Strategic2020–2025
Plan

MHCS Strategic Plan 2020 – 2025

P. 1

Message from the Momiji Health Care Society BoardDear Friends,

We are pleased to present to you the Momiji Health Care Society – Strategic Plan 2020 –2025. This plan outlines the strategic directions we will pursue as we continue to deliverculturally appropriate and high quality care and services for older adults of Japaneseheritage and others.
This plan has been developed with thoughtful engagement with our staff, volunteers andpartners across the healthcare system, the Momiji Foundation, policy makers and mostimportantly, our clients and their families.

We have reviewed, updated and reaffirmed our commitment to our Vision, Mission andValues to ensure continued relevance. We hope they resonate with you as much as they dous.

Our strategic goals are closely aligned with environmental realities as well as with emerging
developments in the public policy arena. By exploring opportunities for innovation andcollaboration, we will seek to instill a culture of quality throughout the organization. Against
a backdrop of increasing fiscal restraints as government funding moderates and community
fundraising becoming increasingly challenging, we will balance the quest for social impact
with that for sustainability in all that we do and to explore and leverage social enterprise
initiatives. We will seek to address the quandary of community sentiments favoring aging inplace over dependence on institutional care and demands for service outpacing our current
capacity to deliver conventional assisted living services.

Success for Momiji Health Care Society will depend on our being able to engage with older
adults both of Japanese and other ethno-cultural descent as well as our readiness to adapt tothe evolving health and eldercare sectors with innovations.

We look forward to the challenge of staying true to our values, delivering on our mission andrealizing our vision with “your” support.

Eiji Doi
Co-Chair, MHCS Board
MHCS Strategic Plan 2020 – 2025

Ann Ashley
Co-Chair, MHCS Board
P. 2

Preamble
Momiji Health Care Society – Yesterday, Today and Tomorrow
Momiji Health Care Society (Momiji) was launched in 1978 as a not-for-profit, charitableorganization for the Issei (first) generation of Japanese immigrants who came to eastern
Canada – and specifically those who settled in the Toronto area post World War II.

Hosted by Saint Christopher House in downtown Toronto, Momiji initially operated only asa drop-in centre for Japanese seniors. It has since grown to become a premier organization
offering a variety of services for immigrant Japanese Canadian and other seniors from all
across the Greater Toronto area and southern Ontario.

Having moved into its current premises in Scarborough in 1992, Momiji has since opened aseniors’ residence with 133 assisted living apartments, a community centre that offers
tenants, their family and friends, as well as seniors from the broader community
opportunities to access supportive programs, Japanese heritage courses and othereducational programs.

Since its inception, Momiji has benefited from tremendous community support, a dedicatedgoverning body, capable leadership, passionate staff and loyal volunteers. Momiji primarily
serves older adults of Japanese descent. It is also culturally sensitive and welcoming to aclientele that hails from diverse backgrounds.
Over time, both the Japanese Canadian and broader communities have evolved in their
attributes and expectations of health, social and housing services. So too have public
policies as well as approaches to structuring and delivering health and eldercare services.
In developing its 2020 – 2025 Strategic Plan, Momiji has been sensitive to all theseconsiderations. This plan will guide the organization’s evolution to continue serving
Japanese and other seniors as well as to find more resources with which to do so in evermore creative ways.

MHCS Strategic Plan 2020 – 2025P. 3

The Strategic Planning Process
In developing this strategic plan, Momiji has focused on understanding current andanticipated community perspectives/needs and accordingly implemented a multi-pronged
stakeholder engagement process.

MHCS Strategic Plan 2020 – 2025P. 4

Stakeholder Consultation
To gain a moment-in-time snapshot of how Momiji is perceived and experienced as aservice providing organization, three avenues for investigation were pursued:(1) A survey was distributed to• Current consumers/participants of Momiji programs and services, as well as• Those on the waitlist to move into the Momiji Seniors Residence and access theattendant assistive living support services;(2) A questionnaire was administered to• Fellow service providers,• Policy makers, and• Other opinion leaderswith an interest in health and social services, eldercare and ethno-culturalcommunities; and(3) In-person interviews conducted with selected informants.
Stakeholders
Internal Stakeholders including:••••

Clients, Residents and their Significant Others
Momiji Health Care Society Board of Directors
Momiji Foundation Board of Directors
Momiji Health Care Society staff
External Stakeholders including:

•••
•
•

Other health care providers & community partners
Opinion leaders in health/social services
Policy makers
Researchers/Academics
Japanese community organizations

MHCS Strategic Plan 2020 – 2025

P. 5

Vision, Mission & Values
Pursuant to careful deliberation at a Strategic Planning Retreat, the Momiji Board ofDirectors and Management Team has updated the Vision, Mission and Values statements forthe organization as follows:
Momiji envisions a future state in which

VISIONMISSION

VALUES

Seniors – primarily of Japanese descent – will enjoy good health,dignity & the best quality of life in a manner of their choosing
To realize its vision Momiji is dedicated to•Providing a community hub for older Japanese-Canadians•Delivering exemplary & culturally sensitive senior care services•

Enabling healthy aging & personal growth•

Promoting safe & independent living
To guide decision-making and action Momiji believes in•

Seniors’ right to choice, dignity & independence•

Respect for ethno-cultural heritage, diversity and inclusiveness•Support for health, wellness & optimal living in a holistic manner•

Culturally sensitive service programing•

Community building based upon mutual trust, caring & respect•

Pursuit of continuous quality improvement

MHCS Strategic Plan 2020 – 2025

P. 6

Strategic Directions and Goals
Guided by its vision and mission, Momiji will focus its efforts in the next five years (2020 –2025) in pursuit of the following FIVE strategic directions and in pursuit of corresponding
strategic goals.
Directions
I.

II.

Goals

Enhance financial
viability andsustainability•••

Build a quality culture•

••
•

III.

Develop human capital

•

•
IV.

V.

Adapt to the evolving
health careenvironment
Diversify services

MHCS Strategic Plan 2020 – 2025•••

Find efficiencies in current operations.
Diversify access to government funding opportunities.
Explore/pursue social enterprise opportunities.

Build capacity and reinforce commitment in Continuous
Quality Improvement (CQI) across Momiji.
Leverage the accreditation preparation andmaintenance cycle as a framework for promoting CQI.
Review Momiji human capital status and develop an
aspirational staffing model/structure;
Develop and implement a strategic recruitment plan;andDevelop Momiji into a reputable “Learning Centre” toattract aspirants and practitioners of a myriad ofprofessional and technical disciplines.

Contribute to the development of the Ontario HealthTeam model for administering integrated health careChampion culturally appropriate and competent careacross the health services continuum for the benefit ofseniors of Japanese descent and other ethno-culturalminority groups.

Offer more in-home and/or fee-for-service support tocommunity dwelling older persons in the Japanese andlocal communities.
Explore alternative housing models.

P. 7

Strategic Enablers
People and Technology as Enablers
The successful implementation of this Strategic Plan will be enabled by purposefulinvestment in People and Technology across the organization.
PeopleTechnology

Engage with staff and volunteers.

Maintain a healthy workplace, enable continuous learning andinnovation as well as attract, develop and manage talent.
Expand the use of technology and digital media.

Invest in technological innovations to advance quality of care,enhance client experience and improve operational efficiencies.

Accountability
Annual Operations Planning
The Momiji (Staff) Management Committee is responsible for developing and implementing
annual Operations Plans to inform annual operations budget development by which Momiji
will achieve intended outcomes specified for the strategic goals. The annual Operations
Plans will outline deliverables, timelines, outcomes and accountabilities for realizing theStrategic Plan. Progress is monitored through semi-annual review of the Operations Planand related project-plan-reports by the Management Committee, and Directors’/Managers’
performance consultations with the Executive Director.
Balanced Scorecard

The Momiji Board of Directors is responsible for monitoring progress made towards realizing
the goals of the Strategic Plan. The Board will be kept informed by the Executive Director
using the Balanced Scorecard and semi-annual progress reports.

Momiji is committed to being open and transparent to its stakeholders for thecommitments it has made in this Strategic Plan. Under the oversight of the Board, Momiji
management will utilize a Balanced Scorecard to articulate annual goals and objectives
approved by the Momiji Board of Directors as well as to report on outcomes achieved tostakeholders.

MHCS Strategic Plan 2020 – 2025

P. 8

Balanced Scorecard
Constituent Perspective
Diversifying Momiji services so as tooptimize its impact on the community itserves

Resource Perspective
Enhancing Momiji finances to ensureviability and sustainability

Developing human capital with which toimplement the Momiji mission

Process Perspective

Learning and Growth Perspective

Building a quality focus into the Momiji
organizational culture

Adapting Momiji to the evolving healthcare environment

MHCS Strategic Plan 2020 – 2025

P. 9The Momiji Health Care Society Strategy Map 2020 – 2025*******************************************************************VISION:
Seniors – primarily of Japanese descent – will enjoy good health, dignity & the best quality oflife in a manner of their choosing

MISSION:•Providing a community hub for older Japanese Canadians•Delivering exemplary & culturally sensitive senior care services•Enabling healthy aging & personal growth•

Promoting safe & independent living

DIRECTIONSI.

ACCOUNTABILITY

Enhance financial viability and sustainability

II.

Build a quality culture

III.

••

Develop human capital

IV.

Adapt to the evolving health care environment

V.

Diversify services

VALUES:•

Annual budgets andoperations plans 2020 – 2025
submitted to the Momiji Boardof Directors
Annual management reports
in the form of a balanced
scorecard posted to beaccessible to internal andexternal stakeholders
Periodic overall strategic plan
reviews undertaken by theMomiji Board of Directors•

Seniors’ right to choice, dignity and independence•

Respect for ethno-cultural heritage, diversity and inclusiveness•Support for health, wellness and optimal living in a holistic manner•

Culturally sensitive service programing•

Community building based upon mutual trust, caring and respect•

Pursuit of continuous quality improvement

People and Technology as Enablers
The successful implementation of this Strategic Plan will be enabled by purposefulinvestment in People and Technology across the organization.
MHCS Strategic Plan 2020 – 2025P. 10

Overall Strategic Plan Review
Over the life of this Strategic Plan, targeted stakeholder consultations, environmental scansand other engagements will be undertaken to ensure that the Strategic Plan remains relevant
and continues to meet the needs of the community.
An overall review of this Strategic Plan will be conducted towards the end of 2024 to examine
outcomes achieved and effectiveness to inform development of the next 5-year Strategic Plan
– that for 2025 – 2030.

Acknowledgement

The contribution to the strategic planning retreat by all the participants in their respective
capacities is gratefully acknowledged.

MHCS Strategic Plan 2020 – 2025

P. 11

Strategic Planning Committee (SPC)
Board Representatives

Staff Support

Pam Waintraub (Chair)

Eric Hong

Eiji Doi

Ann Ashley

Gail Aihoshi

Aja Shimizu

Consultant

Michael Klejman

Klejman & Associates Inc.

Other External Resource
Norm Tasevski

Momiji Health Care Society – Board of Directors

Gail Aihoshi

Lynn Mack

Nelson Ribeiro

Eiji Doi (Vice Chair)

Dereck Oikawa (Treasurer)

Shelley-Ann Yamashita

Ann Ashley
Gayle Cali

Susan Hidaka

Mayumi Maemura
Sharon Marr

Sumit Raybardhan(Corporate Secretary)Jennifer Uyeno

Pam Waintraub (Chair)

Momiji Foundation – Board of Directors (Representatives)
Cary Rothbart

Kaz Shikaze

Momiji Health Care Society – Management Team
Sheri-Lynn Armstrong

Manager – Economic Development & Donor Relations

Shivonne Modeste(Interim) Manager – Support Services

Eric Hong
Sam Lau

Lee Mixon

Yuka Okada

Jovel Patricio
Chris Reid

Aja Shimizu

Yoneko Westergaard

Executive Director

Manager – Information Technology
Manager – Community Services
Director of CareManager – Volunteer Services

Director of Finance & Human Resources
Executive Assistant

Director of Residence

Also acknowledged with appreciation is the openness and generous contribution of time by
all internal and external stakeholders who had responded to our enquiry conducted throughsurvey, questionnaire and interview activities.
MHCS Strategic Plan 2020 – 2025

P. 12