Local News
Simkin Centre staff have been doing a fabulous job dealing with the demands placed on them by COVID-19
By BERNIE BELLAN
The role that Personal Care Homes have been playing in the COVID-19 pandemic is a crucial one.
We’ve all heard about the horror stories associated with seniors’ homes in other jurisdictions – especially Quebec, so it’s natural for anyone in Manitoba who has a loved one in a PCH to be especially concerned about the heightened risks associated with those facilities.
Whether it’s good luck or good management – or a combination of the two, we seem to have been spared any serious outbreaks in PCH’s in Manitoba – and none at all in the Simkin Centre.
In our April 15 issue, I reported on some steps that Laurie Cerqueti, CEO of the Simkin Centre, had said were being taken at the Centre in response to what has already begun to emerge as a pandemic here in Manitoba, along with the rest of the country. That article noted that:
“The front entrance is now the only entryway for staff into the building so that we can ensure full screening of everyone entering the building.
“20 extra bedside tables have been ordered to assist with social distancing during resident meal times.
“All vendor supplies are now dropped off only at the receiving entrance and are not being brought into the building as was normally done prior to this.
“A system has been developed for Resident supplies being brought by family. They are now left on a table in the vestibule and items are being wiped down with an antiviral wipe prior to being distributed to the care areas.
“Dr. Koven, our Medical Director, is now the only MD that will be onsite to assess Residents. He does not attend other sites at this time so is less likely to bring COVID-19 into our building. Other MDs will respond to phone calls from nursing and do virtual visits as able.
“Over 95% of all staff have now been trained in feeding and swallowing so that we can all help to ensure that are Residents are being fed. Currently, about 52% of our Residents require assistance with meals. Helping Residents with meals has brought joy and new purpose to staff that would not have previously been involved in Resident care.
“We have prepared for the eventuality that many staff and managers may be living at the Centre. We have ordered extra mattresses for staff to sleep on, purchased toiletries for staff, and purchased portable cell phone chargers.”
On Thursday, May 6, I spoke with Laurie and with Aviva Tabac, Fundraising and Administrative Officer at the Simkin Centre, to find out how things have gone for the 200 residents and 250 staff at the Simkin Centre since that April 15 report.
Laurie Cerqueti began the conversation by saying: “We’re actually doing quite well in many ways and staff have gone above and beyond to do things, to make sure the residents are cared for and fed. We’ve seen a lot of good come out of this.”
I said to Laurie that a recent story in the news about how resident Shirley Kleiman receives visits every day from her husband, Sam, who comes to a window to say hi – and tell her how much he loves her, must have resonated with anyone who saw that story. I wondered how many residents are actually able to be brought to windows to see loved ones?
“Not all residents would go and do the window visits with family,” Laurie answered, “but all of the rooms have windows and all of the windows open so they can get fresh air, but we do the window visits in the atrium area. There are also families that will go to a particular resident’s room and connect there (using cell phones). Anyone on the main floor would have the opportunity to do that.”
I wondered whether the issue of putting cameras into residents’ rooms had come up (stemming from the shocking lack of supervision in certain Quebec nursing homes).
Laurie said: “You mean the ‘nanny cams’? No, we haven’t had that requested, and I think families know we’re doing the best we can – with the Facetiming, Skype or Zoom. Aviva does a Zoom call with a resident here and there have been up to 12 family members participating in that Zoom session.”
Laurie went on to explain that an iPad is brought into residents’ rooms – one at a time, for those interactive sessions, which are all prearranged. “We’ve actually just launched an online booking system for those types of visits,” she explained (including window visits) at www.simkincentre.ca.
I referred to our April 15 article, which referred to staff preparing to sleep over at the centre, if necessary. Although that hasn’t proved necessary, according to what Laurie told me, I wondered about the state of morale among staff in general, considering the extreme stress under which they must be working.
“Actually, I think we have a very high morale now,” Laurie said. “Everybody’s working together – probably better than they ever have been, including a lot of us that wouldn’t typically help with assisting residents with meals. We’re all chipping in to make things work.
“That doesn’t mean that staff aren’t scared,” Laurie added, however. “I think everyone’s a little bit scared, including me and you, Bernie”.
“Yah,” I said, “but I think the level of apprehension must be lower than when the virus first emerged in Manitoba because we seem to have escaped the brunt of it here.”
Have there been any Personal Care Homes in Manitoba that have seen the virus show up, I wondered?
“Yes, there have been,” Laurie responded, “but all sites went into a lockdown some time ago.” She noted that “all staff are required to wear face masks and goggles; staff are screened every time they come to work; we take their temperature; we ask them a series of questions. It would probably be safer here than when you go to the grocery store.
“The other thing we do,” Laurie continued, “is every week we try and show our appreciation for staff so some board members and family members have donated funds, treats or products to help make this happen.”
I wondered about programming for residents – and to what extent there are still programs available?
“All of the programs in the atrium and the multi-purpose room have been canceled,” Laurie answered. “Recreation programming happens on the individual units now or out in the courtyard, where we’re able to physically distance residents one from another. And, any new admissions we would have isolate in their room up to 14 days. Otherwise residents are out and about in their individual units. There are a few residents that are able to make it to the atrium on their own, but there aren’t large groups of them together.”
“What about meals?” I wondered. “Are meals being taken in the residents’ rooms or are they still able to go to the common areas in the units?”
“They are able to go to the common area,” Laurie explained, “but we spread it out so we have ordered extra bedside tables so it’s not as tight as it would normally be where we’d have three to four residents at a table.”
I asked Aviva what else the Simkin Centre has been doing for residents as far as being able to make the time pass under these stressful circumstances?
“The recreation department has stepped up in a huge way,” she began. “They’re running smaller programs on the units now. They have programs that run in the morning and the afternoon. Now, we also have evening and weekend staff that are doing recreation.
“And, even though Steven Hyman (who regularly conducts Shabbat and holiday services at the centre for residents and families) is not able to be here in person, he has been recording videos of services that we show to residents.”
Laurie noted, as well, that “we are having services on the units every Saturday.”
Aviva continued: “The residents are pretty busy. They’re doing art programs, they’re doing bingo, exercise programs…we’ve had musical entertainment.”
“We’ve actually had musicians come to our courtyard,” Laurie noted, “where they play and we open the windows so that the residents can hear the music and see the musicians.”
“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.”
“Have you had a lot of staff who have been affected by all these new rules?” I asked.
“There would have been, especially in March, which was peak travel season” for a lot of people, “including our staff,” Laurie said.
“We are staying close to the community and I think people are appreciative of the work we’ve been doing here,” Laurie said in conclusion.
Local News
Jewish Child and Family Service helped over 1800 families in 2025
By BERNIE BELLAN Jewish Child and Family Service will be entering the 75th year of its existence in 2027.
With a budget over $4,300,000, JCFS is also the largest beneficiary of funding from the Jewish Federation of the 12 Winnipeg Jewish community agencies that are beneficiaries of the Federation. (To see a list of the 12 agencies go to Funding for Beneficiary Agencies.)
Its impact has grown over the years as JCFS has expanded its horizon, continually adding to the many services it provides. During the JCFS’s Annual General Meeting, held in the Seniors’ Lounge of the Asper Campus on Tuesday evening, June 23, the important role that JCFS plays in the lives of so many members of the Jewish community – also a significant number of non-Jews as well, various speakers cited the many ways in which JCFS has continued to have such a huge impact.
With total revenues of $4,325,160 in fiscal year 2025 (which ended March 31, 2026), but slightly fewer expenses, JCFS not only delivered a wide gamut of services, it managed to deliver those services without incurring a deficit in 2025, despite some significant financial challenges.
As outgoing Board Chair Elana Grinshteyn observed, JCFS had to navigate some major reductions in funding, including a cut in funding from the federal government to the tune of $100,000, plus the loss of funding from the Claims Conference, which had provided support for Holocaust survivors.
Yet, despite those setbacks in funding, Grinshtein reported, “Together, we insured that services remained intact.
“We increased access to interest free loans,” she noted, “doubling” the amount that had been allocated in 2024.
And, amidst the ever-increasing demand for services, “JCFS has continued to navigate space limitations,” Grinshteyn noted. (I should note that as far back as 2019 I reported in an interview I had conducted with JCFS CEO Al Benarroch about the JCFS’s dire need for more space. Here is an excerpt from what Benarroch had to say about the JCFS’s need for more room back in 2019: “…we’ve been looking for roughly 3,000 more square feet of space. We have a footprint right now of roughly 5,000 square feet for over 40 staff. We’ve given up a board room here. It’s been taken over by older adult service staff. We have a conference room which is adjacent to the board room; we’ve moved two staff in there.
“Yesterday I gave up my office for the entire morning so that staff could interview clients.
“We need to relieve the pressure we’re facing right now – yet alone plan for expanding and growing.
“Whatever space we’d be looking at would be temporary. It’s now 22 years that we’ve been in this facility. The campus has taken over squash courts, it’s taken over a museum – internally, to accommodate the growth in services. Maybe it’s time now to look at growing outside this building…”
As the saying goes: “Plus ça change, plus c’est la même chose.” (That’s me, trying to impress.)
While I tried to take notes during Al Benarroch’s CEO report, I realized following his remarks that there was so much important information conveyed, also a slew of statistics, that it might be more helpful to reprint a good portion of what he said verbatim, so I asked Al to send me a copy of his remarks. (That’s one of the nice things about writing on a website. There’s an infinite amount of room to print the kind of stuff that nerds like me pretend to read.)
During his CEO’s report, Benarroch enumerated the many challenges JCFS encountered in 2025.
Among those challenges, Benarroch noted, were:
• The rising and high cost of living
• Food insecurity
• Housing issues
• Our aging population demographics
• The complex needs of our newcomer families
• The increasingly complex needs in mental health & youth mental health
Yet, despite all those challenges, Benarroch said, “As always… we rose to meet those head on, and with the support of our community.”
In particular, Benarroch cited the support of the Jewish Federation, which contributed $948,800 to JCFS in 2025. (The largest portion of JCFS funding, by the way came from the Province: over $1,100,000.)
Fundraising also played a significant role in contributing to JCFS revenues, with almost $700,000 raised through that route, including direct donations of over $320,000 and bequests over $40,000.
As Benarroch noted, “Every year, we look forward with hope that it will be a quiet year.
“Well, if that’s the case, we are in the wrong business.
“We happen to be in the reflect, respond and pivot business.
“This is the nature of the human existence.”
Benarroch went on to add some more statistics about how JCFS played such a pivotal role in the lives of so many people. In 2025 JCFS:
• Served 1,800 client households – impacting almost 5,000 people.
• Assisted 15 foster children.
• Served 70 families in Child Welfare….
“But what is even more important is that we assisted 90 children that remained at home with their families,” Benarroch said.
The year 2025 also saw the inauguration of what is known as the “Asper Empowerment Program”, through which:
• 311 clients were assisted (including Passover Assistance)
• $80,000 was disbursed in financial assistance
• Over $20,000 was given out in interest-free loans.
• 6,500 kg of food were disbursed
In the area of mental health and counselling services, Benarroch noted that JCFS:
• Supported over 50 adults with mental health challenges
• Our Friday Mental Health Wellness Group participants took part in 22 group activities or outings
• We support some 20 individuals and families impacted by addictions through individual and group services.
• We delivered almost 1,100 counselling sessions, over half of which were subsidized on our sliding scale.
• We continued to support individuals, families, and partner Jewish organizations with the ongoing emotional impacts of the war in Israel and high levels of global antisemitism.
In the area of support for older adults, JCFS served over 250 seniors including:
• 70 newcomer seniors
• 50 seniors living with mental health differences
• 65 Holocaust Survivors (including celebrating “25 years of our Holocaust Survivor Drop-in Group, a partnership with the Gwen Secter Creative Living Centre.”)
In the area of settlement services, JCFS:
• Welcomed almost 80 new families
• Almost 50 families from Israel, seeking reprieve from the ongoing stresses and pressures of the war.
Benarroch noted that “These families are dealing with the deep trauma of displacement, having lived under constant stress, fear and the ensuing post-traumatic impact, family and parenting challenges as a result, emotional exhaustion, financial strain, and more.
“Thanks to the Jewish Foundation of Manitoba, we hired a trained specialized support worker, with a background in therapy, to help these families cope, adjust, and receive much needed emotional supports.”
Benarroch went on to describe many more initiatives in which JCFS was engaged in 2025, but I want to return to the retirement of Elena Grinshteyn from the Board of JCFS after nine years serving on the Board, including the last two as Chair. Grinshteyn will be succeed by Bradley Abells, who has been on the Board since 2021. In his remarks, Abells noted that he is an actuary at Canada Life and that he first joined the Board when his particular expertise as an actuary proved extremely helpful in helping to solve a problem that had arisen, and he found the experience so rewarding he decided to remain on the Board ever since .
Also on the Board is Michael Schacter, who is returning as Treasurer and who looks the way you’d expect a finance guy to look.
Local News
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Local News
Jewish Foundation’s asset base surpasses $200 million for first time
By BERNIE BELLAN The Jewish Foundation of Manitoba continues to show stellar growth – having achieved total assets over $200 million in the 2025 fiscal year (a 7.4% increase from the 2024 fiscal year), also having distributed $8.2 million in grants during the year.
Those were among the highlights reported at the JFM’s Annual General Meeting, held Wednesday evening July 18, in the multipurpose room of the Asper Campus.
JFM CEO John Diamond noted that one of the most successful aspects of the year just past was the launch of what is known as “Fund Match II” which, he explained, is “building on the success of the original FundMatch project introduced in 2012.”
Under the terms of the new Fund Match program 18 initial organizations that created endowments with a combined value of $689,388 at the JFM benefitted from matching funds of $178,000 that were added to those endowments, with an additional four other organizations having joined in the program during the course of the year.
Other highlights (which can all be perused in the JFM’s annual report, available simply by going to the JFM website) include the JFM having “awarded 72 scholarships and academic awards totalling $230,759.”
JFM Board treasurer Bruce Caplan also spoke of some other notable achievements of the JFM in 2025, including a 12.64% return on investments and $4.27 million in new contributions.
The AGM also saw a number of changes to the composition of the board. Most notable among them is the retirement of Dan Blankstein as Board Chair – after having served two two-year terms, to be succeeded by Dafna Shore.
Also, the current longest-serving member of the board, Bonnie Cham, is retiring from the board after having served on it for 13 years, including three terms as Chair.
One other significant retirement announced at the AGM was that of Chief Financial Officer Ian Barnes – who will be retiring in December after 26 years as CFO During his remarks to the audience Barnes noted that “When I arrived at the Foundation, the assets were $29 million.” As noted, that figure has now grown to $200 million.
He also noted that “Since the Foundation was established in 1964, total grants and
distributions are $113.6 million.”
Barnes paid tribute to the three Chief Executive Officers with whom he worked: David Cohen, Marsha Cowan, and John Diamond. With regard to Marsha Cowan, Barnes said that “Marsha taught me about business – and how to dress!” (Barnes will be succeeded as CFO by Lynda Joyal.)
One of the annual customs of the JFM AGM is to thank the JFM staff – and to announce how many years each staff member has served at the JFM. While there are a number of individuals who have been with the JFM for a fairly long time, no one comes close to Patti Boorman, Director of Administration, who has been with the JFM for 37 years.
Among the largest new grants given by the JFM in 2025 were: a grant of $122,000 to the Asper Jewish Community Campus, Gray Academy of Jewish Education and Rady JCC to support the construction of a “new accessible outdoor play structure, ensuring safe, inclusive play for children and families; a grant of $150,000 to the Simkin Centre for the hiring a Volunteer Engagement Specialist – a three-year project to modernize volunteer programs and enhance resident, family, and intergenerational involvement.
Among the leading recipients of distributions from donor-recommend endowment funds – all of which had received grants in the past were:
The Jewish Heritage Centre of Western Canada $149,618
Rady JCC 154,746
Gray Academy 168,535
Canadian Associates of Ben-Gurion University 163,488
Jewish Child & Family Service 447,471
Simkin Centre 858,654
Asper Campus 431,099
Combined Jewish Appeal 907,688
Jewish Federation of Winnipeg 531,076
Note: A number of the above organizations also received community impact grants – which are one-time grants given for special purposes.
