The Vitanova Foundation

Annual Report of the Chair, 2010-2011

The past year has been a challenging one for The Vitanova Foundation, as the Central Local Health Integration Network (the Central LHIN)---the successor to the Ministry of Health's Regional Offices---has continued to lead the evolution of health care delivery in its catchment area, which includes north Toronto, York Region, and adjacent areas. In response to the challenge of change, Vitanova has launched a new three-year strategic plan, one that has three goals congruent with those of the Central LHIN; namely (1) to enhance health care delivery in the Central LHIN; (2) to enhance addition treatment outcomes in the Central LHIN; and (3) to enhance the governance of health care agencies in the Central LHIN. To these ends Vitanova has embarked on a number of initiatives.

Firstly, we have---consistent with our "wraparound" approach to serving our clients---been offering new programs both of a therapeutic and practical nature. Among the former, I refer to our program to counsel the children of our clients, to prevent future substance use problems (a program made possible by a generous grant from the Royal Bank of Canada). As well, we have offered a fitness-through-yoga program, arranged through a partner agency, the Elspeth Heyworth Centre. On the practical side we are offering instruction in  personal financial management (a sort of BUDGETING 101 course!), with the assistance of the Vaughan Community Health Centre. We sincerely thank our partners and benefactors for their support and cooperation.

To enhance addiction treatment outcomes beyond Vitanova, we are creating something with the provisional title of "The Vitanova Handbook", a account of our history as an organization and a detailed explanation of our approach to addiction treatment. The fact that the Vitanova treatment model has already been adopted by another agency---the St. Raphael Centre, in Winnipeg, Manitoba---is indicative of the appeal of our approach, one that needs to be made better known to a wider audience, particularly community-based groups looking to address the issue of addiction in their own geographic areas.

To enhance governance, your board is exploring---with the assistance of the Ontario Federation of Community Mental Health and Addiction Programs---the pursuit of accreditation by Better Health Organizations or a similar body. To that end, we will be reviewing all board policies, as well as operational procedures and practices.

With respect to capital improvements, I can report three developments. Firstly, in accordance with the direction of the local fire department, we have installed a fire hydrant, which will draw water from the swimming pool if necessary. (In passing, I should note that this project---with an estimated cost of $60,000---was completed free of all major charges, thanks to the hard work of our executive director and the generosity of a number of local businesses.) We also took the opportunity of this project to refurbish the swimming pool, through a process known as "marbleizing", one which should extend its life and lower maintenance costs. Lastly, we have completed the repair of the roof of the main building, and entered into a long-term service agreement to ensure it is good repair over future years.

With respect to the board of Vitanova, I want to thank all of the directors for their hard work, cooperation and support over the past year.

Lastly, I take this opportunity to thank our executive director, the "woman who makes it all happen", Franca Carella, as well as her staff, for their ongoing commitment to the Foundation, and more importantly to those we exist to serve.

Respectfully submitted,

Michael Federico

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