sounding board for all new plans.
Validates high level strategies.
Meets following the Citizens’ Table. Reviews
outcomes and rate of progress (county-level),
and brainstorms new ways to improve. Ensures
buy-in from major public institutions and
manages collaborative relationships. Input on
organizational alignment and strategies. Policy
influence and advocacy
Reviews site specific population outcomes and
equity, and brainstorms new ways to improve.
Ensures buy-in from community and manages
collaborative relationships. Influences
community (re)investment based on value gain.
Responsible for management and oversight of
WECCC budget as per terms of specific funding
agreements. Direct reporting relationship with
funders
Day to day operational management – all
aspects of pilot implementation. Guides vision
and strategy; supports aligned activities;
establishes shared measurements; helps
advance communications, policy and mobilize
funding. Reporting relationship to Citizens and
Sponsors Groups
Program and service governance continues to
follow normal rules and procedures.
Responsible for administrative leadership.
Reporting relationship to their own Boards
Association continues to follow normal
processes
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The Leadership of Shared Responsibility
A Circle of Impact Guide
Collaborate
Communicate
(Relationships)
(Ideas)
Sponsors
Citizens
Shared Leadership
Relationship Between County-level Governance and Local Coalition Tables
Governance
(Adaptive)
PMO
Partners
Resources
(Pooled)
Programs
Service
Coordinate
(Social & Organizational Structures)
Communicate with Connecting Ideas (Values, Purpose/Mission, Vision & Impact)
Collaborate with Relationships of Respect, Trust, & Mutual Contribution
Coordinate Organizational Structures to Align with Connecting Ideas & Collaborative
Relationship
Sponsors
Group
(county)
Rural
Hub #2
Urban
Hub # 1
Rural
Hub #1
Urban
Hub # 2
…. 12 hubs
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12
Functions
 Oversee pooled community assets and talents to optimize community quality of life
 Receive progress reports and monitor interactive outcome dashboards (compared to baseline data)
 Manage expectations, monitor and help strengthen core community elements (neighbourhoods,
distress outreach, care model, feedback);
 Oversight of PMO and community implementation priorities;
 Encourage leadership and empowerment across people, organizations, and community
 Identify and tackle root problems to remove barriers;
 Help to raise public profile and awareness and build alignment with broader civic engagement and
community building initiatives;
 Recommend community-wide actions relating to advocacy; investment, funding and fund-raising
Membership Criteria
 People with connections, experience, and high visibility and credibility in the community
 Able to commit time and energy
 Representative of community, sectors, and agencies
 Transparent and inclusive of cooperating agencies in order to emphasize importance of
communication between agencies
Community Sponsors
Sectors
Represented
People
needing care;
Care partners;
Volunteers
Community
Associations
Community
Service
1
Sponsor
Organizations
Interfaith
Advisory
Committee1
Life After Fifty
Alzheimer’s
Society
Unifor 4441
Canadian
Mental Health
Association1
Labour
Sponsored
Community
Development
Contact
Phone
Email
Dave Cook
[email protected]
Nancy Adams
[email protected]
Dr. Norman King (519) 253-2000
ext. 3443
Anne Shore
Calvin Little
(519) 254-1108
Sally Bennett
(519) 974-2220
Olczak
ext. 223
Dino Chiodo
519-258-6400
ext 444
Claudia den
519-255-7440
Boer Grima
ext. 209
[email protected]
Anna Angelidis
[email protected]
519-254-4824
[email protected]
[email protected]
[email protected]
[email protected]
[email protected]
Sponsorship agreement with this agency is under development.
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Group
Downtown
Mission
Ron Dunn
Rukshini
Ponniah
Lynn Calder
Social Services
NGO NonProfits
Health
Municipal
Assisted Living
Services
Southwestern
Ontario
The Hospice of Carol
Windsor-Essex Derbyshire
County
Lina Sabatini
Family
Joyce Zuk
Services
Windsor-Essex
Community
Lynne Shepley
Living Essex
Multicultural
Camila Alves
Council of
Windsor-Essex
County
New
Iole Iadipaolo
Canadian’s
Centre of
Excellence Inc
Pathway To
Adam Vasey
Potential
United Way1
Lorraine
Goddard
Leamington
Cheryl Deter
District
Memorial
Terry Shields
1
Hospital
Community
Lori Marshall
Care Access
Centre
Hotel Dieu
Janice Kaffer
Grace
Hospital1
Windsor
Steve Irwin
Regional
Hospital
County of
Brian Gregg
Essex
519-973-5573
ext. 250
519-256-5000
[email protected]
(519) 969-8188
[email protected]
m
[email protected]
519.974.7100
[email protected]
519-966-5010
ext. 18
[email protected]
519-776-6483
ext. 232
519-948-3443
lynneshepley@communitylivi
ngessex.org
[email protected]
519-258-4076
[email protected]
519-255-6545
ext. 6953
(519) 258-0000
ext. 1156
519-322-2501
[email protected]
[email protected]
[email protected]
[email protected]
(519) 258-1088
Ext7223
[email protected]
(519) 257-5100
ext. 74120
[email protected]
519-564-4902
[email protected]
519-776-6441
ext. 1325
[email protected]
a
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University of
Windsor1
Jane Boyd
Laura Lewis
Education
Dr. Gordon W.F.
Drake
Clara Howitt
Greater Essex
County District
School Board1
St. Clair
Patricia France
College1
Veronique
Mandal
519-253-3000,
ext. 2098
519-253-3000,
ext. 2002
519-971-3646
[email protected]
519-255-3200
ext. 10255
[email protected]
519-972-2701
[email protected]
[email protected]
[email protected]
[email protected]
Accountability
 Governance Tables (citizens, sponsors and coalitions) are accountable to the community through
their Terms of Reference and their partnership agreements. All Tables receive regular updates
from PMO, and advisory groups.
 The PMO is accountable to the LHIN via the Hospice Board for the deliverables under the terms of
its funding agreement; to other funding agencies under the terms of specific grants; and is subject
to oversight from the Sponsors’ Table for its functions and operations
 No changes are contemplated to existing oversight and accountability mechanisms governing
inputs or individual components within the community such as funding, resources, programs, etc
Meeting Schedule
1. Citizens’ Table meets three times a year (open membership beginning April 2016)
2. Sponsors’ Group meets bi-monthly (April to Dec in 2016; 3 times a year beginning 2017)
3. Coalition Table meets bi-monthly (starts with each pilot launch) – population hub oversight
Tenure
 The duration of the pilot phase (until 2019)
Conflict Resolution
 Agreed upon conflict resolution policy/procedures
 Could be ad hoc to Steering Committee
Success Measures
 Provide oversight of community progress on shared outcomes that matter to citizens and
communities. Within each population hub, the aspirational goal is to achieve at least 5 to 10%
year over year progress on each of the identified shared community outcome measures identified
below within 2 years of pilot implementation – using feedback to continuously improve.
 The evaluation team will establish baseline population data to enable evaluation of the initiative.
 In partnership with Bruyere/OHRI Ottawa and Nova Scotia, the initiative is building and piloting a
predictive tool to more accurately identify at a population level the groups of citizens in the
county. By implementing a more comprehensive and standardized way to identify groups by level
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
of dependency, we can reach them earlier to match them with a more optimized program of care,
and better track shared outcomes at a community level.
Progress from baseline will be measured for 8 shared outcomes that cross all systems, all sectors,
and all care settings
Citizen/Family Outcomes
1.
Self-reported experience of people needing care
2.
Self-reported quality of life of people needing care
3.
Self-reported quality of life of caregivers
Population/Community Outcomes
4a. Equity of Access:
 Reduce access gap between population level need and those in care
4b. External Equity:
 Reduce outcome gap between the average for the total community population in need of
care and defined subgroups
4c. Internal Equity:
 Reduce the outcome gap between citizens in the lowest socio-economic quartile within a
defined subgroup and the average outcomes for that group
5.
Safety:
 Change in adverse events measured by year over year change in adverse events per
defined population subgroup (e.g. falls, medication errors, unmanaged pain, pressure
ulcers, etc)
6.
Self-reported Community Well-being
 Well-being of neighbours, family members, students and trained volunteers involved in
WECCC, as per the International Well-being Index
Societal Outcome: Sustainable Cost/Resource Use
7.
Prevention
 Reduce sub-optimal resource use by 5 to 10% year over year for targeted priority
populations (e.g. avoidable hospitalizations, avoidable hospital readmissions within 30
days, days spent in any acute care or rehab institution in the last 30 and 90 days of life,
deaths in the community including Long Term Care Homes, downstream care, etc )
8.
Population-level costs
 Change in county-level population cost-resource use measured by year over year change
in total and average cost/resource use across all health care sectors per defined
population subgroup
A number of process and output measures will also be tracked – see separate evaluation plan for
details.
An integrated Knowledge Transfer and Exchange (KTE) process allows citizens (in all their multiple
roles) to take see the real contribution they are making to shared community, population and
public outcomes. Integrated patient/family self-reported experience and outcome data combined
with assessment outcomes and agency utilization data will be analyzed to reveal populationshared outcomes by level of need groups and patterns of care at a community level.
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Progress and Improvement Focus
Evaluation
Members of all tables will be asked to complete a baseline community survey. Qualitative data
will be collected at regular intervals throughout the implementation process. The first data
collection point is a focus group scheduled for Fall 2016.
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