Near North Palliative Care Network

A Special Thanks to:


Caisse Populaire North Bay limitée

North Bay & Area Community Foundation

IBM Canada Ltd

North Bay Cruisers

Dr. Ken Runciman

United Way Toronto

Knights of Columbus 1007

Rebuilt Resources Skills Development Inc.

Northern Business Solutions

Mac's Office Supplies

Moose FM North Bay 106.5

Ohana Wellness Centre

Aha Communications

Boyd Print and Design

Chevaliers De Colomb #12101

Chevaliers De Colomb #8163

Hillside Funeral Homes

KFM North Bay

IODE Dr. Herbert A. Bruce Chapter

Widdifield Lions Club

Bonfield and District Lions Club

Northern Business Solutions

Widdifield Lions Club

Northern Business Solutions

A&A Entertainment

Aggies Flowers

Bell Canada Employee Giving Program

BEAM Blue Sky Net

Sofa Communications

Saint Peter's Church

Chip Kean and 22 Wing Band

The McCubbin family

Richard Smith, NBRHC Pastoral Care Team, and Palliative Care Committee

Miranda Weingartner

Gen McRae

Cheryl Gates, Respiratory Technician

Darren Renaud

Carol Owens

Marilyn Weingartner

Heather McGuinty, Case Coordinator for the CCAC

Bev Charron

Oriana Webster, NBRHC Volunteer Coordinator

Steve Lamb, Aids Committee

The Rheaume Rochefort Family

Jeff Johnson at Cambrian Technical Services

About Us


The Near North Palliative Care Network has played a vital role in end-of-life care in Northeastern Ontario for the last 25 years.  Our mission is to enhance the comfort, dignity and quality of life of individuals with a terminal illness, and to offer bereavement support throughout the community.  We are a non-profit organization providing visiting palliative care and hospice services, bereavement and grief support services, ad training and education services. Our services are completely free of charge and provided by highly trained volunteers. We work in collaboration with other agencies offering end-of-life care, information, support, education and training.

Population projections and recent commitments from our provincial government require us to rethink how we provide our services in order that we meet the growing demands of our communities. To just leverage with the actual present need for our services in Northeastern Ontario, our we must grow 16.56% (16 to 17 fold) capacity. To continue serving our communities in the next two decades we will need to grow at least 41.67% (41 to 42 fold).

Our provincial government, in the recent budget announcement, has committed to strengthening and improving end-of-life care.  The provincial government realizes that what is key to meeting the demand is providing access to care in the individual’s place of their own choosing: we need to reduce the number of re-admissions to emergency departments within the last 3 months of life, and find alternatives to long-term care homes given the long waiting times. Research and evaluation results also demonstrate that the cost of dying in hospital is much higher than receiving hospice care at home or in a home-like experience of a hospice residence.

It is also important to understand that palliative philosophy advocates that we pay attention to three key principles at end-of-life: pain control, family and community environment, and an engagement with a dying person’s most deeply rooted spirituality. The Near North Palliative Care Network plays an absolutely vital role in addressing these key principles.

We need your support right now. Please Donate generously.


For more information about our volunteer opportunities, call us: (705) 497-9239 – 1-800-287-9441

You can also fill our online Volunteer Application Form 


Organizational Background

The Near North Palliative Care Network has been providing palliative and bereavement services in the Nipissing and Parry Sound Districts for the last 25 years.  We have a mission to enhance the comfort, dignity and quality of life of individuals with a terminal illness, and to offer bereavement support throughout the community. We are a visiting palliative care service that is completely volunteer-driven, free of charge, working in collaboration with other agencies offering end-of-life care.

We have a total of 2 staff positions (Executive Director, and Program Assistant).  We typically range from 80-100 volunteers of which, on average, 40-50 are active in the field at any given time.   Our volunteers work as board members, in long-term care facilities, hospitals, homes, participating in fundraising work, or office work.  Proportionally 60% of our volunteers work within respite support, 20% bereavement support, and 20% other.  Of the volunteers who work within respite support 31% provide support in the client’s home.

Business Address: 2025 Main Street West, North Bay, ON P1B 2X6
Satellite Offices: Sturgeon Falls, Mattawa
Number of Employees: 2
Type of Business: Not-for-Profit
Incorporation Number: 1101104
Brief Description of the Entity: Visiting palliative care agency providing respite and bereavement services.
Revenue (2013): $253,735 *
Expenses (2013): $266,631
Deficiency (2013): $(12,896)

* Financial figures includes $63,555 in LHIN funding flowed through to two other palliative care organizations: Almaguin Palliative Care, and West Parry Sound Palliative Care. We receive $101,800 in guaranteed funding every year from the LHIN – all other revenue sources are variable. The positions we do have account for approximately $75,000-$80,000 of our fixed LHIN funding, leaving only around $20,000-$25,000 for all fixed costs (data processing, rent, internet, phone, etc).

Client base (demographic): Terminal patients in their last 6 months of life; bereaved families.  Average of 120 clients/year. 1% of clientele under the age of 19; 36% between 19 and 64 years old; 66% over 65 years old.
Geography: All Nipissing region and part of Parry Sound area. 70% clients from North Bay area; 30% account for all other areas.
Number of new volunteers: Trained per year: 20-30
Number of active volunteers: 40-50 (Working in field)

For more information, click here: Cost of Care in the Home and the Cost of Dying in Canada


The current provincial government has committed in the current budget that has passed to deliver what they refer to as “Providing the Right Care, at the Right Time, in the Right Place.” In their key action plan for health care they have committed to improving access to care for individuals in the place of their own choosing. This includes the patients home for as long as possible to avoid emergency wait times or waits for long-term care home.

Louise Paquette the CEO of the North East Local Health Integration Network released in May of this year the NE LHIN’s “Integrated Health Services Plan 2013-2016” in which states:

“…a key NE LHIN priority is to enhance care coordination and transitions to improve the patient experience. This includes developing the range and capacity of end-of-life services across our region. Our goal is to see an increase in the number of people receiving palliative care in settings other than hospitals, because that’s what fellow Northerners have told us they want”

As a direct result of the NE LHINs service plan Heather Westaway was hired as the North East Regional Hospice Palliative Care Coordinator to implement what is called the “shared care team.” The first pilot of the “shared care team” has been implemented in Sudbury with the intention of implementing a similar model in the Nipissing District in October of 2013.

The NE LHIN has agreed to core set of deliverables to be accomplished by March of 2015:

LHINS have agreed to increase the number of Ontarians who receive palliative care outside of acute care by 10% by Q4 of 2014-2015 by:

  1. Established/strengthened regional palliative care program with specialized and advanced chronic disease resources coordinated at the regional level in place for 18 months
  2. Implemented a palliative care indicators
  3. Implemented a Palliative Care Balanced Scorecard
  4. Service Agreements with health service providers (HSPs) updated to support tracking of each HSPs contribution to regional goals
  5. Care coordination role implemented through collaboration with all palliative care HSPs across continuum of care
  6. Outreach process established across all palliative care HSP’s across the continuum of care to identify individuals with advanced chronic disease and connect them with an extended inter-professional team


Outline Of Strategic Growth Areas

Partnerships And Alliances


NNPCN will have strong partnerships and alliances with representative businesses, corporations and services in the region and beyond that will increase our ability to:

  • Advocate for quality end of life care in the region;
  • Add value to our brand name and services;
  • And increase our capacity to deliver end of life services and products to meet the demands of the populations we serve.
  1. Organize and lead a service integration fair with local/regional partners and allies and conduct service integration assessment exercise
  2. Develop an alliance/partner screening and assessment process (i.e. match in values, reputation, goals, etc.)
  3. Implement a year-round calendar of visits to regional businesses and services to consolidate and strengthen partnerships and alliances in exchange of services and products
  4. NNPCN will provide free training courses and support services to funders on: end-of-life preparation, palliative caregiver support, anticipatory grief, and bereavement support
  5. Develop signed partnership and/or alliance agreements with community agencies, local government sector, and the private sector regarding:
    • Complicated grief/High risk clients
    • Sharing of information
    • Access within facilities (LTCs, Hospitals, etc.)
    • Build synergy of services between the NNPCN and the regional hospital, CCAC, community health services, and higher-education institutions
    • Develop educational products in partnership with educational institutions
    • Develop synergy of services with faith-based and community social service groups
    • Create local jobs within the NNPCN for recently-graduated professionals, and field work for undergraduate students, in partnership with educational institutions
  6. NNPCN will provide free daily marketing and visibility to funders and allied companies via free daily publicity, presence and news on NNPCN website and social media logistics.

Fund Development

NNPCN will increase its capacity to deliver end of life services and products to meet the demands of the population we serve through increased sources of revenue that are:

  • Low in time and resource intensity and high in return;
  • And focus on the development of long-term relationships with donors and sponsors
  1. Grants/Proposals
    • Purchase of grant searching software – targeted searches
    • Develop business plan with finance committee
    • Increase Application Process
    • Develop Mixed volunteer/temporary professional model proposal
    • Develop Interim Nipissing University training proposal with NE LHIN
  2. Events
    • Butterfly Release – signature event to promote our services. Also a place for clients to heal
    • Music Night(s)
    • Flower Sales
    • Hike for Hospice – This was an NNPCN event and will be given back to the larger palliative community as an awareness raising event
  3. Community Long-term giving
    • Rewards
    • Solicitation Package
    • Appeal Campaign
    • Pledging
  4. Increased Sponsorships/ Alliances
    • Develop corporate alliance and solicitation package
    • Schedule year-round corporate presentations: new and established alliances
    • Corporate Products and Services: program of rewards to sponsors and alliances (free services plus marketing and visibility through on NNPCN communication channels, educational, palliative care and bereavement support to allied organizations’ staff)

Community Engagement

NNPCN will work within the “shared care team” model to increase the general population’s awareness, acceptance, and need for the palliative care philosophy and services within the community.

  1. Community Art Projects
    • “Need of the Dying” Campaign with Nipissing University
    • Photo voice project
    • Publication of stories of volunteers and client testimonials
    • Alliance with ArtsHealth North
  2. Media and online presence
    • Online applications
    • Website redesign – client, donor and volunteer centered
    • Sponsor and donor recognition program (i.e. recognition of sponsors and donors in print and online media)

Governance, Quality Improvement, and Evaluation

The Board and Executive staff of NNPCN will work towards identifying and implementing structures and processes to increase efficiency, effectiveness, and strategic growth.

The Board and Executive staff of NNPCN will work towards achieving governance, administrative, and service standards that meet provincial and national legislative requirements and accreditation standards.

  • Increase Board Membership and Diversity
  • Establish Board of Governance Priorities
  • Ensure strategic/operational  plan in place
  • Have a Review process in place for:
    1. Mission/Vision (i.e. result of palliative transformation)
    2. By-laws
    3. Policies and procedures
    4. Insurance coverage
    5. Assess Accreditation Readiness Annually
  • Revise Policies and Procedures as it relates to:
    • Financial accountability
    • Fundraising
    • Staff management
    • Volunteer Involvement
    • Service Delivery
  • Revise By-Laws to meet ONCA legislative requirements
  • Develop planning and budget cycle
  • Develop Quality and Evaluation framework (Plan, Do, Study, Act)
    1. Client satisfaction
    2. Needs assessment for loan/lending programs
    3. Expansion considerations:
      • Therapeutic (i.e. Music, etc.)
      • Drop-in
      • Anticipatory grief
      • Advanced Care Planning
  • Review Respite program model of delivery based on care setting (i.e. Hospital, LTC, and Retirement Home)
  • Develop and implement a de-centralized 3 bedroom residential/visiting hospice and bereavement pilot program
    • Attain NE LHIN support
    • Conduct research and development of a business plan
    • Receive NE LHIN approval of business plan
    • Implement pilot project
  • Develop mixed volunteer/professional model
    • Engineer Risk Management in volunteer services flowchart
    • One pair of caretakers/co-facilitators per client: one hired entry-level part-time graduate professional paired up with one undergraduate volunteer in training
    • Remotely monitored settings for individual sessions

Training and Education

NNPCN will ensure that volunteers receive training and education to support them in their work with our clients.

NNPCN will ensure that training and education is consistent, standardized, comprehensive, evidence-based, and integrated in into the “shared-care team.”

  1. Build alliances with educational institutions and NE LHIN
  2. Education and Training that incorporates:
    • Initial Palliative Orientation curriculum
    • Refresher program for volunteers (i.e. Access to online materials)
    • Ongoing Training Development program (i.e. Access to new and evidence-based training)


NNPCN will foster an environment that values, promotes, supports, and prepares volunteers for their work within palliative care.

NNPCN will maintain and develop programs and services that are safe, confidential, competent, and driven by the needs of the individuals with a life limiting illness their informal caregivers and family

  1. Internal Communication – Clear, specific, regular, and two-way
    • Online applications
    • Newsletter
    • Team meetings
    • Team lead meetings (See satellite office strategy)
    • Website
    • E.D. blog
  2. Support/Retention – Individual and group support
    • Debriefing
    • Team meetings
    • Mentoring
    • Appreciation program (i.e. Rewards, annual dinner, etc.)
    • Social and cultural building events
    • Work performance framework
  3. Recruitment/Utilization
    • Develop position-specific job descriptions
    • Develop project based assignments
    • Develop targeted recruitment campaigns
    • Satellite Lead roles
  4. Client and Volunteer Matching
    • Develop tracking process for skills and interests of volunteers
    • Develop client satisfaction evaluation
  5. Screening and Assessment of New Volunteers
    • Develop framework based on national standards from Volunteer Canada
  6. Ensure appropriate policies and procedures are in place

Connect with us

Main Office:
St. Joseph Motherhouse
2025 Main Street West
North Bay, ON  P1B 2X6
Phone: (705) 497-9239
Fax: (705) 497-1039
08:30-16:30 Monday-Friday
(closed for lunch between 12:00-13:00)

Mattawa Office:
(705) 744-3771 Fax: (705) 744-2787
West Nipissing Office:
(705) 753-5771  |  Fax: (705) 753-6130