AGM
Increasing Perley Health's Positive Impacts
Notes for an address by:
Lloyd Campbell
Chair, Board of Directors
Perley Health
to
Annual Meeting
June 4, 2026
Lupton Hall, Perley Health
1750 Russell Road
Ottawa, ON
K1G 5Z6
Good afternoon, everyone, and thanks Akos for that kind introduction.
As Chair of the Board of Directors, let me begin by welcoming all of you to this, the 128th annual meeting of the Perley and Rideau Veterans Health Centre. For the benefit of our new members, let me note that while we operate on a day-to-day basis as “Perley Health”, our official Corporate name remains “The Perley and Rideau Veterans Health Centre” hence its use for this meeting..
More importantly, though, it's also important to note that the strong connection we have to Veterans remains a fundamentally important part of our raison d'etre and also a key connection to the community at large … including, I would note, many of our most faithful donors whose support is critical to providing quality services to all of our residents.
We don't have any departing Directors this year so fortunately there's no need to offer any farewells. On the other hand, we do have the pleasure of welcoming four new Adjunct Advisors who the Board recently appointed to serve on our three Board committees. Alphabetically, these individuals are Heeba Abdullah, Shengli Huang, Wesley Stinson and Janet Yale (Wesley is here). As a Board, we're very pleased to have all four of these highly talented and motivated new members join our group and look forward to getting to know each of them in the months ahead.
Moving on from these opening remarks, let me turn to some of the things that we've collectively accomplished as an organization over the past year. One of the most significant achievement was the development of a new Strategic Plan, which was approved by the Board last month. This plan … which replaces the interim plan we had been operating under since 2022 … will help guide our actions and development over the next decade as we strive to reach our strategic goal of doubling the number of Veterans and Seniors we serve by 2035.
This new Strategic Plan relies heavily not only on our own internal skills and capacities … which are considerable, I have to say … but also on the Perley's proven ability to continually improve quality of care by collaborating with other quality partners.
Examples of both of these abilities feature prominently in the recently published Community Report.
- The Intergenerational Early Learning Centre, for instance, is the result of a strategic partnership between Perley Health and Andrew Fleck Children's Services … with key support from the Perley Health Foundation.
- In addition, a partnership with AdvantAGE Ontario … known as Nursing Home Without Walls will increase access to key services for Veterans and Seniors living in the community, hopefully allowing them to remain in their homes safely and for an extended period of time.
One of the most important partners in this effort will continue to be the Perley Health Foundation … and the many individuals and organizations in our community who provide the financial support that will be needed for our collective success. In particular, collaboration will be a critically important factor if we're to advance the Perley Health Expansion project – a tremendously important component of our growth strategy that will hopefully see Perley Health able to provide space for an additional 120 Veterans and Seniors in the not-too-distant future.
In short, I'm confident that our new Strategic Plan will help further these initiatives as well as others … to help assist our city and province cope with what we know will be an significantly increased number of Seniors and Veterans who will be living with frailty in the years ahead.
Of course, not everything we've experienced over the past year has been positive and the Corporation has also had to deal with some difficult situations, particularly in the financial area … something that I'm sure the Treasurer will touch on in his report in a few minutes. The good news is that appropriate recovery efforts are well underway and, at least so far, these measures are showing considerable promise.
Looking toward the future, it's clear that the situation will continue to be challenging and Ontario's long-term care sector will likely face lots of hurdles: overly long waiting lists; individuals with increasingly complex care needs; chronic shortages of health care workers with appropriate skills and knowledge; and just the fact that the government will continue to have to deal with so many competing areas where government funds – scarce as they are – will be desperately needed.
While Perley Health certainly can't solve the “long-term care conundrum” on its own, I nevertheless believe we're well positioned to help our governments and populations meet at least some of the challenges that will need to be met. Our strengths? We have a talented leadership team, a well-trained and dedicated workforce and a highly committed and substantial group of volunteers who provide excellent support for our residents and other clients.
For those of us on the Board, one of our key tasks will be to assist our senior management team as they work to translate the Strategic Plan into concrete measures … something that will require implementation plans that are clear and measurable… so that we can not only make progress towards achieving our 2035 growth target but track this progress as we go to make sure we meet our goals and commitments.
In addition to the Expansion Project, we'll also need to advance a number of other important initiatives, including critical consultation and research work being led by the Centre of Excellence in Frailty-Informed Care … and, in this regard, there will be work that will need to be done to ensure the longer-term sustainability of the CoE. I urge each of you to assist in this overall effort by helping to spread the word about the vital services the CoE is providing locally and across the country and also ensure that others, particularly in our local area, are aware of the services being offered by such programs as the Care Clinic, the Active Seniors and Veterans Living Centre and others that will become available for their benefit.
So, in closing, where do we find ourselves as an entity in June 2026? As I've just outlined, I believe that … under the recently adopted but yet to be named Strategic Plan … Perley Health has a road map that'll allow us to continue to grow and to evolve. Working together, I believe we can ensure that a greater numbers of Veterans and Seniors will be able to access the kind of care they need, when they need it. And, working together, I believe we can elevate the overall quality of life of those we serve through a combination of great care, timely education and strong advocacy.
In short, by cooperating and working together, I'm confident we'll be able to realize the vision agreed upon in our recently approved Strategic Plan: a vision of Veterans and Seniors living, with a sense of purpose, joy and belonging … regardless of where they live.
It all sounds pretty straight forward to me. So, as the Nike ads say, let's “just do it”.
Thank you.
Increasing Perley Health's Contribution to the Community
Notes for an address by
Lloyd Campbell
Chair, Board of Directors
Perley Health
to
Annual General Meeting
June 5, 2025
Lupton Hall, Perley Health
1750 Russell Road
Ottawa, ON
K1G 5Z6
Good afternoon, everyone, and thank you for that kind introduction.
It's a pleasure for me to be among people who share my passion for Perley Health and for improving the lives of Seniors and Veterans. And it's a privilege to serve as Chair of the Board of Directors.
I begin my remarks with heartfelt thanks to the staff of Perley Health. Without a doubt, your professionalism and dedication to exceptional care are the single largest factor in the ongoing success of Perley Health. On behalf of the Board and leadership team—along with residents, tenants and their families—thank you.
Today, Perley Health is a thriving community—a community built on a steadfast commitment to excellence in care. Last year, more people volunteered regularly here than ever before. And the unprecedented amounts donated to Perley Health Foundation in recent years are enabling us to transform care for Seniors and Veterans through initiatives such as the Centre of Excellence in Frailty-Informed Care. As our motto states, so elegantly: Together, we improve the well-being of the people we serve.
As you know, Perley Health aims to double the number of Seniors and Veterans we serve by 2035. By continuing to work together—by engaging and marshalling everyone in the Perley Health community—I'm confident we can achieve this goal. Your collaboration is particularly important with two current projects: expansion and the development of a new strategic plan.
Initial efforts to expand our campus had to be suspended due to the pandemic five years ago. I'm proud to say that these efforts have picked up steam in recent months: we have identified a construction site and assembled a team of consultants with the necessary expertise. Over the next few months, we will consult extensively on the project with staff, residents, families and other stakeholders. I encourage to participate fully.
I also encourage you to participate in the consultations destined to inform a new strategic plan. Our current strategic plan, published in 2010 and twice updated, expires this year. Thanks in large part to this plan, some 200 Seniors and Veteran now reside in our independent-living apartments, and future care professionals now study in our onsite classroom. I'm confident that our new strategic plan will enable us to further increase our contribution to the community while continuing to deliver exceptional care.
In many ways, Perley Health demonstrates the wisdom behind the saying “nothing succeeds like success.” Our accomplishments enable us to continually recruit and retain top-quality staff, attract volunteers and donors, and forge effective partnerships. We must ensure that this momentum continues, particularly in light of current demographic trends.
The number of Seniors and Veterans living with frailty is expected to increase dramatically in the coming years. New models of care and housing are needed to accommodate this surge. It's a daunting challenge. Fortunately, the Perley Health community is determined to contribute to effective solutions. Given the values and capabilities consistently demonstrated by the Perley Health community, I'm confident that we're up to it. By combining genuine compassion with bold innovation, we can create opportunities for all Seniors and Veterans to live life to the fullest
Thank you.
2024 Financial Highlights
In 2024, Perley Health remained focused on meeting the needs of its residents, tenants, families, and staff in both the short term and long term.
In long-term care, increased ministry funding and the retroactive wage adjustments following the repeal of Bill 124 drove increases to revenues and expenses. Bill 124 (Protecting a Sustainable Public Sector for Future Generations Act) was put in place in 2019 by the provincial government. The Act capped wage increases for public sector employees, including those in long-term care homes and was repealed in 2024. Operating cost pressures drove the remainder of the increased deficit.
Community Services saw increased revenues and expenditures related to Bill 124, but a partial recovery from the provincial government resulted in a modest deficit.
The surplus for Senior Housing decreased due to operating cost pressures despite stable revenues. Conversely, the Centre of Excellence in Frailty-Informed Care™ expanded with more grants and Perley Health Foundation donations. The Clinics – The Care Clinic, footcare and dental care - achieved a notable surplus through cost management and revenue growth. Ancillary operations' – food, parking solar panels and interest – remained a key contributor but experienced declines due to lower investment income and non-resident food service.
Despite the overall deficit, Perley Health strengthened its net asset position and remains committed to expanding successful programs while adapting to ongoing cost pressures.
Transforming Care for Seniors and Veterans
Notes for an address by
Margaret Tansey, Chair, Board of Directors, Perley Health
to Annual General Meeting
June 6, 2024
Lupton Hall, Perley Health
1750 Russell Road
Ottawa, ON
K1G 5 Z6
[Note: Check against delivery]
Introduction and Acknowledgements
80 years ago today, more than 14,000 Canadians landed on Juno Beach. Every day, and today especially, we honour the bravery and the contribution of those who changed the course of history during one of the best-known periods of conflict that led to the end of the Second World War.
Canada's population over 70 is projected to double in the next decade, straining healthcare and long-term care systems. Traditionally, families, private homes, or public care provided this support. However, with smaller families and fewer caregivers, the demand for long-term care will surge.
An initiative launched by the Perley Health team a few years ago reduced worsening pressure injuries by 52% among our residents. This success story is driven by our dedicated team, including Registered Nurse and Wound Care Specialist, Samantha Boulerice. We recognize the generous contribution of the Perley Foundation for donating funds for a unique camera that provides essential information that guides treatment.
- Advanced trivia nights;
- A lecture series;
- Documentary nights with group discussions; and
- Resident-led book clubs.
On the topics of food and dining, the feedback was clear. The Perley Health Quality Improvement Team and Resident Food Committee, a collaborative group representing residents, staff, volunteers, and families, are actively working on improvements.
- Enhancing the dining room atmosphere; and
- Menu consultations.
2023 Financial Highlights
In 2023, Perley Health maintained a steadfast commitment to quality care and resident safety. While encountering higher costs primarily attributed to Bill 124 retro payments, the long-term care operations remained financially balanced, supported by increased funding from the Ministry. Seniors housing profitability increased owing to more efficient cost management. The Creative Art Services and Community Services continued their services, enhancing their ability to promote resident well-being and engagement. The Center of Excellence experienced a notable uptick in external grants, fueling expanded research activities. The ancillary operations played a pivotal role in bolstering the financial position, generating substantial profits largely driven by investment gains. This increased profitability facilitated greater contributions to the village expansion project. Furthermore, the non-resident food services, parking facilities, and other ancillary services are extended or recovered from the COVID pandemic, enriching the overall care environment for our community. Looking ahead, we remain committed to navigating future challenges while continuing to prioritize excellence in care delivery and financial sustainability.
