Local News
Chief Executive Officer of Simkin Centre Laurie Cerqueti assesses how things have changed more than six months into the pandemic
By BERNIE BELLAN As part of our continued commitment to reporting on how various agencies within the Jewish community are functioning during these exceptionally difficult times, from time to time we’ve been speaking with the heads of agencies that are directly involved with the senior population of our community.
We recently spoke with Laurie Cerqueti (pronounced Cherqueti, by the way), who’s now been in her role as CEO of the Simkin Centre for 19 months. Naturally, given all that’s happened, we wondered whether she had ever experienced anything nearly as difficult as what she – and the rest of the 250 staff at the Simkin Centre have been experiencing these past six months.
“I graduated from nursing in 1994,” Laurie said, “but nothing that I’ve ever done before comes close to what we’ve been going through these past six months.” (Prior to becoming CEO of the Simkin Centre, Laurie had been CEO of Meadowood Manor in Winnipeg.)
When I spoke with Laurie early in May – a month and a half after the lockdown of all Personal Care Homes in Manitoba had been put into effect, she described all the extra requirements that had been placed on PCH’s, including having to severely restrict access to the building; extra sanitation procedures; training of almost all staff in feeding and swallowing assistance; and so much more.
Despite the increased burdens that were placed on all PCH’s in the province, the only additional funding from the Provincial Government came in the form of “money to ensure facilities are in line with revised Manitoba Fire Code requirements, including provision of fire suppression systems and increased fire separation enhancements.”
In my May report on the Simkin Centre I noted the concern that Laurie had back then that, while PCH’s were going to have to shoulder extra financial burdens, there would be no additional assistance forthcoming from the Province:
“What about the financial situation for the Simkin Centre?” I wondered. “How different is it as a result of the pandemic?”
“There are a number of large costs for equipment and supplies – right when it started happening,” Laurie answered, “and there are ongoing costs.”
“And you mean Simkin will have to assume responsibility for those costs – and not the province?” I asked.
“I’m not confident that the province will fund partially or fully any of this,” Laurie said.
“Really – wow!” I said. “You mean it’s all going to fall on to the Personal Care Homes themselves to fund?”
“It could,” Laurie said. “I’m not confident”(that the province will provide the funding).
She added that, in addition to the extra costs imposed on PCH’s for equipment and supplies, “there are all these new rules – if you’ve traveled, you can’t come to work for 14 days; if you have any symptoms you have to go get swabbed, and then you have to have the A-OK, you can come back to work; or people that have pre-existing conditions aren’t able to work. So there are increased staffing costs that we are incurring.”
As it turned out, there wasn’t any more money made available to hire extra staff – even though workers at PCH’s were advised not to report for work if they had the slightest suspicion they might be sick. Further, the practice of workers moving between different PCH’s to fill vacant shifts was no longer allowed (quite understandably – in order to minimize the chances of community transmission of the virus).
In July, Julie Turenne-Maynard, executive director of MARCHE — The Manitoba Association of Residential and Community Care Homes for the Elderly — reported that the COVID-19 pandemic was “shining a spotlight on long-term care across the country and highlighting the consequences of a 10-year funding freeze in Manitoba.”
She said that “while Manitoba’s personal care homes have been largely fortunate in the fight against COVID-19 (and, as we’ve all seen since then, that assessment sadly proved quite wrong as PCH’s have been hit with outbreaks of the virus.) they have been chronically underfunded, despite increasing costs and needs from residents.”
Over the past 10 years, Turenne-Maynard noted, “dietary expenses at homes operated by MARCHE’s members have increased by 36 per cent and the cost of incontinence supplies increased by 50 per cent.”
Further, in the case of the Simkin Centre, the spiraling cost of kosher food – as we have noted many times before in this newspaper, has only added to the financial burden of the Jewish Personal Care Home.
Yet, despite all the pressures that the Simkin Centre has been facing, when I asked Laurie how she would describe morale among staff at the home, she said “staff morale has been very good to excellent”.
Laurie described the many ways in which members of the boards of the Simkin Centre Home Board and Foundation Board and residents’ relatives have gone above and beyond in attempting to express their appreciation to the staff. For instance, there have been weekly treats provided to staff – paid for by individual board members, residents and family members (with occasional donations from organizations such as the Gwen Secter Centre); t-shirts emblazoned with the Simkin Centre logo and the words “Simkin Strong” or #simkincares on the back; and various activities intended to boost morale.
You can read more about what the Simkin Centre has been doing to keep spirits up among both staff and residents in the Simkin Centre newsletter that is in this issue. You can also follow Simkin Centre activities on their very colourful Facebook page, or sign up to receive their weekly e-newsletter “The Simkin Star” http://eepurl.com/gVT8Q1
Despite the upbeat tone in Laurie’s voice though, I had to ask some tough questions about the toll that the pandemic has taken on residents – both physically and emotionally.
I wondered, for instance, whether there has been any noticeable increase in the number of deaths at the Centre of late?
“There have been more deaths recently than what we usually experience,” Laurie said. “Whether it’s a result of loneliness, it’s hard to say, but over the past few months there is no doubt there have been more deaths here than there would have been normally’ (but she adds that none of the deaths are either COVID related or have anything to do with the care residents receive.)
I wondered whether the loosening the rules governing visits by family members has had any noticeable effect on residents’ moods? (Until July, no family members were allowed into the actual building. You probably recall the heart-rending stories – and pictures – of residents trying to communicate with family members on Facetime or by looking through windows.)
Laurie answered that staff continue to find creative ways to keep residents busy, having fun, and remaining connected to family and faith. Whether this is through FaceTime visits (which has actually connected residents with family members that they otherwise would not have ever connected with), drive-by parades, virtual Passover and High Holiday services or other socially distanced programming.
While it’s certainly an improvement now that each resident is allowed to have visits from two family members, the fact that it always has to be the same two family members who are allowed inside has made it difficult for many families to decide who the two indoor visitors will be.
And, although outdoor visitation has been made available at the Simkin Centre – under strict conditions, now that the weather has gotten colder, those visits will be coming to an end. Plans are underway to determine and renovate a suitable space for visiting during the winter months, Laurie noted.
Given what Laurie told me about the higher than average number of deaths of late in the Simkin Centre, I asked whether there are some vacant beds?
Laurie did say that, while there are some vacancies, “a lot more people in general who are paneled (the process whereby someone is allowed to move into a PCH) are not coming” to the Simkin Centre – or to any other PCH for that matter. The honest to god truth is that so many seniors are terrified at the prospect of having to go into a PCH and subsequently be removed from their families while the pandemic rages. Of course, that places enormous extra burdens on the families of seniors who would otherwise be candidates for admission into a PCH – it goes without saying.
It’s also important to note that, as average life expectancy has increased, the individuals who do reside in PCH’s are much older than what was the typical case not too long ago.
“From 15 years ago to what we see now there are so many more residents who require a much higher level of care,” Laurie observed, while noting once again that there has been no concomitant increase in government funding for PCH’s.
I suggested that I could ask readers to bear in mind the increased financial obligations of the Simkin Centre – and perhaps consider making a donation.
Despite the inevitable stress that anyone who’s involved in health care these days must be feeling, Laurie Cerqueti still ended our conversation by saying that “I really like being associated with the Jewish community and Jewish personal care home.”
I suggested that maybe it’s because Jews and Italians are so alike in so many ways. (My wife and I are often mistaken for Italians when we travel.)
“I’m not Italian myself,” Laurie laughed, “but when you’ve been married to an Italian for 25 years you might as well be.”
Local News
BB Camp reverses decision to retain Jacob Brodovsky as co-director
BB Camp parts ways with co-director, who had held a variety of positions at BB Camp for the past 15 years
By BERNIE BELLAN (Posted April 17) In an email just issued by BB Camp, the camp’s Board of Directors has announced that “the Board of Directors and co-Executive Director Jacob Brodovsky have amicably agreed to part ways, having regard to the best interests of the Camp and the community at large.”
There is no mention in the announcement as to the status of Brodovsky’s co-director (also his wife), Lexi Yurman.
The decision announced today constitutes a complete reversal of the Board’s earlier decision to retain Brodovsky as co-director. The Board had issued a statement on April 9 in which it said that “After conducting painstaking due diligence, the BB Camp Board of Directors unanimously voted to retain Co-Executive Director, Jacob Brodovsky, following his full apology for his serious error in judgement on social media.”
The statement by the board issued today (April 17) goes on to say that “the Camp Board expressly and unequivocally rejects and denounces the nature and content of the social media posts that were ‘liked’ (by Brodovsky) and in no way does that personal activity reflect the views of BB Camp or its Board.”
That statement refers to several social media posts which were posted by someone (or perhaps a group) that goes by the name “Rusty Robot,” which were posted in the spring of 2024, and to which Jacob Brodovsky attached his name as “liking” them.
There had been a myriad of accusations levelled against Brodovsky on social media, and one website in particular had been leading the charge to have him dismissed. That website not only ran several articles demanding that Brodovsky be fired, it allowed a slew of comments to be posted – many of which contained highly incendiary accusations against Brodovsky. (There were also a great many comments coming to his defence.)
In its announcement of Brodovsky and the camp parting ways, the Board goes into great detail about where certain areas of the camp’s operation need to be strengthened. The announcement says “Through this period, we have undertaken a careful and thoughtful review of our Camp’s policies and have taken guidance from experts in the community. While we believe strongly that the Camp has been, and will continue to be, a safe Jewish place for children, we have nonetheless identified areas where improvement is warranted, and the Board has agreed to pursue these steps to benefit the Camp.”
The announcement outlines the areas in which it is seeking to improve certain aspects of the camp experience:
- The Board has adopted the International Holocaust Remembrance Alliance (IHRA) definition of antisemitism and will incorporate it into our Code of Conduct. We believe taking this step gives formality to the Camp’s existing and unbending commitment to Jewish safety and outright rejection of any form of antisemitism or anti-Zionism. Our adoption of the IHRA definition will be posted to our website.
- We will review and update the Camp’s mission statement and core values statement to better reflect the Camp’s fundamental support of Israel.
- Employees and Board members will be required to sign the Code of Conduct, which will outline support of the IHRA definition and include confirmation that they will not publicly promote ideas that are contrary to the mission of the Camp or which are contrary to the IHRA definition.
- We will take steps to hire a Jewish Education Coordinator to develop and implement enhanced Jewish and Israeli programming at Camp.
- We will strike a community outreach sub-committee of the Board to formally engage with Israeli and other community organizations in order to repair relationships and enhance opportunities for collaboration.
- We will take steps to ensure that all Camp staff have a formal ability to communicate directly with the Board.
Yet, nowhere does the Board describe in any way how Brodovsky failed to meet any of the areas which the Board says it will seek to strengthen. It does say though that “Our campers will continue to do what they have been doing for decades: proudly sing Hatikvah daily while the Israeli flag is lowered, participate in meaningful and inclusive daily prayer services, enjoy the “Shabbat Procession” and Friday challah, and feel a connection to Israel and Judaism through our programming.”
Further, the announcement issued by the Board also says that the Board “would like to highlight we were particularly proud of what our Executive Directors initiated last year to support Israelis in need. They engaged with the community to raise funds which were used to bring young Israeli campers from destroyed communities in the Gaza envelope, along with a chaperone, to Camp for a session. This provided an incredible relief to those kids and gave our community’s kids a chance to connect with Israelis who have suffered so greatly.”
It should also be noted that the Board of the Jewish Federation issued a statement on April 14 that gave a forewarning that the BB Camp Board was coming under great pressure to part ways with Brodovsky.
The Federation statement said: “We are aware of the concerning situation regarding BB Camp.
“While BB Camp is governed by its own board of directors and operates independently — as do all of the Federation’s beneficiary agencies — we have listened closely to the concerns of community members, whose trust in the camp has been shaken. The Federation takes these concerns with the utmost seriousness. “Our Executive has already held a number of emergency meetings, and our Board will be meeting on Tuesday night to further discuss the matter. A formal statement will be shared with the community this week.” If there is a statement issued by the Federation we will provide an update to what is clearly an ongoing story. How the camp will reorganize itself this close to the opening of camp season is not explained in the announcement issued by the BB Camp Board. What it does say is that “The Board is actively working on a transition plan that ensures that Camp operates as it always has – as a safe Jewish place for campers to spend their summers, build leadership skills and create memories in an incredible wilderness environment. The Board has great confidence in our returning staff team, including our exceptionally talented Operations, Program and Wilderness Directors, each of whom held the same position last year. Camp has a culture guided by the dozens of amazing staff who commit their time and energy for the benefit of our community’s children. We are blessed to have a strong and capable staff team ready to welcome our campers this summer, and the Board will work hand in hand with them to ensure the Camp’s continued success.” |
Hats off to that hateful website which played such an instrumental role in seeing the departure of someone whom the Camp Board thanks for his “tireless efforts for the Camp over the last four years as Co-Executive Director and his dedicated service in a variety of Camp positions over the last 15 years.” If there is anything more to report on this story, we will do our best to do that here, but in past instances of administrators of Jewish organizations in Winnipeg leaving suddenly, it has consistently been the practice of neither the board involved in that person’s departure nor the person – him or herself, to say anything for public consumption that might explain their sudden departure.
Local News
Sandy Sheegl honoured after retiring as executive director of G.R.O.W. Winnipeg
By BERNIE BELLAN It was in the late 1990s that a group of individuals gathered at the old YMHA on Hargrave to discuss the lack of opportunities for individuals with special needs in the Jewish community. A steering committee was formed, under the leadership of Karyn Lazareck.
In an article written for The Jewish Post & News by Fern Swedlove in 2010, Fern explained how that steering committee eventually came to create a program known as G.R.O.W. – which stands for “gainresourcesourway.”
Here is how Fern described the evolution of G.R.O.W. from a seed of an idea to a thriving organization that serves the needs of a great many young adults with special needs in our community:
“In 2002, G.R.O.W. in Gimli was founded as a project of the Steering Committee for Persons with Disabilities in the Jewish Community. The committee of volunteers was led by Karyn Lazareck, and through partnering with the University of Manitoba Department of Occupational Therapy, a unique summer life skills program for young adults (age (18- 24)) with social and intellectual disabilities was developed. The program provided the opportunity for individuals to learn and practice life skills and social skills in a safe environment. The partnership with the university supported the development of evidence-based curricula as well as quality assurance through the establishment of a program evaluation process.
“The G.R.O.W. in Gimli Program quickly became known in the community, and based on its success, the G.R.O.W. in Winnipeg Program was established in 2010. Originally, both of the programs were piloted under the auspices of the Rady Jewish Community Centre. In November of 2013 further success and development of the program facilitated G.R.O.W. becoming an independent registered, charitable organization governed by a Board of Directors comprised of parents and professionals
“The G.R.O.W. in Winnipeg Program is an innovative, transitional day program for young adults (21 and older) preparing for independent living. Centered on the individual with a goal oriented approach, the program focuses on life management, health and healthy living, and the development of social, recreational, and pre-vocational skills.”
In a subsequent article that I wrote in 2022 about the 20th anniversary of the G.R.O.W. in Gimli program, I noted that Sandy Sheegl was the executive director of the G.R.O.W. program. What I didn’t know at the time was that Sandy was the only executive director G.R.O.W. had ever had.
On Thursday, April 10, a large group composed of parents of G.R.O.W. participants over the years, along with many participants themselves, gathered at the home of Barb Ivans, who was one of the members of that original steering committee which led to the development of G.R.O.W.
The purpose of the evening was to honour Sandy Sheegl who, after 23 years as executive director of G.R.O.W., will be retiring from that position.
Karyn Lazareck paid tribute to Sandy’s long years of service. She described how she first met Sandy at one of those early steering committee meetings: ”And there I was chairing a meeting in a hallway and in way over my head. The meetings were unbelievable. We had all kinds of very knowledgeable people who had a lot to say, and as an inexperienced chair, I let them say it. And so the meetings were marathons. At one of those meetings, I leaned over to ask my friend Joanie Sheps: ‘Who that young woman was silently crying in the corner?’ and Joanie told me ‘That’s Sandy Sheegl and her son was just diagnosed with autism’ and Joanie and I knew firsthand how hard it was for parents seeking support, especially within the Jewish community. So she (Joanie) looked at me and said, as only she could, ‘Well, she better get a grip,’ and I think we can all agree because Sandy got her grip.
“Sandy joined our committee and, over the next 30 years took on numerous roles, culminating as the executive director of G.R.O.W. She co-chaired the special needs steering committee, working alongside Jan Thompson, and together this committee lobbied the synagogues, schools and camps to promote inclusionary policies.”
Lazareck went on to describe how Sandy Sheegl oversaw the growth of G.R.O.W. from what was originally just a summer program in Gimli to a full-time program with the purchase of a house at 93 Willow.
Sandy Sheegl has worked tirelessly to insure the success of the G.R.O.W. program. Karyn noted that ”One of Sandy’s greatest moments in leadership came during the dark days of Covid. While most programs shut down, Sandy ensured that G.R.O.W. remained active. She and the team held Zoom meetings twice daily, hosting games, contests, and even delivering bingo cards to participants’ homes.
“She secured funding that allowed for a staggered reentering, ensuring that doors at G.R.O.W. were open well before any other program. And I don’t know of any other professional in the field who did what she did, out of love and compassion… and dedication. Sandy brought that competitive spirit to fundraising and under her leadership, our events became more successful each year.”
One of the ongoing aspects of the G.R.O.W. program has been a hockey tournament held as a fundraiser. Karyn noted that, although the tournament was not held last year, it will be mounted again this coming May 31st. Participants come from many different areas. If you would like to participate or perhaps know someone else who might like to participate you can email G.R.O.W. at info@growyourway.ca or call 204-505-3799.
In one final moment of tribute, Lazareck noted that she herself will soon be honoured with the presentation of a “meritorious service medal from the Governor General acknowledging G.R.O.W. and its influence beyond this province. I knew the honor must be shared with her, and so I’m inviting Sandy to join me in Ottawa for the presentation.”
Local News
BB Camp finds itself embroiled in controversy over camp co-director Jacob Brodovsky
(April 10, 2025) By BERNIE BELLAN It began with an article on a website that purports to expose anyone the owners of the website (whoever they are; their name or names are not listed anywhere on the site) deem to be anti-Israel.)
In an article recently posted on the website, B’nai Brith Camp co-director Jacob Brodovsky is accused of “engaging with anti-Israel and pro-Palestinian posts.”
The article goes on to say that “These activities, critics argue, demonstrate a clear bias that is inappropriate for someone in a position of influence over impressionable Jewish youth.” (The article does not give the names of any of these “critics.”)
The article further says that “ ‘It’s unacceptable,’ said one community activist. (Again – no name given.) ‘Parents send their children to BB Kenora for a safe, enriching Jewish experience—not political indoctrination against Israel. We demand Jacob’s removal.’ “
Nowhere does the article cite any instance in which Brodovsky engaged in “political indoctrination against Israel” in his capacity as camp director.
What apparently enraged the author of the article on the website was Brodovsky “liking” certain social media posts that had been posted by someone who goes by the name “Rusty Robot.” Apparently the social media posts that are at the centre of this controversy were posted in the spring of 2024, which might lead one to wonder: Why is the author of the article going after Brodovsky now?
According to the article, “The controversy has led some families to threaten to withdraw their children from the camp. ‘As long as Brodovsky remains, I’ll find another camp,’ stated one father. ‘He shouldn’t be shaping young minds with extremist views.’ ” (Again, the father’s name, similar to the “community activist,” is not given, nor is there any evidence cited of Brodovsky ever having shaped “young minds with extremist views.”)
In addition to the article on the website itself, there are several comments from individuals who, in some cases, give their full name, but in others only their first name, and who level some very serious accusations against Brodovsky, including this comment from someone who gives her name only as “Amy”: “if you are the director of a Jewish camp who shuts down support for hostages and protests the raising of the Israeli flag and singing Hatikvah, then your politics are affecting your role and the climate at camp.”
Two other commenters also criticize Brodovsky’s wife, Lexie Yurman, with someone named Rachel writing that ” I’m confused why there is no commentary on his wife, who runs the camp along side him and has allowed for this behaviour from him for years. She is complicit to his actions.” Another commenter by the name of Nancy writes: “I am confused to why Lexie Yurman, the co-director is not mentioned, since she has allowed for these actions to take place at the camp. She may not be able to control his online behaviour, but she certainly has control over actions taken at the camp and should be implicated in regards to the decisions made there.”
With controversy raging, the board of B’nai Brith Camp held an emergency meeting the evening of Tuesday, April 8, during which the directors discussed Brodovsky’s fate and how to respond to the article in question.
It should be noted that during the time that Jacob Brodovsky and his wife (and co-director of BB Camp), Lexie Yurman, have been running BB Camp (since 2021) it has seen record registrations.
On Wednesday, April 9, the board of BB Camp issued the following statement:
BB CAMP CO-EXECUTIVE DIRECTOR APOLOGIZES FOR SERIOUS ERROR IN JUDGEMENT
Maintains Position, with Conditions, Following Unanimous Support of the Board
After conducting painstaking due diligence, the BB Camp Board of Directors unanimously voted to retain Co-Executive Director, Jacob Brodovsky, following his full apology for his serious error in judgement on social media.
After listening to all comments and concerns, the Board made a decision that it believes is best for the organization moving forward.
“While we know not everyone will agree with our decision, we have full confidence that Jacob will continue to provide our campers, families, and clients with the same safe and nurturing environment that they have come to expect and enjoy over the last four years,” said Board chair, Leah Leibl.
She pointed to Jacob’s sincerity in issuing an apology.
“I accept full responsibility and sincerely apologize for the gravity of my mistake and lack of judgement in liking posts that did not align with the values of BB Camp,” said Co-Executive Director, Jacob Brodovsky. “I am extremely remorseful for my actions and most grateful to be able to continue in my role serving our Jewish community.”
Jacob also reaffirmed his belief in the State of Israel and is working closely with others to examine steps that can be taken to strengthen Jewish life and deepen support for Israel at Camp.
Jacob added, “I believe in Israel’s right to exist and care deeply about the safety of all Jews and Israelis.”
In addition to the apology, the Board requires their Co-Executive Director, who agreed, to exercise due caution in his use of social media and avoid any activity that may run counter to the mission of the organization. The Board of Directors has also expressed to Jacob the extreme seriousness of this matter, and has reinforced to him his obligation to uphold all Camp policies.
Apparently though, the board’s statement did not mollify whoever runs the website that first broached the allegations about Brodovsky. In a post published also on April 9, an article on the website suggests that “the board’s decision to retain Jacob Brodovsky reveals a dangerous capitulation to woke pressures—at the expense of true Zionist values.”
The article goes on to say that “At the time of writing,” the website ” has received numerous communications from angry parents who are banding together and preparing a petition aimed at pressuring the board to overturn their decision and remove Brodovsky. This groundswell of community action underscores the depth of disappointment and anger toward a board that appears more concerned with appeasing a narrow ideological subset than with protecting the core values of Zionism and ensuring a safe, enriching environment for its campers.”
The article ends with: “The board’s weak and dangerous decision is setting a perilous precedent. By prioritizing appeasement over accountability, they have effectively signaled (sic.) that catering to woke demands is more important than protecting the future of our children and preserving the heritage of our community. As long as Brodovsky remains at the helm, the values of Zionism and the safety of our youth are under threat.
“The time for empty apologies and half-measures is over. The community’s message is loud and clear: Enough is enough, ‘the asshole has to go’. Until the board reconsiders its decision, angry parents are mobilizing, and their collective voice will not be ignored.”
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