Annual Report

Wales Home

Annual Report 2019-2020


For the April 1st, 2019 to March 31st, 2020
Fiscal Year


Mission Statement
The Résidence Wales home is a private, non-profit organization that provides a
home with a continuum of care for seniors based on the community's needs.
We are committed to respecting seniors' dignity by providing them with a
clean, safe, and secure homelike environment that promotes independence,
friendship, and comfort for its residents and supplies a welcoming atmosphere for
their friends and families.
The Résidence Wales Home accomplishes its mission with a valuable team of
skilled employees, volunteers, other healthcare providers, and community


Our values, put forth by our dedicated employees and volunteers on a daily basis:
Compassion, Innovation, Integrity, Respect, and Teamwork


Report from the Executive Director and President:

Board of Governors Members,

The 2019-20 fiscal year was both challenging and full of opportunity for the Wales Home. Captured within the pages of this Annual Report are some of our most memorable achievements and events from the past year.

Early in 2019, our team processed another successful Certification with minor recommendations. Many  thanks to our Certification Coordinator, Erica Vander Wal, for leading the charge in this process and to our dedicated employees and volunteers who ensure compassionate care and services are their top priority.

We continue to tackle the Action Plan set out in our 2017-2021 Strategic Plan, including improving security, creating private washrooms and bathrooms on the Shaw and Manning Wings, creating additional outdoor recreational space, improving cashflow, creating locker rooms for employees, an dwe are currently working on final construction plans for independent living. We want to specially recognize Marc Gaudet, our Building and Grounds Committee Chairman, who volunteers countless hours towards the development of our many improvements. We are grateful to those who left their legacies to support our mission and allow us to implement many innovative changes. We would also like to thank the Wales Home Foundation for their continued financial assistance and dedication to the Wales Home as their aid has been instrumental in the success of our many state-of-the-art projects.

The Wales Home was proud to host an open house for the CHSLD's Norton expansion for many invited guests from the community. Visitors were impressed with the wing's modern equipment and increased size.

In November, residents living on Central, the oldest section of our building, were relocated to the renovated rooms on the Norton Wing. The unit, previously part of our CHSLD, will be returned to the Wales Home and converted to a twelve-bed intermediate resource unit that will allow the Wales to offer a fully diverse range of care and services under the same roof.

Just before Christmas, our boilers once again started to malfunction, almost a year to the date since the previous breakdown. Both boilers were replaced, and we are in litigation with the suppliers.

Improvements in technology allowed us to upgrade security in our real-time location system to increase communication when residents exit the building. We have also revamped and redesigned our website, which provides our audience with valuable and easily-accessible information. These upgrades provided increased security and helped with recruitment of those seeking a career in senior care. Working with our Users' Committee, Planetree Committee, and Living Environment Committee has allowed us to enhance quality and resident wellbeing, including revision to our resident and family satisfaction surveys.

On March 11th, 2020, a once-in-a-century journey began when the World Health Organization declared COVID-19 a global pandemic. The last several weeks of the fiscal year were spent ensuring our facility was prepared and safe, and these precautions remain our priority. Strict regulations were well-established prior to Public Health recommendations.

We are extremely grateful for the amazing work done by our Director of Health Services, Vicky Gingras, who literally put an action plan in place overnight to support our residents' needs should they contract the virus while also keeping our team safe. Daily press releases, electronic bulletins, and conference calls with members of the CIUSSS provided channels for information sharing and support. The pandemic has highlighted some of the weaknesses within our health and long-term care systems. The virus has also demonstrated the Wales's amazing community support. There were so many acts of kindness and generous donations to our staff this past year. We want to thank you for your contributions and for your unwavering commitment to each other and the Wales Home.

Respectfully submitted,
Brendalee Piironen and Glenn Brock
Executive Director and President 

Satisfaction Survey Results 2019-2020

Residents' Profile


Building & Grounds Report:

Corporation Members,

As Chairperson of the Building and Grounds Committee, I am pleased to present a status report to this Annual General Meeting and I greatly appreciate the opportunity to inform stakeholders, especially this year with the pandemic's restrictions. I trust that many of our interested parties will read this report; please do not hesitate to submit questions. Over the past few years, we identified numerous and daunting technical and financial challenges. We systematically addressed these disputes and made obvious progress, yet many ramin in what we labelled our necessary Transformation for the Next Century.

Last year, this report informed on the Norton renovations and expansion, which were well underway and provided valuable accountability regarding past commitments, including insight into future initiatives. Achievements during this past year are considered an obvious continuum of this profound transformation and the effective overall renewal process about which we often speak. This undertaking was quite complex, including relocation of residents, but we are pleased with the results and greatly appreciate the excellent collaboration of staff and our builders.

The construction of forty-two new, larger private bedrooms along with personal washrooms and a dramatic solarium on each unit overlooking the valley enabled us to increase our CHSLD operation by twelve beds for a total of ninety-six, including an addition to our license. Although building forty-two new rooms required a much larger investment than simply building twelve, this growth allowed us to increase the number of private bedrooms and improve work efficiency by having the CHSLD across three units instead of four. We also added a palliative care room to each unit. We installed a new ventilation system to correct serious flaws and improve containment of contagious respiratory viruses. We purchased additional HEPA filters to further improve air quality and minimize risks in strategic locations. We replaced tiny windows on Norton 1 with much larger units facing the courtyard and corrected chronic moisture infiltration. An important objective of the ventilation system replacement was also the delivery of cooled outside air to bedrooms. This summer, there was a significant improvement but we are not satisfied. Regretfully, we noticed an installation flaw does not permit the delivery of air as cool as we desire. Consequently, the dehumidification and cooling benefits will be corrected as soon as possible. Once the Norton expansion and renovation was completed in late fall 2019, Central residents were relocated to Norton and renovations began on this unit.

Consequently, this past winter's major undertaking was Central's renewal, a solarium and terrace expansion to the Main Living Room, and an expansion to the Laundry including a dedicated rooftop plateau fpr employees. This recurrence process required extensive demolition, because our commitment to larger, private bedrooms and intimate, wheelchair-accessible washrooms could not be accommodated by the hundred-year-old layout of shared bedrooms and small, joint washrooms. The new configuration enables twelve Norton-standard bedrooms which will be designated for intermediate care. At the same time, new ventilation was installed in the Main Living Room, Lobby, and Central offices. The solarium expansion included a large basement storage room for Therapy and medical equipment. We interrupted the Shaw and Manning renewals to renovate Central, but we will now resume, mindful of COVID-19 guidelines. The recurrence of a 100-year-old facility involves risk of surprises and increases in work scope. For example, the existing sprinkler system was not properly configured so we had to replace the overall system for the entire unit. Even though the rear courtyard redevelopment was quite dear to many, we chose not to include this project until Central renovation costs were more clearly defined. As the Central project came in under budget, we intend to proceed with the rear courtyard redevelopment this fall. Plans include stonework and landscaping for Norton residents' visual benefit and wheelchair-accessible paths throughout the courtyard, including benches, swings, and a fountain.

During Central's renovations, we expanded the Laundry, more than doubling its functional space and enabling technical investigations to effectively improve working conditions and practical efficiency. We retained a specialist to help us invest in proper new laundry equipment.

The Norton renovations that were done ten years ago included electric heating and left the facility dangerously short of electrical service capacity, especially emergency volume, considering our generator is forty years old. As heating must function even during a power outage, the Foundation agreed to fund the correction of essential infrastructure upgrades. We purchased a new, larger capacity generator, which should be installed this winter.

Our tall, free-standing masonry chimney is at risk of collapsing and is essentially non-repairable. We are in the process of purchasing new, prefabricated chimneys; demolition of the old smokestack should occur by the end of the year.

An engineering specialist reviewed our potable water installations and waste liquid treatment facilities, which is a prudent and timely undertaking in the context of our proposed expansion. His examination did not reveal anything concerning regarding our excellent performance capacity.

Despite pandemic uncertainties, your Executive Committee stayed the course for residential projects announced last year. The first phase of the Ross Wing will provide forty-one apartments of various types, sizes, and costs, along with amenities including a swimming pool, spa, terrace, fitness centre, two-lane bowling alley, lounge, thirty-five-seat cinema, and a large multi-purpose room. The Foundation agreed to fund constriction costs for these remarkable comforts, promising an exciting living environment. The second phase will reflect marketplace responses but will likely provide fifty-four additional apartments for ninety-five total. We will offer twenty-one phase one life-lease agreements and twenty rental units. The pandemic slowed our prorgress but at present, architectural and structural construction documents are complete and the tendering process is well underway. An Executive Committee meeting on August 13th will decide whether we proceed with construction.

These are exciting times for the Wales Home and this Committee is active. We greatly appreciate your generous support.

Respectfully submitted,
Marc Gaudet


Director of Health Services' Report:

Corporation Members,

This year, Pharmacie Familiprix Philippe Leng lent us two medication carts. These carts lock via electronic coding and are therefore much more secure than our previous cure transports. LPNs must log in with their personalized system to access the cart's contents, which facilitates narcotic tracking.

The Centre intégré universitaire de santé et de services sociaux de l'Estrie-Centre hospitalier universitaire de Sherbrooke (CIUSSS de l'Estrie-CHUS) ifnormed us that they will no longer authorize Functional Autonomy Measuring System (SMAF) evaluations done by our Social Workers for residents needing to be transferred from the Home to the CHSLD. These assessments must now be completed by the public sector.

This year's influenza vaccination campaign was even more successful than last year. Seventy-eight residents were immunized for an eighty-seven percent inoculation rate. Fifty-seven employees and twelve volunteers were also vaccinated. The indicators as compared to the 2018-19 fiscal year are located at the end of this report.

On December 5th, the Wales Home received a draft contract from the CIUSSS de l'Estrie-CHUS for one convalescence bed, which I reviewed with our Executive Assistant. Amendments were discussed on December 10th and we received an updated version on the 16th. The document's final rendition came into effect on January 1st, 2020. Convalescence cases are now managed by the CLSC including admission requests and departures. The Wales Home invoices the CIUSSS de l'Estrie-CHUS for this bed.

In early March, COVID-19 rocked many industries worldwide, and healthcare was certainly hit the hardest. On March 12th, we decided to close the facility to visitors and quickly implemented "lockdown" regulations. We acted efficiently and put most measures in place before provincial Government rules. Our expectations are strict but effective; we have not had any positive COVID-19 cases among our residents or employees. Several Management and Administration agents listen to Government press releases daily to stay abreast of the situation. We are profoundly grateful for and proud of our stellar employees for their daily compassion and dedication to the Wales Home and its residents during this challenging time.

2020 marks Florence Nightingale's 200th birthday. Nightingale was a nursing pioneer who popularized and revolutionized the field and formed the foundation for modern nursing care. 2020 is also a landmark year for nursing as we celebrate the Year of the Nurse. While the Wales is one year shy of its hundredth birthday, we too feel that the 2019-20 fiscal year was profound in many ways and I know that our founder and first donor, Mr. Horace Pettes Wales, would be proud of our accomplishments and continued excellence that are his legacy.

Respectfully submitted,
Vicky Gingras, Director of Health Services



Human Resources Department Report:

Corporation Members,

In June 2019, the Human Resources Department was restructured. Executive Director Brendalee PIironen absorbed the Human Resources Director duties. I assumed the Human Resources Officer - Employee Relations Coordinator and Hiring Manager position, Amanda Gunter became the Human Resources Officer - Staff Scheduler and Orientation Coordinator, and Joyce Jolin became the Human Resources Officer - Clinical Scheduler and Occupational Health and Safety Coordinator. Unfortunately, I deprted in October 2019 on sick leave. As such, Carolyn Leonard stepped down from her Executive Committee duties and was hired as a Human Resources Consultant to replace me while I was away.

The turnover rate for the 2019-2020 fiscal year was nineteen percent with twenty-five employees leaving for personal reasons, three retiring, five dismissed, and two on prolonged sick leaves. Of the fifty-one employees hired throughout the year, thirty-two remain at the Wales, making our retention rate sixty-three percent this year.

The emergence of COVID-19 at the end of this fiscal year had a huge impact on our workforce. In March alone, five employees left their positions and pregnant workers could no longer perform their regular jobs. Additionally, as per gorvernment regulations, Administration employees worked from home for the last two weeks of the fiscal year. The Wales Home also remunerated its employees with applicable COVID-19 premiums set forth by the government. Any staff members having travelled or showing symptoms were asked to self-isolate and get tested for the virus. Since residents had to physically distance and could no longer eat in the Main Dining Room, we created several new Food Services positions so we could ensure proper aid to our residents. These new roles were filled internally. Despite these challenges, overtime did not increase during this period. I would like to thank our employees for their continued hard work and dedication through this unprecedented time.

Throughout the year, the Wales Home hosted approximately thirty stagiarires. These students were enrolled in a variety of programs including caregiving, nursing, therapy, psychology, and special care counselling. Unfortunately, some stages were cut short due to COVID-19.

Finally, Courtney Grainger was brought on full-time as our Fundraising and Communications Coordinator. Thanks to Courtney, we drastically increased the visibility of our job postings via our various social media accounts. For example, some job postings were viewed by approximately 8,000 people across Facebook, Instagram, and LinkedIn. Furthermore, with the update to the Wales website spearheaded by Courtney, we now have an average of thirty visits to our Career section each week.

Once again, I would like to thank our employees for their daily dedication and compassion. I look forward to the upcoming year with this wonderful team.

Respectfully submitted,
Sydney Grainger, Human Resources Officer - Employee Relations Coordinator & Hiring Manager

Human Resources Indicators


Planetree Committee Report:

Corporation Members,

Planetree is an international organization that is based on a person-centred approach to healthcare services and management, focusing directly on resident, family member, employee, and volunteer well-being. In October 2018, the Wales received Planetree Gold Certification for Excellence in Person-Centred Care at the international level. There are presently ninety-seven Gold-Certified healthcare institutions worldwide. The CHSLD Wales Inc. is the only Gold-Certified long-term care facility in Québec.

On June 11th and 12th, 2019, the Wales hosted Réseau Planetree francophone's Annual Meeting. The event was launched with a tour of our facility; three groups totaling twenty-eight people visited the Résidence Wales Home and CHSLD Wales. Members from the Réseau shared Best Practices after their meeting. Executive Director Brendalee Piironen presented on the importance of involving employees in the decision-making process. Fifty participants from Québec and New Brunswick attended the event.

New updated definitions for two of the Wales's five core values, Innovation and Teamwork, were finalized, printed, and posted as wall decals in the Main Floor hallway. The other three values, Respect, Integrity, and Compassion, were previously posted. These additions thus complete our Wales Value Wall.

One of our Planetree Committee Members, Hailey Wilson-Veilleux, intiated a team-building exercise to bring Wales staff together outside of work for events, celebrations, and clubs. Along with her coworkers, Hailey also organized fun theme days and activities at the Wales. Her eagerness has been well-received by many employees and appreciated by residents when they bear witness to our activities.

Our seven Passion for Compassion tokens and postcards have continued to circulate. The idea is to present the token as a symbol of recognition to someone you feel makes a special difference in the lives of residents, family members, and/or colleagues. Tokens can be awarded to an employee, a family member, a resident, or a volunteer. After someone receives one, they must pass along the token to someone new and so on. Recognizing compassion in others is a gift for both the recipient and the giver. We hope this cycle continues to inspire.

Planetree Québec organized a Virée exploratoire whereby members could visit two Planetree Gold-Certified facilities in New England. Two Wales employees, caregiver Brigitte Lussier and Food Services employee Noah Allan were chosen for this three-day trip and returned with many inspirational ideas that could be integrated at the Wales.

A Wales Planetree plaque was designed and installed in our entrance bearing the Zig Ziglar quote "What you get by achieving your goals is not as important as what you become by achieving your goals." We would like to recognize Mr. James Thompson and his company, Williams Recognition Ltd, for conceptualizing our ideas and creating something beautiful of which we can be proud.

On December 13th, Réseau Planetree Québec hosted a Rencontre virtuelle des membres to share Best Practices. Our Director of Health Services, Vicky Gingras, presented on behalf of the Wales. Her presentation titled "Initiatives ayant apporté joie et bonheur dans nos journées de travail" demonstrated that working in healthcare, while sometimes stressful and demanding, can be fun. She presented employee, Planetree Committee, and Management initiatives that have brought joy, laughter, and moments of pleasure into our everyday life at work and throughout the year. The list gives quite an impression of the unique contributions towards a pleasant work environment. There were many interesting and inspiring presentations from other Réseau members as well.

We regret that Howard Stimson resigned as Planetree retreat faciliator but are pleased that Hailey Wilson-Veilleux accepted to replace him. This year, the Planetree Committee met six times and we hosted five Planetree retreats to familiarize employees with its philosophy. The Planetree Committee would like to acknowledge Management's regular employee recognition and appreciation with kind monthly gestures like donuts, chocolates, smoothies, ice cream treats, barbecues, and much more.

I would like to thank the Planetree Committee members for working together and promoting Planetree throughout our facility. I also wish to express my gratitude and extend my congratulations to the Wales employees, residents, family members, and volunteers who embrace the Planetree philosophy. 

Respectfully submitted,
Kimberly Bailey
Planetree Coordinator


Risk Management Committee Report:

Corporation Members,

The Risk Management Committee (RMC) is a group, required by law, that is accountable for reporting chance administration and plays an essential role in implementing safe care and environments. In compliance with current laws and regulations such as the declaration and disclosure of incidents and accidents, the RMC identifies and analyzes danger, ensures that support measures are provided to residents and family members, and presents occurrences and subsequent recommendations to the Wales Vigilance Committee. AH-223s, report forms for incidents and accidents, are registered with the SISSS, an online safe-care information system dedicated to compile form data.

The entire residential side was quarantined for norovirus this winter. We had very few cases, but symptoms were noted on multiple units, so we quarantined the whole residential side as a precaution to prevent transfers between units. Luckily, we had no quarantines or outbreaks related to flu-like symptoms. We are hopeful that the ventilation system's renewal has a positive effect on air quality and infection prevention. The infection was effectively contained as a result. This year's incidents and accidents consist mostly of falls and medication errors.

There were fewer falls this year in the Home with ninety-seven compared to 116 last year. A large portion of these falls account for a handful of residents who are prone to repeated falls. Sixty-three percent of falls resulted in no injuries, while eight percent of residents experienced pain with no marks and twenty-six percent sustained cuts and/or bruises. Five residents were sent to the hospital post-fall and two falls resulted in fractures.

These effects reflect the Résidence Wales Home's restraint-free environment. Falls are analyzed and action plans for each resident are implemented according to their needs and specific situations involving the Physiotherapy Technologists, the Occupational Therapist if needed, and the Doctor.

Medication errors decreased this year, with 101 compared with 163 last year. Omissions represent seventy-six percent of these mistakes; most often, employees find pills that the resident neglected to take. Most omissions occurred on Manning 1. After recurrence, measures were implemented so medications are directly administered, meaning the LPN supervises the resident until pills are ingested. This method is not automatically practiced due to the Wales's objective to maintain residents' autonomy for as long as possible.

I would like to take this opportunity to thank the employees, especially the RMC's members, for their remarkable efforts to ensure resident and employee safety. Nursing practices change to meet the residents' and family members' unique needs; the Wales will continue to research and implement Best Practices to make sure those alterations happen swiftly and safely. 

Respectfully submitted,
Vicky Gingras


Risk Management Indicators



Ladies' Auxiliary Report:

Board of Governors Members,

One of the largest volunteer groups at the Wales HOme is the Ladies' Auxiliary. There are sixteen members, including its Executive Committee.

The Auxiliary holds three meetings per fiscal year in June, December, and April. The Auxiliary's main purpose is to raise funds through different activities while allocating revenues to various Wales Home departments to benefit the residents.

One of the most prevalent activities that originates from the Ladies' Auxiliary is the Friday afternoon teas. At present, sixteen tables decked with tablecloths and classic cups and saucers are set up in the Main Living Room each Friday afternoon except for July, August, and December. Different community groups serve home-baked treats and many cups of hot tea and coffee. The residens enjoy music at some Friday teas and the Living Room is usually filled. This activity is also done five timers per fiscal year in the CHSLD at Easter, during strawberry season, in the fall, at Christmas, and at Valentine's Day. Members serve treats on Nortons One, Two, and Three, as well as Central before the unit closed for renovations; often, there is also music involved. Our Friday teas for March 2020 were cancelled due to COVID-19; beverages and treats were instead delivered to residents directly in their rooms or apartments.

Monthly birthday parties are also organized by community groups and/or the Ladies' Auxiliary on the third Wednesday of each month. These gatherings equally involve baking and hot beverages plus birthday gifts and games. Like the Friday teas, March's birthday celebration was on a one-on-one basis on the units.

The Auxiliary oversees the Tuck Shop, which is open from 1:00 p.m. to 2:30 p.m. on Tuesdays and Fridays. Volunteers sign up to man the Shop on a scheduled basis. I frequently restock the boutique via external sources. The Shop makes a profit of about $2,900.00 per year. Tax rebates amounted to $564.84. Inventory in the Tuck Shop runs approximately $2,600.00. Profits are eventually returned to the Wales Home to benefit the residents.

Another Ladies' Auxiliary activity is Christmas shopping for residents. $1,100.00 are allocated from Auxiliary funds to help defray some of the expenses. With help other volunteers' help, shopping starts as early as October.

Our main fundraiser is our Silent Auction, held annually in May. This year, we raised $11,911.85. Please see the table below for a revenue breakdown.

At the annual meeting in June, the Auxiliary decides how funds raised should be spent to produce the greatest benefit for Wales Home residents. In the past year, $5,000.00 was allocated to medical equipment, $6,000.00 to the Activity Department to help organize entertainment for the residents, and $3,500.00 to the Main Living Room's grand piano repair. Smaller items purchased by the Auxiliary include flowers hanging at door number six and a small fridge for the Tuck Shop.

These events and purchases are possible because of our members, their families, and our community's dedication. The Auxiliary continuously recruits new members; if you are interested, please call Activity Coordinator Carol Ann McElrea.

Respectfully submitted,
Jane Carson



2019-2020 Wales Home Governors