James Bay Association for COMMUNITY LIVING

Governance

Table of Contents

AG-1 Annual Review of Mission Statement
AG-2 Philosophy and Mandate
AG-3 Philosophy Statement and Service Principles
AG-5 Purpose of Policies
AG-9 Association Reporting Structure
AG-10 Conflict of Interest
AG-13 News Releases
AG-18 Complaints and Feedback
AG-20 Influenza and Pandemics
AG-22 Insurance Coverage

AG-1 Annual Review of Mission Statement

POLICY

It is the duty of James Bay Association for Community Living to ensure all people associated to the agency be aware of JBACL’s mission statement, service principles and human rights.

PROCEDURES

1. James Bay Association for Community Living believes in treating people fairly and should any restriction be presented as necessary, is committed to providing people with due process.
2. JBACL will provide orientation to all new people supported, employees, board members, volunteers and students.
3. JBACL will ensure annual review of the mission statement, service principles and human rights.
4. JBACL will provide a refresher, as needed, on the above.
5. The agency will keep a record of the annual review (see annual review of mission statement, service principles, human rights form).

AG-2 - Philosophy and Mandate

It is the philosophy and mandate of the Association:

Our Goal: “That all persons live in a state of dignity; share in all elements of living in the community and the opportunity to participate effectively.”

Our Vision: "We envision a community that is supportive, accepting and welcoming to all citizens equally."

Our Mission: "Our purpose is to support persons with intellectual disabilities in making decisions in their lives. To ensure safety and wellbeing, to ensure fairness and equality, to ensure that the communities are educated about intellectual disabilities and persons with intellectual disabilities participate purposefully within their communities."

This philosophy and mandate statement is interpreted by this agency in the following manner:

People with a developmental challenge should live in the community, not in institutions, hospitals or nursing homes. If they are unable to live independently or with their families, it is our responsibility to ensure accommodation services are available and ensure that instruction is provided to teach independence skills in order for people with a developmental challenge to reach their maximum potential and live as independently as possible.

People with a developmental challenge should have an opportunity for meaningful, fair and equitable work or education. If such opportunities are not available through existing community structures, it is our responsibility to ensure that such programs are made available.

People with a developmental challenge should have access to recreation and leisure opportunities. It is our responsibility to ensure people with a developmental challenge have assistance and support to access these services in the community.

The James Bay Association for Community Living must continue to advocate for people with a developmental challenge, to ensure that services are accessible to them through existing community structures. It is only until all community services are accessible that we should directly provide services. 

AG-3 Philosophy Statements/Service Principles

For clarity purposes the word “Individual” is used, herein, in reference to people who have an intellectual disability and have access to support from James Bay Association for Community Living.

1. James Bay Association for Community Living is committed to responding to an individual’s expressing choices by providing support that will assist the individual in arriving at a recognition, and subsequent achievement, of the individuals’ desired quality of life.
2. James Bay Association for Community Living recognizes the following criteria for a life of quality:
   1. Being treated as a person first;
   2. Experiencing love and friendship;
   3. Experiencing continuity in life, especially with the people who are important to the individual;
   4. Being respected and treated with dignity;
   5. Having access to information about choices and rights and opportunity to exercise same;
   6. Learning the skills needed to participate as valued individuals who are part of the community;
   7. Having an appropriate and agreeable dwelling;
   8. Having access to all forms of education that will meet the individual’s unique needs;
   9. Having meaningful employment and opportunities to contribute to the community;
   10. Having opportunities to learn, throughout the individual’s life;
   11. Having an income adequate to provide basic needs (food, shelter, clothing) as well as the “comfort” of life which provides enjoyment.
3. James Bay Association for Community Living is committed to providing flexible options for support that maintain and/or enhance the individual’s chose quality of life.
4. James Bay Association for Community Living is committed to respecting the dreams, fears, and worries of individuals and their families and is committed to listening and responding to them.
5. James Bay Association for Community Living is committed to educating each other, and others in the community, about the value, abilities, and uniqueness of the individuals through advocacy and role-modeling.
6. James Bay Association for Community Living is committed to offering quality services to individuals driven by the individual utilizing person centered tools.

James Bay Association for Community Living recognizes that, given the above, supporting an individual can be a lifelong process, involving and respecting an individual’s right to choice and change.

AG-5 Purpose of Policies

POLICY

In its desire to provide the highest quality advice and services to individuals and their families, the James Bay Association for Community Living will do its utmost to provide its employee’s with meaningful work and an opportunity for personal development and individual achievement.

OBJECTIVES

1. To maintain an atmosphere conductive to a high level of professional service to all individuals of the James Bay Association for Community Living.
2. To ensure fair treatment of all employees, in accordance with all applicable legislation.
3. To form the basis of understanding between the employer and the employee.
4. To provide working conditions that permit harmonious and effective achievement of program objectives and of employee growth and development.

AG-9 Association Reporting Structure

POLICY

It is the policy of James Bay Association for Community Living that all employees are aware of and adhere to the lines of communication within the organization to ensure professional respect, clarify individual responsibilities and strengthen program delivery.

PROCEDURE

1. All organizational issues will be handled through the reporting structure.
2. All administrative/personnel inquiries by employees will be made to the Executive Director.
3. All individual and program inquiries by employees will be made to the appropriate Program Supervisor.
4. In the event that a problem arises and the Program Supervisor is not available, then report to the Executive Director. If the Executive Director is not available, then report to the President of the James Bay Association for Community Living.
5. In the absence of the Program Supervisor or the Executive Director for whatever reason, an alternate manager will be appointed.
6. The Executive Director is ultimately responsible for the development, administration and delivery of services operated by the Association.

AG-10 - Conflict of Interest

POLICY

This conflict of interest policy is designed to help directors, officers, and employees of James Bay Association for Community Living, an Ontario not-for-profit corporation (the "Corporation") identify situations that present potential conflicts of interest and to provide the Corporation with a procedure which, if observed, will allow a transaction to be treated as valid and binding even though a director, officer, or employee has or may have a conflict of interest with respect to the transaction. The policy is intended to govern conflicts of interest for directors of non-profit corporations and to allow the Corporation's Board of Directors to ensure that the Corporation is governed in a manner that is free of conflicts. All capitalized terms are defined in Part II of this policy.

I. Conflict of Interest Defined. For purposes of this policy, the following circumstances shall be deemed Conflicts of Interest.

A. Outside Interests.

i.A Contract or Transaction between the Corporation and a Responsible Person or Family Member.

ii.A Contract or Transaction between the Corporation and an entity in which a Responsible Person or Family Member has a Material Financial Interest or of which such person is a director, officer, agent, partner, associate, trustee, personal representative, receiver, guardian, custodian, conservator, or other legal representative.

B. Indirect Outside Interests.

i.A Contract or Transaction between the Corporation and any entity which may bring beneficial circumstances to a Responsible Person or Family Member or to any individual, group or organization to which any such person has allegiance which circumstances may reasonably be seen as competing with the interests or concerns of the Corporation.

ii. Examples: To illustrate this Section's scenarios, the following examples where conflict would exist are provided (for illustrative purposes only and not intended to be all-inclusive):

A situation arises in which a Responsible Person has a close friend or a step-parent (assuming neither falls into this policy's definition of Family Member) who has a Material Financial Interest in a proposed vendor.

A situation arises in which the past relationship a Responsible Person has with a potential vendor or partnering organization could reasonably be expected to compromise his or her objectivity.

C. Outside Activities.

i.A Responsible Person competing with the Corporation in the rendering of services or in any other Contract or Transaction with a third party.

ii.A Responsible Person's having a Material Financial Interest in, or serving as director, officer, employee, agent, partner, associate, trustee, personal representative, receiver, guardian, custodian, conservator, or other legal representative of or consultant to an entity or individual that competes with the Corporation in the provision of services or in any other Contract or Transaction with a third party.

D. Gifts, Gratuities and Entertainment. A Responsible Person accepting gifts, entertainment, or other favours from any individual or entity that:

i.does or is seeking to do business with, or is a competitor of, the Corporation, or

ii.has received, is receiving, or is seeking to receive a loan or grant, or to secure some other financial commitment, or

iii.is a charitable organization operating in Ontario;

under circumstances where it might be inferred that such action was intended to influence or possibly would influence the Responsible Person in the performance of his or her duties to the Corporation. This does not preclude the acceptance of items of nominal or insignificant value or entertainment of nominal or insignificant value, which are not related to any particular transaction or activity of the Corporation.

II.Definitions.

A. "Board of Directors": the board of directors of the Corporation.

B. "Executive Director": a person with the authority as delegated by the Board of Directors.

C. "Conflict of Interest": any circumstance described in Part I of this policy.

D. "Contract or Transaction": any agreement or relationship involving the sale or purchase of goods, services, or rights or any kind, the providing or receipt of a loan or grant, the establishment of any other type of pecuniary relationship, or review of the Corporation; provided, however, the following shall not be deemed a Contract or Transaction: (i) making of a gift to the Corporation, (ii) reimbursement of reasonable expenses incurred by a Responsible Person on behalf of the Corporation in the course of authorized representation or execution of duties for the Corporation, (iii) payment/receipt of wages, salary and employment benefits to or on behalf of a Responsible Person who is an employee of the Corporation, (iv) any transaction between/among the Corporation and a Responsible Person which is specifically authorized or allowed in the articles of incorporation and/or bylaws of the Corporation, including, without limitation, the indemnification of directors and officers, (v) financial assistance or the provision of services to client-eligible members of the Board of Directors, including without limitation, legal services and assistance to enable such a Board of Directors member to attend Board of Directors, Executive Director and other such meetings, and (vi) de minimize matters that are deemed by the Board of Directors not to be within the scope of this policy, whether determined by resolution or ratification.

E. "Family Member": a spouse, domestic partner, parent, child, or spouse of a child, brother, sister, or spouse of a brother or sister, a grandparent or grandchild, great-grandchildren and spouses of grandchildren and great-grandchildren, and ancestors of a Responsible Person.

F. "Material Financial Interest": a “material financial interest” exists when an individual holds a right (whether or not yet vested) to be paid compensation, employee or retiree benefits, dividends or profit-sharing, or to have their expenses reimbursed or obligations or other liabilities repaid, etc. The term is intended to include any and all remunerative expectations. A Material Financial Interest also exists when a Responsible Person or their Family Members in the aggregate have a 35 percent or greater interest in an enterprise, corporation, partnership, or trust.

G. "Responsible Person": any person serving as an officer or employee of the Corporation, or a member of the Board of Directors.

III.Procedures Relating to Conflicts of Interests.

A. Duty to Disclose. In connection with any actual or potential Conflict of Interest, a Responsible Person must disclose the existence and nature of his or her financial interest to the Board of Directors and Executive Director considering the proposed Contract or Transaction or other arrangement prior to Board of Directors or Executive Director action on such matter. Such disclosure shall be reflected in the minutes of the meeting.

A Responsible Person who plans not to attend a meeting at which he or she has reason to believe that the Board of Directors or Executive Director will act on a matter in which the person has a Conflict of Interest shall prior to the meeting disclose to the chairperson of the meeting all facts material to the Conflict of Interest. Such chairperson shall report the disclosure at the meeting and the disclosure shall be reflected in the minutes of the meeting.

A Responsible Person who has a Conflict of Interest shall not participate in or be permitted to hear the Board of Directors' or Executive Director's discussion of the matter except to disclose material facts and to respond to questions. Such person shall not attempt to exert his or her personal influence with respect to the matter, either at or outside the meeting. Responsible Persons who have a potential or actual Conflict of Interest with respect to a Contract or Transaction that is not the subject of Board of Directors or Executive Director action, shall disclose to the president of the Board of Directors or such president's designee any Conflict of Interest that such Responsible Person has with respect to a Contract or Transaction. Such disclosure shall be made as soon as the Responsible Person knows about the potential or actual Conflict of Interest. The Responsible Person shall refrain from any action that may affect the Corporation’s participation in such Contract or Transaction.

Responsible Persons who are members of the Board of Directors of the Corporation, or who have a Conflict of Interest with respect to a Contract or Transaction that is not the subject of Board action, shall disclose to the president of the Board of Directors any Conflict of Interest that such Responsible Person has with respect to a Contract or Transaction. Such disclosure shall be made as soon as the Conflict of Interest is known to the Responsible Person. The Responsible Person shall refrain from any action that may affect the Corporation’s participation in such Contract or Transaction.

B. Determining Whether a Conflict of Interest Exists. In the event it is not entirely clear that a Conflict of Interest exists, the individual with the potential conflict shall disclose the circumstances to the president of the Board of Directors or such president’s designee, who shall initially determine whether there exists a potential Conflict of Interest that is subject to this policy. If a potential Conflict of Interest is determined to exist by the president of the Board of Directors or the president’s designee, then the determination as to the existence of the Conflict of Interest shall be presented to the Board of Directors for a final determination.

C. Participation in Meetings. A person who has a Conflict of Interest with respect to a Contract or Transaction that will be voted on at a meeting shall not be counted in determining the presence of a quorum for purposes of the vote. A person who has a Conflict of Interest shall not participate in or be permitted to hear the Board of Directors or Executive Director’s discussion of the matter except to disclose material facts and to respond to questions. Such person shall not attempt to exert his or her personal influence with respect to the matter, either at or outside the meeting. After such disclosure of material facts and responses to questions, the Responsible Person shall leave the Board of Directors or Executive Director meeting while the financial interest is discussed and voted upon, unless the vote is by secret ballot. Such person's ineligibility to vote shall be reflected in the minutes of the meeting. The remaining Board of Directors or Executive Director shall decide if a Conflict of Interest exists.

D. Procedures for Addressing the Conflicts of Interest. In cases where conflict of interest exists via Direct Outside Interests per Section I, A, preceding, the President of the Board of Directors shall, if appropriate, appoint a disinterested person or committee to investigate alternatives to the proposed Contract or Transaction or other arrangement.

After exercising due diligence, the Board of Directors or Executive Director shall determine whether the Corporation can obtain a more advantageous Contract or Transaction or other arrangement with responsible efforts from a person or entity that would not give rise to a Conflict of Interest.

If a more advantageous Contract or Transaction or other arrangement is not reasonably attainable under circumstances that would not give rise to a Conflict of Interest, and in cases where conflict of interest is found to exist from an Indirect Outside Interest per Section I, B, preceding, the Board of Directors shall determine by a majority vote of the disinterested directors whether the Contract or Transaction or other arrangement is in the Corporation's best interest and for its own benefit and whether the Contract or Transaction or other arrangement is fair and reasonable to the Corporation and shall make its decision as to whether to enter into the Contract or Transaction or other arrangement in conformity with such determination.

E. Violations of the Conflicts of Interest Policy. If the Board of Directors or Executive Director has reasonable cause to believe that a Responsible Person has failed to disclose actual or possible Conflicts of Interest, it shall inform the Responsible Person of the basis for such belief and afford the Responsible Person an opportunity to explain the alleged failure to disclose. If, after hearing the response of the Responsible Person and making such further investigation as may be warranted in the circumstances, the Board of Directors or Executive Director determines that the Responsible Person has in fact failed to disclose an actual or possible Conflict of Interest, it shall take appropriate disciplinary and corrective action.

F. Records of Proceeding. The minutes of the Board of Directors and all Committees shall contain:

i.the names of the persons who disclosed or otherwise were found to have a financial interest in connection with an actual or possible Conflict of Interest, the nature of the financial interest, any action taken to determine whether a Conflict of Interest was present, and the Board of Directors' or Executive Director's decision as to whether a Conflict of Interest in fact existed;

ii.proof that the matter was decided by the Board of Directors or a Committee thereof that is composed entirely of individuals unrelated to and not controlled by the Responsible Person involved in the transaction and that appropriate comparability data was obtained and relied on in the making of the decision, and

iii.the names of the persons who were present for discussions and votes relating to the Contract or Transaction or other arrangement, the content of the discussion, including any alternatives to the proposed Contract or Transaction or other arrangement and a record of any votes taken in connection therewith.

A voting member of any Committee whose jurisdiction includes compensation matters and who receives compensation, directly or indirectly, from the Corporation for services is precluded from voting on matters pertaining to that member's compensation.

IV. Confidentiality

Each Responsible Person shall exercise care not to disclose confidential information acquired in connection with such status or information the disclosure of which might be adverse to the interests of the Corporation. Furthermore, a Responsible Person shall not disclose or use information relating to the business of the Corporation for the personal profit or advantage of the Responsible Person or Family Member.

V. Review of Policy

A. Each new Responsible Person shall be required to review a copy of this policy and to acknowledge in writing that he or she has done so.

B. Each Responsible Person shall annually complete a disclosure form identifying any relationships, positions or circumstances in which the Responsible Person is involved that he or she believes could contribute to a Conflict of Interest arising. Such relationships, positions or circumstances might include service as a director or consultant to a nonprofit organization, or ownership of a business that might provide goods or services to the Corporation. Any such information regarding business interests of a Responsible Person or a Family Member shall be treated as confidential and shall generally be made available only to the President, the Executive Director, and any committee appointed to address Conflicts of Interest, except to the extent additional disclosure is necessary in connection with the implementation of this Policy.

C. This policy shall be reviewed annually by each member of the Board of Directors. Any changes to the policy shall be communicated immediately to all Responsible Persons.

JAMES BAY ASSOCIATION FOR COMMUNITY LIVING

Conflict of Interest Information Form

Name _______________________________

Date ________________________________

Please describe below any relationships, positions or circumstances in which you are involved that you believe could contribute to a Conflict of Interest (as defined in James Bay Association for Community Living's Policy on Conflicts of Interest) arising.

I hereby certify that the information set forth above is true and complete to the best of my knowledge. I have reviewed, and agree to abide by, the Policy of Conflict of Interest of James Bay Association for Community Living that is currently in effect.

Signature _____________________________

Date _________________________________

AG-13 - News Releases

POLICY

It is the policy of James Bay Association for Community Living that the release of any information to any news media shall have the written approval of the Executive Director.

PROCEDURES

1. Employees shall not hold interviews or release any news pertaining to JBACL without written approval.
2. The Board of Directors shall be notified prior to any news releases pertaining to the Association.
3. In most cases, the release of information to news media is made by the Executive Director or by the Director of the service involved, with previous notification of content to Executive Director.
4. When an employee is asked questions by a reporter or any other person with the purpose of releasing information, the employee will not comment and will refer the reporter to the Executive Director.
5. All news releases shall be treated in the same way as all information regarding individuals of JBACL. Specifically, information that identifies an individual must first have a Release of Information form signed by the individual and/or his/her representative.

All news releases, including videos, slide presentations, etc. requires a specific Publicity Waiver or Consent Form for individuals and staff involved. A pre-dated consent form is not valid.

AG-18 - Complaints and Feedback

POLICY

It is the policy of James Bay Association for Community Living to ensure quality of service. The Association welcomes all types and forms of feedback, positive, negative and neutral from individuals being serviced, parents, stakeholders and employees.

PRINICIPLES

A complaint/feedback process is an important part of providing quality supports. As we work together, there will be occasions when differences arise. It is our hope that these differences can be resolved with the person informally and effectively. However, sometimes this is not possible and a more formal complaint process needs to be used.

The information received through a complaints/feedback process will assist our organization to better support individuals and their families. All individuals and/or person acting on behalf of an individual shall receive a copy of the complaint process when they enter into services.

Anyone who is dissatisfied with the supports or services that are provided by James Bay Association for Community Living, may make a formal complaint and/or provide feedback.

James Bay Association for Community Living takes all complaints and feedback seriously, and reviews and investigates all matters.

A complaint may be expressed by a person with a developmental disability who is receiving supports and services from James Bay Association for Community Living, or a person acting on their behalf. A complaint may also be made by the general public, regarding the services that are provided by James Bay Association for Community Living (ex: Customer Services, Accessibility issues etc…).

At any time during the complaint/feedback process, the person can request help and be supported by/accompanied by an advocate, a staff person, a family member, a friend etc…

A complaint made regarding an alleged abuse, suspected or witnessed will automatically be reported to the police as per James Bay Association for Community Living's Abuse Policy.

Depending on the nature of the complaint, it may also be reported to the Ministry as a Serious Occurrence.

A complaint does not include feedback on matters unrelated to James Bay Association for Community Living's supports and services.

COMPLAINT PROCESS

Step 1

A complaint may be made formally in writing or informally (such as a verbal complaint) to the agency's Program Supervisors, Residential (Lori Dixon – 705-336-3825) or Living Skills (Mark Storey 705-336-2967).

The Program Supervisors will address the complaint and attempt to resolve the issue with all parties involved, within 7 business days of receiving the complaint.

The resolution will be documented in writing and a copy given to the person and the Executive Director.

Step 2

If the issue remains unresolved, the complaint may be forwarded to the Executive Director- Lynn Gray (705-336-2378).

The Executive Director will discuss the matter with the person, review the information at Step 1 and attempt to resolve the situation with 7 business days of receiving the complaint.

Step 3

Should the response from the Executive director by unsatisfactory, a person can request to have their complaint heard by the Board of Directors. This can be done by communicating to the Executive Director who will in turn advise the Board President.

A final written response will be forwarded to the person within 30 days after the Board hears the complaint.

ROLES AND RESPONSIBILITIES

Conflict of Interest:

The process of investigating all complaints must be free of conflict of Interest, bias, coercion or intimidation. Anyone having a conflict with any of the above shall immediately assign the investigation of the complaint to a designate. The designate will be the Human Resources Supervisor.

Documentation:

Every step of the complaint process must be documented. The documentation should include but not limited to:

• A description of the problem/complaint
• The facts surrounding the matter
• Attempts made to resolve the problem/complaint
• Proposed Solution or specific action for resolution
• Recommendation for preventing further occurrences of the problem

Copies of all complaints will be filed with the Quality Assurance Supervisor.

Retaliation:

No person making a complaint shall be negatively impacted or have their services withdrawn as a result of making a complaint.

AG-20 - Influenza and Pandemic Plan

POLICY

It is the policy of James Bay Association for Community Living to plan for Influenza and Pandemic Outbreaks. This plan should result in a decrease in stressors for individuals supported employees and families should an outbreak occur.

What is Pandemic Influenza:

Every year, various strains of influenza virus circulate throughout the world, often causing local outbreaks and regional epidemics. Canadians are infected by these different strains multiple times during their life. Even though the virus may change slightly from year to year, most people will continue to have some protective against the slightly changed virus. For those who are elderly, or those with certain chronic illnesses or compromised immune systems, infection with influenza virus can result in pneumonia, hospitalization or even death. One thousand to fifteen hundred (1,000 to 1,500) deaths occur annually due to influenza infection. However, for the majority, it remains an uncomfortable, but non life-threatening experience that is synonymous with winter.

Three to four times a century however, a radical change will occur in the genetic material of the influenza A virus, and a new subtype of the virus will suddenly appear. Due to the fact that it is a radically different strain, the protection that people have developed to the influenza that occurs every year will not apply. Everyone is susceptible to infection with the new strain, and will be at greater risk of developing the severe complications of influenza infection, like pneumonia. In such situation, the virus will spread rapidly around the world, and a global epidemic, called a pandemic will result. In the 20 ^th century, there have been three pandemics: 1918-1919, 1957-1958, and 1968-1969. Pandemics are unpredictable in their timing, but most experts agree that another one is very likely to occur within the next 5 to 19 years.

It is based on the historical patterns of the disease. The average time elapsed between each of the last four pandemics has been 25 years. However, the range has varied between 11 and 39 years. It has been 31 years since the last. The medical experts are unsure as to whether SARS was the beginning of a pandemic; however, due to quick action, it was quickly contained.

Background

The community within which we live is the structure that provides identity, support and protection for its members. Those who live in the community rely on one another to create an infrastructure, which supports members and encourages growth for all. The strength of the community is a direct reflection of the strength of its membership. There are many things that can have an impact on communities, the most serious of which are emergencies. Emergencies can be natural disasters or can be crisis situations brought on by human error. While we have little control over emergencies, appropriate planning may assist communities in anticipating potential problems and possible solutions allowing for an early and efficient response during actual times of crisis. Community planning allows lead members to prepare calmly and realistically for emergencies. It involves locating the resources that will be required: collecting the information that will be needed to educate the citizens: and identifying the service gaps that exist presently, or will occur during a crisis, and proposing ways to bridge them. Planning reduces both human and monetary costs.

What would happen during a Pandemic?

Based on our knowledge of the two most recent pandemics, experts believe that pandemic influenza virus could reach Canada within 3 months of being detected anywhere in the world, and would have its maximum effect on the Canadian population within 5-7 months. Using information from the last three pandemics and disease model developed by the Canadian Centers for Disease Control and Prevention, a pandemic could potentially result in between 9000 - 51,000 deaths in Canada if a vaccine was not available. A severe shortage of hospital beds could also occur.

With our current scientific knowledge, there is no way to prevent a pandemic from occurring. There are ways to lessen the impact that a pandemic would have, specifically to decrease the number of deaths, and control its impact on health care. A global network of laboratories and surveillance systems coordinated by the World Health Organizations (WHO) is keeping a watchful eye for new influenza strains. When the pandemic strain emerges, international surveillance will provide Canada with an early warning, in order for us to start vaccine production as quickly as possible. Immunization will be the only way to minimize the impact of the Pandemic on Canadians.

A large number of citizens will become infected and will likely require medical services during a pandemic. Health care organizations and essential community services will need to have special guidelines in place that will address critical issues that will occur as services access is maximized and resources depleted.

What is Influenza?

The flu is not a common cold. It is serious and can spread easily. It spreads through the air when an infected person coughs sneezes or speaks. It spreads when you hug or kiss a family member or friend who has made contact with the virus. It can also spread from touching surfaces such as doorknobs, countertops, toys or utensils used or handled by others who are carrying the virus. A person can spread the disease for up to two weeks before they get sick themselves.

How can you tell if someone has the flu?

The flu can cause cough, fever, chills, sore throat, headache, fatigue, weakness and muscle aches. If you have any of these signs, see your doctor, you may have influenza. You can be sick for 5 to 10 days, but in many cases, the weakness and fatigue can last for weeks.

INFLUENZA FACT SHEET

How can you stop the spread of influenza?

Your best protection is to get the "flu shot". When you get the flu shot you protect yourself and your family and you don't spread the flu to others. You need to get the flu shot every year because the virus changes and new vaccine is needed to protect yourself. Cover your mouth and nose when sneezing or coughing and make sure you throw out your used Kleenex in the garbage.

Who should not get a flu shot?

1. Anyone who has a serious allergy to eggs or egg products.

2. Anyone who had a severe allergic reaction to a previous flu shot.

3. Anyone who developed ORS after a previous flu shot. (ORS - red eyes, cough, wheeze, chest tightness, problems breathing or sore throat or swelling of the face starting 2 - 24 hours after the flu shot and lasting for 2 days).

4. Anyone who has a history of Guillian-Barre syndrome.

5. Anyone who is sick with a fever or flu like symptoms.

6. Children under 6 months of age

What can you expect after the flu shot?

For a day or two after getting the flu shot some people might have a slight fever, chill, a mild headache and/or feeling tired, redness, swelling and soreness where the flu shot was given. As with any shot there is always a slight chance of having a reaction. If you have symptoms more serious than those mentioned, see your doctor right away and report it to the health unit.

Make sure the doctor or public health nurse gives you a record of the vaccine. Keep it in a safe place.

Severe Acute Respiratory Syndrome (SARS)

What is SARS?

SARS is an infection in which individuals develop a fever followed by respiratory symptoms such as cough, shortness of breath or difficulty breathing. In some cases the respiratory symptoms become increasingly severe and people require oxygen support and mechanical ventilation. Other symptoms include muscle aches, headaches and sore throat.

Diagnosis

In the absence of laboratory testing doctors use the following criteria:

People who have recently traveled to affected countries in Asia, or who have had close contact with persons diagnosed with SARS and

Someone who develops a fever over 38 Celsius and

Have one or more of the following respiratory symptoms, cough, and shortness of breath or difficulty breathing.

Treatment

The cause of SARS is currently unknown, so doctors are presently treating patient symptoms. With supportive care, several hospitalized individuals have recovered.

Who is at risk of developing SARS?

People who come in close contact with a person who has SARS. Close contact includes living in the same household, providing health care to someone with, or having direct contact with respiratory secretions and body fluids with a person who is infected with SARS.

Prevention

Practicing good personal hygiene is a key to stopping the spread of SARS. Thorough hand washing, using hot soapy water and lathering for at least 20 seconds (hand washing is the single most important procedure for preventing infections). This is because disease-causing micro-organisms can frequently be found on the hands.

What to do if you develop symptoms of SARS

If you have recently traveled to Asia or have had close contact with someone who has SARS, and develop symptoms within 10 days, you should call ahead to your physician or your local public health unit/department. They can provide information about the appropriate Emergency Department or medical centre you can visit for assessment

PANDEMIC PLANNING

NOTIFICATION PROCESS

The following is a plan of how each program will be contacted by the Executive Director to facilitate the process of notification that a Pandemic is present within the agency.

The supervisor or management person who is notified of an infected staff or person supported is responsible for calling the Executive Director.

The Executive Director will then follow the protocol of phoning the Senior Counselors to notify their lists of a pandemic.

Living Skills Program Supervisor will call: Living Skills Counselors

Living Skills individual families

Group Home Program Supervisor will call: Group Home Counselors

* Need list of contact for each program.

GROUP HOMES:

The Group Home Program Supervisor will have a current copy of each Group Home contacts in the Pandemic binder including staff, volunteers, students, friends, natural family.

A resident or participant of the program is infected.

There is a diagnosis from the doctor in writing confirming influenza of one of the people who reside at the Group Home.

The home is then closed to the outside/general public with the exception of staff.

The infected person must be kept in an isolated room if possible (if they are in a shared room then the person who is not infected should be moved to another area).

Staff must wear PPE (Personal Protective Equipment) when they enter a room where the infected person is (gown, gloves, mask, and wash hands before and after with hand sanitizer)

(The Program Supervisor will ensure that supplies are available).

If possible the infected person should be cared for by the same staff for the entire shift, or minimal staffing to prevent the spread of the Pandemic Influenza.

The Program Supervisor will be responsible for finding out which staff worked during the incubation period and who is scheduled to work in the upcoming week.

Any redeployment or relief staff must not cross contaminate to other programs, this will be the supervisor's responsibility.

The pandemic team member will be responsible for cancelling any appointments that are scheduled within the home during the pandemic Influenza period.

The staff of the Group Home will contact natural families to inform them of a confirmed case of influenza within the program.

The staff will also contact any other workers who were at the home during the incubation period (up to 7 days prior to illness).

Emergency/Pandemic Supplies for Influenza

1.List of necessary supplies during pandemic.

Gloves - already on hand in each home

Hand sanitizer - already on hand in each home

Isolation gowns - need to be ordered ( 1 box of 50)

Sure-fit masks - need to be ordered ( 1 box of 20)

2.When to order & stockpile necessary supplies.

Supplies will be ordered from: Stevens Medical Supplies

Toronto, ON

1-800-268-0184

OR any other recognized medical supplier.

Supplies will need to be ordered at the onset of a pandemic in order to replenish and maintain supplies on a regular basis.

3.Storage of supplies

Every home will have to buy a storage bin in order to store all supplies. It is up to the senior counselor of every home to decide the best storage location for their supplies.

4.Responsibilities of staff ordering and storing necessary supplies

It will be the responsibility of every Residential Counsellor/designate (group homes only) in conjunction with their supervisor to order the necessary supplies for their individual homes. As well, it will be their responsibility to store the supplies in their proper location. If the senior counselor/supervisor is not available, it will be the responsibility of the counselor I.

INSTRUCTIONS FOR STAFF TO WORK WITH A PERSON INFECTED WITH INFLUENZA

Room Set-Up

Outside of the infected person's bedroom in a secure area the following items must be close at hand.

Gloves Hand Sanitizer Lock box for medications

Thermometer Face cloths as prescribed by doctor.

Kleenex Wipes Garbage Bags

Paper Towels Container or pail Germicidal wipes

MAR Sheet

The most Program Supervisor on each shift will be responsible for setting up the cart or table near the room after the area is initially stocked then the staff member caring for the individual will be responsible for maintaining the stock of supplies.

Full-time or part-time contracted staff (if possible) will work with the infected person to give the person a familiar person and to reduce the cross contamination between programs.

The staff assigned to the infected person will work with them the whole shift or half the shift if possible.

Before entering the room the staff will ensure to wash their hands, wear gloves, mask, and 1 gown provided (this gown and mask may be used for the entire shift by the same staff unless it gets dirty or needs changing).

Gloves must be changed each time the room is entered and disposed of in a separate garbage can to avoid cross contamination.

All laundry generated from the person infected with Influenza must be washed separately from all other persons and house laundry. The person completing the laundry must wear gloves and a mask (ideally the person dealing with the infected individual should be responsible for the laundry of that individual).

If a fever is indicated, temperature should be taken every two hours during the daytime hours and every 4 hours during the night and a record kept on a chart until it returns to normal for a 24 hour period.

Any medication must be given as per doctor's orders/prescription and/or following the directions on the bottle. A record will be kept of the administration of medication on the person's MAR sheet.

AG-22 - Insurance Coverage

POLICY

The James Bay Association for Community Living will provide insurance coverage that will fully protect its assets, its employees, volunteers and visitors, and its day-to-day business activities.

PROCEDURE

1. On an annual basis the ED shall discuss the insurance requirements of the JB AFCL with selected representatives from the insurance industry.
2. The JBACL will ensure that its general liability insurance coverage will be sufficient to adequately protect staff, volunteers and visitors and all the assets of the JBACL.
3. At the minimum, the JBACL’s comprehensive insurance policy shall include the following:

a)Third party liability coverage

b)Property insurance, including a tenant liability clause (if appropriate)

c)Wrongful dismissal coverage

d)Employee's and Director's liability coverage

e)Adequate coverage to recover losses resulting from errors of commission and or omission

To obtain the best price for the JBACL, insurance policies shall be tendered every three years.