Philip Aziz Centre for Hospice Care

558 Gerrard St. E.
Toronto, ON M4M 1X8
CEO: Rauni Salminen
Board Chair: Louise Summerhill

Website: www.philipazizcentre.ca
Charitable Reg. #: 89422 8063 RR0001
Sector: Health - Palliative
Operating Charity

Charity Rating

[Charity Rating: 4/4]

Social Results Reporting

Grade: B+

The grade is based on the charity's public reporting of the work it does and the results it achieves.

Financial Transparency

Audited financial statements for current and previous years available on the charity's website [ Audited financial statement for most recent year ]

Program Cost Coverage

Funding Reserves Program Costs

Spending Breakdown

Full-time staff #21

Avg. Compensation $65,776

Top 10 Staff Salary Range

$350k + 0
$300k - $350k 0
$250k - $300k 0
$200k - $250k 0
$160k - $200k 0
$120k - $160k 1
$80k - $120k 1
$40k - $80k 8
< $40k 0
Information from most recent CRA Charities Directorate filings for F2015

About Philip Aziz Centre for Hospice Care :

Founded in 1995, the Philip Aziz Centre (PAC) is a Toronto hospice. As Canada's population ages, there will be an increasing need for hospice and end-of-life care. In F2015, the Philip Aziz Centre provided hospice support to 425 clients compared with 419 in F2014. Volunteers gave 20,004 hours to care for these people, going with them to doctors appointments, doing the "little things" like grocery shopping and errands, and ultimately, just being there at the end. PAC's community programs provide grief and bereavement support, music and art therapy to its clients' children, loved ones and siblings. PAC provides the children of parents in palliative care sports activities and summer camps.

In July 2013 the Philip Aziz Centre opened Emily's House, Toronto's first residential hospice for children. Children are not just little adults. Children who need palliative care typically have highly-complex medical needs that often prohibit home palliative care as an option. In palliative care for children most are newborns. Others were born with rare and complex diseases. Cancer accounts for 25% of children in palliative care.

In 2015, Emily's House provided residential palliative care to 302 children from across Ontario. SickKids Hospital partners with Emily's House with approximately 13% of SickKids PACT patients transferring to be cared for at Emily's House. SickKids notes the warm and caring environment at Emily's House. It is for some a preferred end of life care than being in a hospital. Since opening its doors Emily's House has provided care to 18 dying children. SickKid's also notes that Emily's House care significantly reduces acute health care costs.

Financial Review:

Philip Aziz Centre is a "mid-cap" charity with annual donations between $1 million and $5 million. Administrative costs are 8% of total revenues and fundraising costs are 12% of donations. In F2015 and F2014 a short-fall in donations and lack of government funding for hospice care caused operating cash flow deficits of $479k in F2015 and $137 in F2014. This drained Philip Aziz Centre's funding reserves.

In F2016, Philip Aziz Centre's auditors, KPMG, raised a going concern about the reoccurring negative cash flows. There is also a concern about economic dependency with 59% of Philip Aziz contributions coming from the government and two donors. Two generous directors have financed Philip Aziz through loans of $172k ($210k in F2015).

The financial challenge is likely caused by the opening of Emily's House that offers intensive and high cost palliative care. PAC's community programs have a total operating cost of $748k. Emily House costs three times more. In F2016 Emily's House's total operating costs were $2.4m. Providing general hospice care cost $1,698 for each direct person served in F2015 compared with $7,388 per child helped at Emily's House.

Updated: May 31, 2016 by Kate Bahen.

This charity report is an update that is being reviewed by Philip Aziz Centre. PAC reviewed the initial draft, provided its comments below along with its F2016 audited financial statements. PAC is currently reviewing Ci's analysis of its F2016 numbers. Changes, edits and comments may be forthcoming.

Financial Ratios

Fiscal year ending March
201620152014
Administrative costs as % of revenues 7.5%10.3%6.7%
Fundraising costs as % of donations 11.7%32.1%27.3%
Program cost coverage (%) (1.5%)(14.1%)4.5%

Summary Financial Statements

All figures in $s
201620152014
Donations 1,600,448763,015744,094
Government funding 1,620,9531,635,0271,611,005
Other income 8,75548,65533,317
Total revenues 3,230,1562,446,6972,388,416
Program costs 2,457,9582,428,9682,162,348
Administrative costs 243,634251,658160,007
Fundraising costs 187,840244,831203,240
Cash flow from operations 340,724(478,760)(137,179)
Funding reserves (37,945)(343,075)97,417
Note: When doing a large capital campaign, it is common accounting practice to report the asset on the balance sheet and amortize the total donations over the use of the building. In the case of Philip Aziz, Emily's House raised $6.8 million in donations. Rather than reporting these donations when they were received and Emily's House opened, the portion of these donations are reported each year. To give donors a clear picture of actual donations received in the year, Charity Intelligence adjusted donations to exclude these prior donations. In F2016 $264k, in F2015 $295k, and in F2014 $251k of deferred capital contributions are excluded from donations. 

Comments added by the Charity:

CEO Comment on Philip Aziz Centre for Hospice Care - Charity Intelligence Report:

posted May 31, 2016

The Charity Intelligence report dated May 19, 2016 provides a review of the Philip Aziz Centre for Hospice Care and Emily’s House during our second year of operation.  After a rigorous capital campaign, Emily’s House opened its doors in July 2013 debt free, and has ramped up an aggressive campaign to meet an operating budget that has more than doubled to maintain 24/7 paediatric residential hospice care.  At the time of writing this comment (May 2016), we are in the pre-audited stages of our FY2015-2016 Financial Statement, where Total Unrestricted Revenue (non-government funding) has more than doubled in one year:  $763,016 (2014-2015 Audited Global) to $1,600,448 (2015-2016 Pre-Audited Global) for a variance to 210%+.  Our Statement of Operations reports: +$325,612 (2016 pre-audited) compared to -$483,081 (2015).  Additionally, Emily’s House recently completed an operational review / audit, initiated by the Toronto Central Local Health Integration Network (TC LHIN), which has made recommendations that are aligned with the strategic direction we are already heading, to “build sustainability in areas of organizational infrastructure, access and referrals, partnerships and pathways, service utilization levels and financial sustainability.” Transparent and accountable to the Ministry of Health, CCAC and the TC LHIN, we are reporting outcome measures quarterly, and committed to ensuring stakeholders and donors are confident that their generosity is translated into supportive care for children, adults and families. 

Sincerely,

Rauni Salminen, CEO, Philip Aziz Centre for Hospice Care and Emily’s House

 

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