Thursday, May 1, 2014

While CCACs cut Home Care services, CEO salaries increase on the sunshine list

RPNs are not well-supervised or trained, either
The disparity between the highest paid and lowest paid is increasing across all professions. It's awful. Even worse, CCACs are run through the LHINs, with Boards of Directors who believe that these salaries are justified. It is my belief that many Boards of Directors are filled with friends of those they are purportedly overseeing. If not, they become friends and are able to fight for salaries for these high-paid CEOs.

While the theory is a good one, as with any system, it is subject to bias and/or abuse.

Each regional LHIN has a CCAC responsible for contracting home care. CCACs contract out their home care to a number of other agencies who compete through RFPs. Agencies such as Red Cross, VON, or Bayshore Home Health (for-profit earnings across Canada was a half billion dollars in 2011).
Each LHIN has a symptom management nurse to provide information to families.

We do not necessarily get the best care, perhaps only the cheapest, at the cost of personal support workers (PSW) who may or may not earn a living wage, or have adequate training. Many do not get mileage. They are largely unsupervised and not accredited. Some are in unions, others not.
This is the kind of issue family members face

You can see from these notes, that irregularities occur in Home Care. Weekend care is often far less than those who provide care during the week. They call in retired or part-time people who are not as well-trained, and over step their boundaries.

I had one nurse report me to my supervisor. I counseled the family in proper pain management, the symptom management kit all families should have, for their palliative mother. I explained the signs of pain, and she had the nerve to phone my supervisor and tell her that I didn't know what I was doing. Our 'system' is only as effective as all of its employees.

Ontario LHINS -each governed by a
Board of Directors and a CEO
The CCAC concept was created by bureaucrats and  exhibits some of the worst attributes of bureaucracies.  But it works very well for the bureaucratic mentality that runs it.
 As discussed in an earlier piece, criticism is mounting for the way in which Ontario’s home care system, operated by Community Care Access Centres (CCACs), is failing to deliver needed services, especially to the vulnerable elderly. Reductions in services are widely reported, even after firm commitments are made by CCACs to provide them. What is most troubling in this evolving, and long overdue discussion, is that the cutbacks come at a time when the compensation of those running these organizations is skyrocketing.

Data from this article:

  •  For 2013, these 14 CEOs were paid a total of $3.5 million. Nearly half made annual salaries in excess of $250,000 – more than any provincial premier. CCACs in turn report, at least on paper, to another marvelous bureaucratic invention known as Local Health Integration Networks (LHINs). 
  • The 14 CEOs earned a total of $3.8 million, ranging from $231,000 for the CEO of South West LHIN to $328,000 for the CEO of Mississauga-Halton LHIN. 
  • Twelve of the 14 CEOs made in excess of $250,000 in 2013. 
  •  The CEO of Toronto Central CCAC made $180,000 in 2009. Her successor pulled in $306,000 in 2013, an increase of 70 percent. 
  • In 2009, the CEO for South West CCAC made $180,000. Four years later, she received $288,000, an increase of 60 percent. 
  • In 2009, the CEO of Champlain CCAC brought in just over $168,000. In 2013, her successor was paid $315,000, a jump of 88 per cent. 

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