Strategic Plan

Context for Planning

The PAC Board of Directors met on September 24th in order to establish its strategic priorities for the next three years.  The context for this planning process included:

  • A new and established CEO & Board since the last planning process in 2012

  • Significant changes in the sector, including the introduction of Bill 210/41, the Patients First Act, which will result in the assimilation of the CCACs by the LHINs

  • Increasing financial and performance pressures on community support providers


Informing the deliberations by the Board was the feedback received from five partner organizations, staff focus groups, surveys and the most recent Accreditation Canada Report, Business Development Plan and environmental scan.  The trends raised included:

  • Escalating performance expectations – accreditation; standards; reporting; ECFAA[1] obligations.

  • Emphasis on integration in order to decrease the number of providers – through limited funding (no increase to the base); LHIN led / sponsored initiatives.

  • Demographics driving increased focus on seniors.

  • Funded services targeting more medically complex people.



Assist in providing quality independent living to persons with physical challenges in our community in order to enhance their quality of life.



Better quality of life and community for persons with physical challenges.



  • Providing client-centered services to maintain independence
  • Advocacy
  • Respect
  • Confidentiality
  • Cultural diversity

Strategic Themes

     > Quality Care

     > Organizational Sustainability

     > Brand Awareness


Critical Outcomes for Each Theme

Strategic Themes

Quality Care

Organizational Sustainability

Brand Awareness

Critical Outcomes

Recognition of excellence by funder

Provider of safe, competent and quality care for persons with physical challenges

Part of a larger entity that can address the increasing demands of funders, care recipients, families and staff

Everyone knows what PAC stands for – the acronym, the service offering and the ideals


Measures of Success

  • Achieve CELHIN performance targets
  • Accreditation award
  • # safety related events
  • # and nature of complaints
  • Client satisfaction
  • Staff turnover
  • Process indicators
  • Strong financial metrics
  • Revenue
  • Hours of service
  • # and source of referrals
  • Partnering opportunities
  • Web traffic
  • Inquiries


Key Objectives & Actions to Achieve the Outcomes

Strategic Theme

Critical Outcome



Quality Care

  • Recognition of excellence by funder
  • Achieve accreditation
  • Comply with LHIN expectations
  • Retain QI Leadership
  • Strengthen ethical framework and process
  • Board training on ECFAA
  • Increase reporting & benchmarking capacity
  • Provider of safe, competent and high quality care for persons with physical challenges
  • Serve the interests of our clients and staff


  • Establish clinical practice leadership
  • Diversify service offerings
  • Expand staff training programs
  • Undertake regular client surveys

Organizational Sustainability

  • Greater resources to support realization of vision
  • Part of a larger entity in order to address the increasing demands & needs of funders, clients, families and staff
  • Secure additional program funding
  • Seek partnerships and or integration opportunities.
  • Explore opportunities for grant writing, fundraising and/or new lines of business
  • Pursue opportunities with organizations that share values and complement our strengths
  • Approach LHIN for funding

Brand Awareness

  • Everyone knows what PAC stands for – the acronym, the service offering and the ideals
  • Pursue new business opportunities
  • Partner to advocate on behalf of client population
  • Build a business development plan
  • Explore partners to provide additional services
  • Increase engagement in OCSA and CEILSP


This table reflects what PAC does well that clients need (strengths); things that place the organization at a disadvantage (weaknesses); external factors that support PAC’s strengths (opportunities); and, external factors that will negatively affect the organization.


  • Respected by clients
  • Known to deliver good care
  • Responsive
  • Accredited
  • Local presence
  • A good partner
  • Mission not compromised by need to raise funds
  • Competent CEO and Board
  • Staff retention (75% have > 3yrs service)
  • Expertise in care of people with challenges
  • Progressive
  • Staff training
  • Equipment Loan program
  • Use of technology – scheduling, telephony


  • Profile within the sector is low
  • LHIN did not include in Phase 1 integration
  • Question capacity to meet ECFAA, and increasing MSAA obligations
  • Single service provider
  • No autonomy as a LHIN funded provider
  • No dedicated QI leadership
  • QI documentation & application of data
  • Waiting list for services
  • No in-house clinical leadership, e.g. professional affairs
  • Benchmarking of organization at all levels
  • Population-specific activities
  • Limited financial reserves to cover funding shortfalls


  • Integration (various models)
  • Fundraising*
  • Expand into related services, e.g. housing, transportation
  • Become part of sector wide interest group
  • New delivery models, e.g. Transfer Payment Agencies (TPA) for self-directed care
  • Linkage with municipality
  • Expand into private pay services
  • Offer training programs
  • Changing demographic




  • Increasing ever changing demands from government
  • Increasing emphasis on outputs not outcomes
  • No increase to base funding (& none planned) despite rising infrastructure costs
  • LHIN pressure to integrate
  • Perception that integration improves client care
  • Greater expectation to care coordinate
  • Implications of Bill 210 unknown
  • Impact of sub-LHINs
  • LHIN undertakes service delivery role
  • Multiple providers and service differentiation is minimal
  • Larger providers take on disability services

*Comment from several that this is extremely challenging.  The LHIN will not approve of this being a source of funding for the core business.



[1] Excellent Care for All Act, 2010.  The legislation sets out requirements of health care providers related to good governance and public accountability.


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Strategic Plan

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