About Thrive Group

Our Story

Thrive Group was established in 2013 to provide a more consolidated and cost effective approach to the provision of infrastructure services for St. Peter’s Residence at Chedoke and AbleLiving Support Services. The governing Boards of each organization understood the need to radically change how back-office supports were structured in order to ensure that, with increasing demands and overstretched budgets, as much of the funding received through their Local Health Integration Network (LHIN), project-based funding and donor contributions as possible could be channeled to where it was most needed - quality front-line care for their clients and residents. By consolidating each organization’s Human Resources, Information Technology, Finance and Facilities Management functions and recruiting one Chief Executive Officer, overall administrative costs were reduced without sacrificing the strength that an informed and professional back-office infrastructure could offer. Currently Thrive Group is responsible for the operation of four member organizations:

  • St. Peter’s Residence at Chedoke
  • AbleLiving Services
  • Capability Support Services
  • Idlewyld Manor

Thrive Group’s Board of Directors, Chief Executive Officer and Senior Team are ultimately responsible for all aspects of the member organizations' operations. In addition to operating member organizations, Thrive Group also delivers back office support to a variety of organizations. These include:

  • CAMA Woodlands
  • Edgewater Manor
  • Alzheimer Society Hamilton, Halton
  • Halton Independent Living
  • St. Joseph's Villa
  • Alternatives for Youth Bennett Centre
  • Catholic Health Sponsors of Ontario
  • Nucleus Independent Living
  • Independent Living Halton
  • Gateway Residential and Community Support Services
  • Central Canadian District of the Christian & Missionary Alliance
  • Thrive Counselling Services Halton
  • Wayside House of Hamilton

Our Philosophy

We believe living well is an art that can be enhanced through research and science. The Thrive Group makes living life well, on your own terms, a reality. With an integrated service delivery model, Thrive provides a healthy living experience that meets service, safety and care requirements with innovation in environments designed for people with unique needs. Thrive Group’s mission, vision and values are overarching and guide all member organizations.

Our Mission

Thrive Group provides a spectrum of integrated services to support and care for individuals to live as independently as possible. By bringing together like-minded organizations we will:

  • Develop and deliver quality services that are responsive and innovative
  • Enhance collaborative approaches to service provision
  • Inform government directives and influence health care system transformation, and
  • Create efficiencies and reduce duplication

Our Vision

Building a community of quality and responsive services in a highly integrated and transformed health care system.

Our Values

TEAMWORK
is essential for our success. We believe we are more effective together than individually. We require our collective knowledge and skills to accomplish great things. Our employees and volunteers are expected to work in collaboration with each other, our clients, residents and family members. By building strong and effective partnerships with our community and funders we believe we can build more accessible and cohesive systems of care for all.
HONESTY
and transparency are fundamental in building relationships with our clients and residents, partners, funders, families and community. We are trustworthy and ethical in all our dealings and hold our employees and volunteers to the highest standards of conduct. We value open, honest and direct communication and encourage regular feedback from our employees and volunteers, clients, residents and stakeholders.
RESPECT
is required in all our interactions. We respect the privacy and dignity of our clients and residents and will provide them with support and services that allow them to live as safely and independently as possible. We value and celebrate diversity in our clients, residents and colleagues. We respect the environments within which we work and will strive to maintain them to the highest standards possible.
INNOVATION
and progressive approaches to care are essential in meeting the current and growing needs of our clients and residents. We are committed to continuous learning and development, and encourage our employees and volunteers to strive to be the best that they can be. We are committed to learning new approaches and open to researching and implementing best and most promising practices to ensure we remain a leader in the field of human service provision.
VERSATILITY
ensures our ability to adapt and change to meet growing demands with limited resources. We are committed to building services and systems that are responsive, timely and cost efficient. We will remain solution-focused and will provide our clients, residents and stakeholders with demonstrated value without compromising quality of service. We will build a culture of responsibility and accountability across all organizational systems.
EXCELLENCE
is a fundamental requirement in all we do. We are committed to building a leading-edge organization that attracts and retains a highly qualified and engaged workforce. Through the expertise and commitment of our employees we will subsequently develop high quality programs, services and systems that are held in the highest regard across the wider health and social service sector.

Strategic Plan

1. Foster a culture of quality service excellence for our residents, clients, caregivers, employees and other stakeholders

Objectives:

  • Regularly solicit input from clients, residents, caregivers and employees to analyze emerging needs,
    enhance quality of support, measure and evaluate service outcomes and make appropriate changes
    as identified
  • Continue to communicate expectations, monitor quality, create cross-organizational consistencies,
    maintain lines of accountability, monitor performance indicators and measure target achievement
  • Capitalize on knowledge gained through Thrive Group’s Centre of Excellence to implement and train
    employees on evidence-based, best practice approaches to enhance service excellence
  • Keep all aspects of our succession strategy current to ensure an adequate pool of trained, high
    potential employees are available to fill Senior Leadership roles, facilitate seamless leadership
    transitions and retain stakeholder confidence
  • Refine employee performance development strategies to support changing client and resident needs,
    remain current, and respond to organizational change and growth

2. Build capacity through strategic partnerships and new initiatives that will allow Thrive Group to have impact and influence for those we serve

Objectives:

  • Continue to strengthen partnerships that will support funder priorities, expand current
    services, increase seamless continuum of care options and offer innovative,
    personalized solutions for clients, residents, caregivers and employees
  • Work with Ontario health systems and other stakeholders to implement a solution-
    focused approach to system transformation and improve access to services for individuals with complex care needs
  • Strengthen our reputation as a leader in the community with respect to caring for
    specialty populations by pursuing new programming, services and housing options in
    collaboration with other sectors
  • Continue to strengthen our Growth and Capacity Plan to ensure human, financial and
    physical resources meet changing demands
  • Continue to build relationships with education partners and funders to attract and
    appropriately train students for positions in health care now and into the future

3. Create a diversified funding base to ensure financial sustainability

Objectives:

  • Promote Thrive Group Support Services as a viable and affordable option to assist
    community partners and non-profit organizations
  • Explore alternate funding options to generate new revenue to enhance service
    provision, satisfy capital needs and build infrastructure
  • Through Thrive Group’s Centre of Excellence pursue possible research and grant
    opportunities
  • Continue to integrate back office systems to maximize efficiencies in administration
  • Continue to advocate for appropriate funding increases to address current economic
    pressures
  • Further strengthen focus on fundraising and development
  • Develop a Strategic Fundraising Plan to focus on donor base development, corporate
    philanthropy and legacy gift giving

4. Implement innovative and best practice approaches that promote organizational health and well-being

Objectives:

  • Leverage innovative and best practice approaches in employee attraction, recruitment and retention;
    advance strategies that support a sustainable workforce, foster employee engagement, and promote a sense of belonging to ensure Thrive Group remains a premium employer and certified Great Place to Work
  • Capitalize on learnings garnered through Thrive Group’s Centre of Excellence, continue efforts to adopt a holistic, multidimensional approach to encompass all aspects of employee health and well-being in the workplace
  • Continue our quest to gain knowledge, adopt policies and take action to ensure all Thrive Group
    organizations welcome and celebrate equality, diversity and inclusivity (EDI) for all staff, clients, residents and stakeholders
  • Develop, implement and regularly evaluate business continuity plans to ensure Thrive Group organizations have robust strategies in place to manage, mitigate and prevent risks, deal with environmental disasters and unforeseen emergencies
  • Through a practice of on-going learning, pro-activity, planning and vigilance, ensure the protection and security of our technological and communication systems and assets against cyber crimes, theft and security breaches

Annual Report

2019 - 2020 Annual Report

We are pleased to share with you Thrive Group’s 2019 - 2020 Annual Community Report. After a busy and successful year of learning and growth, we are excited to share some of what we have been working on to help reduce pressure on the local health care system. We continue to look for ways to provide solutions that transform our local health care system by ensuring clients and residents receive the right care, at the right time, in the right place. We have remained true to our mission and vision by taking a lead role in health care transformation and having a strong influence on system reform.

Our incredible staff is what makes it possible to influence change and provide the best possible care for our clients and residents.

Download 2019 - 2020 Annual Report
Cover of the Thrive Group Annual Report Booklet

Our Senior Leadership Team

Portrait of Steve Sherrer

Steve Sherrer

Chief Executive Officer

Portrait of Lucy Sheehan

Renee Guder

Chief of Organizational Development

Portrait of Brenda Patterson

Brenda Patterson

Chief Financial Officer

Portrait of Shari-Lee Srirgley

Shari-Lee Srigley

Executive Director of Fundraising and Development

Portrait of Bahar Karimi

Bahar Karimi

Executive Director, LTC Services
Chair of Research, Thrive Group

Portrait of Lucy Sheehan

Lucy Sheehan

Executive Director, Community Services

Portrait of Vickie Baird

Vickie Baird

VP, Business Strategy

Portrait of Paul Russell

Paul Russell

Senior Director, Technology & Environmental Services

Portrait of Renee Guder

Mike Dam

Senior Director of Finance

Portrait of Shari-Lee Srirgley

Tara Keenan

Director of Human Resources/Labour Relations Specialist

Portrait of Shari-Lee Srirgley

Shelley Westerman

Director of Organizational Development

Portrait of Jennifer Banks

Jennifer Lavigne

Administrator, St. Peter’s Residence

Portrait of Janine Mills

Janine Mills

Quality and Privacy Officer

Portrait of Shari-Lee Srirgley

Eleanor LeBlanc

Executive Assistant

Our Board of Directors

Thrive Group is governed by a voluntary Board of Directors who are committed to ensuring the highest level of quality care is provided.

Portrait of Bob Luckhart

Bob Luckhart

Portrait of Terry Anderson

Sebastien Skrobos

Portrait of Sue Rivers

Tim Dietrich

Portrait of Pam Mermieersch

Elizabeth Beader

Portrait of Pam Mermieersch

Ruth Liebersbach

Portrait of Ted Capstick

Ted Capstick

Portrait of Dr. Brenda Vrkljan

Dr. Brenda Vrkljan

Portrait of Guy Dixon

Guy Dixon

Portrait of Elizabeth Manganelli-State

Elizabeth Manganelli-Staite

Portrait of Pam Mermieersch

Pam Vermeersch