2014 Community and Social Services - Northumberland County

Community & Social Services Department

2014 Business Plan & Budget


CHILDREN’S SERVICES Prior Year Accomplishments

Child Care

• Met MEDU mid-year service targets

• Implemented the technical upgrade required to operate the Ontario Child Care Management System (OCCMS), in cooperation with IT

• Removed thirty families from the waitlist in July

• Continued the “Save the Day for Play” mentoring program

• Sponsored the “For Goodness Sake” Event for all child care providers and the mentor training program for selected frontline staff

• Supported professional development opportunities for the Early Learning and Child Care Community:

o On-site individualized “Safe Management” Workshop o Cooking in Child Care o For the Sake of Play Powerful Interactions o Self-Regulation Attunement

• Sponsored the Child Care Supervisor’s “Supportive Approaches through Innovative

Learning”(SAIL) Champs “SAIL Leadership Series” to support their role as leaders during the modernization of childcare in the Early Learning and Child Care community

• Updated Child Care Provider Service Agreement Schedules to reflect MEDU reporting targets

• Began the process for Child Care Operators to apply for Health and Safety Funding

Early Learning and Child Development Planning /Community Capacity Building

• Hosted, in conjunction with the Early Learning and Child Care (ELCD) Network and Alderville Community, the Aboriginal Best Start Event “Honouring Our Families”

• Lead the ELCD Network and Child Care Community Planning Day to produce the

Northumberland County’s Early Child Development Planning Funding Deliverables for 2013 to determine funding percentage

o Plan was approved for 100% funding allotment

• Supported the United Way Back Pack program with funding and volunteer support

o 1700 back packs were filled with supplies o Community and Social Services Department directly handed out approximately

600 packs

• Began the development of an Early Learning and Child Care Professionalism Series to assist with managing change and setting standards with SAIL concepts and principles as the foundation

o continues to support community development, common vision, language and networking for community partners

• Supported the Northumberland Children’s Services Network website

• Increased community outreach through enhanced programming with Northumberland for Youth and the Northumberland Cares for Children programs

• Young Parent Program through Outreach, providing financial support to young parents to purchase safety equipment for newborns

Ontario Works Programs and Supports

• Supported the TEAM program (Kawartha Pine Ridge District School Board/YMCA Young Mom school program) by funding the child care portion, enabling the mothers to attend academic classes in the morning

• Improved OW Student supports with the Northumberland for Youth (NFY) Coordinator acting as the trustee for students under 18

Children’s Services Team

• Supported staff in developing skills to facilitate SAIL

• Continued support of the on-going department projects and initiatives such as: o Human Service Integration o Centralized Intake o File management o Clerical Team

2013 Challenges On December 18th, 2012, the MEDU held a webinar to inform CMSMs/DSABs of the new funding formula and funding framework that would take effect January 1st, 2013. On this date the new Ontario Child Care Service Management and Funding Guideline for 2013 was also released. Northumberland County was informed of our reduced funding allotment on December 21st, 2012. This also included the amount of mitigation funding the County would be entitled to receive. The new Guidelines and funding allotment has led to the following on-going challenges. Child Care

• On–going 6% reduction in funding

• TheChild Care Service Management and Funding Guideline 2013 has had two

updates since December 2012 o March 2013 and July 2013 o Both updates had changes that affected our in year funding and child care plan

• Need to review all Service Agreements to ensure meet MEDU Guidelines

o Review Ontario Works Child Minding Agreement as provide care outside of MEDU mandate

o Review TEAM Child Minding Service Agreement to ensure funds are being maximized

• Competing needs for use of mitigation funding

o In 2013, mitigation funding being used to maintain status quo of approved Child Care Budget

o Still required a reduction in funding to the Special Needs area o Approved funding with required documentation to assist SNR provider with staff

adjustments, to date the documentation has not been received o As child care centres adjust programs to care for younger children and open

new extended day programs in FDK sites, mitigation funds may be required to fulfill Wage Improvement obligations

o Have used over one quarter of mitigation funding to date

• On-going waitlist for fee subsidy Without fee subsidy assistance, parents may: o Not be able to work therefore may need to access OW o Not be able to attend school

o have no other option than to place their child in an unregulated and unmonitored child care environment

• MEDU has noted that if child care funds were being used as intended to assist families with accessing licensed childcare with the necessary supports, there would most likely be no waitlist for fee subsidy in Northumberland

• The implementation of FDK continues to affect the on-going stability of child care

programs o 400 plus vacancies Countywide o Without additional operating funding, the cost for caring for younger children will

be priced out of what is affordable in our area

• Continues to be a lack of licensed child care in rural areas o Parents often forced to use unlicensed care in absence of qualified programs

• Many schools do not have sufficient numbers to support an extended day/before and

after school programs o Further concern as children must attend their home school for FDK even if there

is no licensed child care option available in the areaand it is required o Limits options and parental choice for quality licensed programs

• School’s First Policy supports child care programs to re-locate to schools with

unutilized space although concern as School Board rent continues to increase which is destabilizing

• Centres have started to experience a shortage of Registered Early Childhood Educators to operate licensed programs

Special Needs Resourcing (SNR)

• According to the Child Care Guidelines child care funding should be used to primarily

assist children with special needs who attend a licensed child care program and does not include home visits

• Historically in Northumberland County, child care SNR funding has been used primarily to support programs and services that assist children and families outside of the licensed child care sector

o In Northumberland County, approximately 12% of the children receiving support through child care SNR funding are in licensed child care

• County’s intent to move towards greater compliance with the 2013 Ontario Child Care

Service Management and Funding Guideline which has caused concern from the

provider, the board and parents that there are no other programs or services available to address their needs

• A new SNR service delivery model needs to be designed with community partner input to assure resources are being maximized

• The new service delivery model will have a phased in approach to ensure families who are currently receiving SNR assistance and who are not accessing licensed care will remain on caseloads until a natural break in service occurs

o No expansion of SNR services into the unlicensed area is allowed moving forward

• A consultant has been secured to assist Northumberland County with:

o The Board of the SNR provider to discuss the future direction, implications and risk assessment

o the SNR provider designing a three-year plan that will incorporate a new service delivery model that ensures compliance with child care guidelines and funding reductions

o Community consultation process to address the changes to the SNR model, to maximize resourcesand if identified, as a community, address gaps

• Worked with Alderville First Nation, MEDU and SNR provider to ensure special needs resourcing supports were purchased directly from the First Nation as historically the County was providing SNR supports to the Alderville First Nation Day Care through County child care funding which was outside of the scope

Ontario Early Years Framework

• The responsibility and funding for Early Child Development (ECD) Planning will be transferring to MEDU April 2014 with the intent to implement Child and Family Centres in September 2014

• No clear direction on how this transition is going to occur or what is required

Young Parent Program

• Need to re-evaluate the Young Parent Program to include a wider range of community supports to:

o ensure greater parental options o build community capacity to ensure maximizing all resources o ensure child care funding is not be used to support the program

• OW and Community Outreach Workers will work directly with their clients and will manage the incentives for the parenting guidance and support program participation:

o Increased client case management opportunities o Increased accountability

2014 Service Objectives and Initiatives

Child Care

As the CMSM, Northumberland County is responsible for planning and managing child care services at the local level. Child care services are managed through a service planning process that reflects current child care legislation, regulations, directives and guidelines. The new funding framework is intended to support the planning and managing of unique community priorities, changing demographics and the transforming local child care system as it responds to the implementation of FDK. 1. Development of a Child Care Service Plan

• Must support the broader system goals of increasingly coordinated and integrated early learning and care services

• Be developed and implemented based on local community needs

• Must engage child care service providers, school boards, the community and local stakeholders

• Must support the viability of the licensed providers

• Must support families having to access safe nurturing licensed care with supports to ensure inclusion

• Will include facilitated sessions to assist with plan development building on SNR planning

2. Development of a New Funding Model

• Replace existing wage subsidy funding model with an Operating Grant Policy

• Required to develop a policy for the equitable allocation of operating funding to child care operators, based on the following priorities and principles:

o Stabilize and transform the existing child care system to enable higher-quality, consistent services

o Allocate funds equitably and with transparency

o Increase convenience and reliability for parents o Supportprograms that serve children with special needs, as well as

Aboriginal and Francophone children o Support, strengthen, and where funds allow, expand the current proportion

of child care programs operated by non-profit providers o Stabilize child care fees o Retention of qualified stable staffing and support quality programming o Mitigate higher operating costs for younger age groups (ages 0-3.8) o Support the implementation of the Schools-First Child Care Capital Retrofit

Policy

• The Operating Grant Policy must be shared with the community to ensure a transparent approach

• Ensure all 2014 Child Care Funding Service Agreements reflect MEDU Guidelines

o Special attention to Ontario Works Child Care Agreements

3. Capacity Building Plan

• Required to develop a policy for the equitable allocation of Capacity Building funding

• The policy must be shared with the community to ensure a transparent approach

• Local discretion to direct funding to support a range of professional development opportunities, as follows:

o Align with Day Nurseries Act regulations and Ministry policy o Align with the six guiding principles outlined in Ontario’s Early Learning

Framework and promote reflective practise o Relate to child care program business administration o Relate to the health, safety and well-being of children o Release time and overtime to support staff in participating in professional

development opportunities o Travel costs to support attendance

4. Special Needs Resourcing Plan

• Continue to move towards greater compliance with the Ontario Child Care Service

Management and Funding Guideline • Implement three-year plan • Increase Enhanced Staffing Support • Continue to monitor and adjust SNR program in response to FDK implementation

5. Update Northumberland County’s Child Care Policies and Provider Handbook

• to reflect updated Guidelines

Early Learning and Child Development Planning /Community Capacity Building

• Continue to be actively involved on Community Committees that support integrated services for children, youth and families in Northumberland

• Continue to work with MEDU, MCYS and the Northumberland Early Learning and

Child Development (ELCD) Network to implement the new direction as set out in the Ontario Early Years Policy Framework asthe funding and responsibility for the following programs will be transferring from MCYS to MEDU effective April 1st, 2014:

o Ontario Early Centres o Data Analysis Coordinators (DACs) o Early Development Instrument (EDI) o Best Start (ELCD) Networks

• Implementation of Best Start Child and Family Centres September 2014

o No direction has been given on this to date

• Continue to build on SAIL training initiatives with community partners

Ontario Works Programs and Supports

• Examine and make necessary adjustments to the LEAP program to ensure the participants are receiving the necessary supports to successfully complete the program and receive the $500 incentive

o Consider options and work with community partners to increase completion of parenting hours

• To continue to build, strengthen and enhance community outreach and

partnershipsthrough NFY program, ensuring community partners, youth and parents are engaged in the planning process

• Implement Young Parent Initiative to support and assist OW and non-social assistance clients with access to health and safety equipment (cribs, car seats) and parenting guidance and support programs

o Continue to construct a coordinated service delivery program for Young Parents in Northumberland with the Young Parent Program, NFY, LEAP, Team and Community Partners by sharing our vision and resources to maximize program and service capacity and outcomes

Children’s Services Team/Department

• To support the Children’s Services team on increasing their knowledge with the Child Care Guidelines and the continued transformation of child care

o Assist with updating Northumberland County’s Child Care Policies and Provider Handbook to reflect updated Guidelines

o to encourage opportunities to engage and support the child care providers through the modernization of child care

• Continue to support and be part of the implementation of department direction such as:

o Human Service Integration o SAIL o SSSMP

• Continue to focus on accountability, outcomes and business focus during

transformation including professional development opportunities that support transformation and department directives

Organizational Chart – Children’s Services

As the CMSM, Northumberland County is responsible for planning and managing child care services at the local level.

Children's Services Manager

Clerical Support (1) Children's ServicesWorker (2)

Alliance Family Centre

Beehive Children’s

Centre

Brighton Children’s

Centre

Cobourg Day Care

Cook’s School

Day Care

Ganaraska Child Care

Centre

Junior Set

Nursery School

Northumberland Child

Development Centre

Wee Watch Northumberland

St. Peter’s Pre-School

Learning Centre

Sunshine Heights Co-operative

Day Care

Municipality of Port Hope

YMCA Northumberland

Alderville First Nation Day Care

NORTHUMBERLAND COUNTY - LICENSED CHILD CARE INFORMATION SUMMARY

As of August 2013

Licensed Centre Nursery School

0 - 18 Months

18 - 30 Months

2 1/2 - 5 Years

JK/SK 6 - 12 Years

Total

Alderville First Nation** 6 15 16 15 15 67 Alliance Family Centre 10 15 24 20 45 114 Beehive Children's Centre 10 24 8 14 56 Brighton Children's Centre 15 24 20 30 89 Cobourg Day Care 10 30 32 33 15 120 Duir School Support Program* 24 15 39 Ganaraska Child Care Centre - Highland 10 30 24 22 86 Ganaraska Child Care Centre - Percival 36 36 Junior Set Nursery School 16 16 St. Peter's Pre-School 24 24 Sunshine Heights Day Care 6 15 22 15 58 Watch Me Grow Daycare* 6 10 11 27

Cook's School Day Care Inc. Cook's Child Care Program 15 23 20 15 73

Victoria Park Child Care Centre 15 24 24 10 73 YMCA Northumberland

Baltimore YMCA 20 30 50 Beatrice Strong YMCA 15 24 20 30 89 Burnham YMCA 20 30 50 Cobourg Family YMCA 24 24 C.R. Gummow YMCA 22 22 Grafton YMCA 20 20 St. Joseph's YMCA 22 22 Terry Fox YMCA 3 24 18 45

Total Licensed Centre Based Care 40 48 188 320 236 368 1,200 Home Child Care Agencies

Cook's Home Child Care

3 Wee Watch Northumberland

10

Recreation Programs Cobourg YMCA

Port Hope Dept. Parks, Rec. & Culture**

Foot Notes * Denotes Centres that do not have a Service Agreement with the County ** Denotes Programs with a Fee Subsidy Agreement Only with the County All other Programs have a Fee Subsidy and Wage Subsidy Agreement with the County

APPENDIX A


HOUSING SERVICES Prior Year Accomplishments

Economic Renewal & Prosperity

• Local 10 Year Housing and Homelessness Plan – under the Housing Services Act, Service Managers are required to develop and approve Local Housing and Homelessness Plans that also meet identified provincial interests.

Sustainable Infrastructure & Services

• Implemented a new Asset Management Software planner and trained all Non Profit Housing Providers within the County to ensure long term planning for capital needs

• Implementation of Operational Reviews on Non Profit Housing Providers, this process ensures legislative compliance, best practices, identifies possible projects in difficulty (PIDS), foundation for financial and reporting policy development.

• Implementation of Smoke Free Housing Units within the County portfolio

• Annual unit and health and safety unit and site inspections

• Annual housing fire drills completed with Facilities Department and local fire departments

• Developed and circulated with Legal a new service agreement to be approved and implemented between housing providers and the County effective January 2014.

• Developed and amended 11 Housing policies that were approved by Council and now available on line.

• Continued to build on internal links to ensure that all clients are promptly and appropriately served

Supportive Communities

• Investment In Affordable Housing for Ontario, completion of an additional 24 affordable housing units bringing the total units to 81 in the County

• Two new homes were funded through the revolving fund for Homeownership in partnership with Habitat for Humanity.

• Community Homelessness Prevention Initiative Service Agreements to assist agencies in prevention of homelessness

• Used existing capacity within the Housing Division to offer Shelter Benefits under the new homelessness funding program to assist eligible ODSP recipients

• Updated promotional materials and circulated “Tenant Newsletters” for the Housing and Homelessness division and tenants

• Updated the Housing and Homelessness County Website in line with the new Housing and Homelessness consultations

• Worked alongside the management team and staff to support the Centralized Intake Unit/Community Outreach Program by cross training staff to support this model and introducing concepts related to people centered services and horizontal organizations

• Implemented new filing system in Housing Division in line with direction of the Corporation and consistent with the other Social Services Departments

• Hosted annual TAG meeting with agencies and Housing Providers to provide training and networking information and opportunities

• Hosted Housing Information Webinars sponsored by the Ontario Non Profit Housing Association for staff and Housing Providers

• Implemented service agreements to support access to rural transportation through Northumberland Transportation Initiative

• Implemented service agreements to support residents at risk of homelessness or homeless with Salvation Army Furniture Warehouse and Help Centre

Employer/Workplace of Choice

• Offered Professional Development and specialized training to housing staff to ensure they are well trained and informed in Housing sector related issues and concerns

• Conference - annual Ontario Non Profit Housing Association Conference, Building on our Strengths 2013

• Workshops - RGI in 3D, Ontario Landlords Rights and Obligations 2013, Time for a Check Up

• Webinars - Spring and Fall Webinar Series sponsored by ONPHA and Housing Services Corporation

Long Term Plan & Strategic Objectives

Vision & Work Related Initiatives

The vision of the Long Term Affordable Housing Strategy established a set of principles to guide the future of building a housing continuum from emergency shelters, transitional shelters, social and affordable rental housing to modest home ownership. The principles as found in the Long Term Affordable Housing Strategy are

• People-Centred: Housing programs, services and supports should be based on a “people first” approach that focuses on positive results for individuals and families.

• Partnership-Based: Housing in Ontario requires strong partnerships between all levels of government, non-profit and co-operative housing providers, and the people who require housing support to build healthy, sustainable and inclusive neighborhoods.

• Locally Driven: Affordable housing must be locally relevant and provided in a supportive environment that includes access to jobs, community resources and services.

• Supportive: Housing policy in Ontario will help those who are in need of housing move into permanent, affordable homes with appropriate support services.

• Inclusive: All persons have the right to equal treatment and protection from discriminatory practices that limit their housing opportunities.

• Fiscally Responsible: The strategy will reflect fiscal circumstances as they evolve, to promote a diverse housing marketplace that helps Ontarians access affordable housing.

Service Excellence – Operational and Administrative

10 Year Local Housing and Homelessness Plan

• Build upon the recommendations of the 10 Year Housing and Homelessness Plan to meet the needs of residents living in poverty and those homeless or at risk of homelessness within Northumberland County.

• Develop programs that address the needs of those households who are homeless or at risk of homelessness through effective programming, partnerships and service delivery of the Community Homelessness Prevention Program. (CHPI)

Department of Community and Social Services

• To support the Departments management team and all divisions with the ongoing introduction and maintenance of Human Services Integration models

Service Agreements

• Salvation Army Furniture warehouse to support those homeless or at risk of homelessness

• Northumberland Transportation Initiative to support rural transportation across the County

A Review of Existing Administrative and Operational Processes within Housing Division

• Update and review all current form letters for clarity and compliance with current legislation

• Review of current housing application process, alternate dispute resolution, referrals and support systems for tenants.

• Update Tenant Handbook to reflect changes, new expectations and opportunities.

Organizational Excellence

Social Housing and Energy Efficiency

• Focus on tenant and staff engagement to educate and reduce high energy costs and energy waste

• Develop opportunities to engage with tenants and other community partners to develop Community Champion Programs for our social housing communities

Professional Development

• Service Agreement training and implementation with Housing Providers will ensure consistency in the delivery of social housing programs that are compliant with legislation

• Provide ongoing training and engagement with Housing Providers and support agencies to ensure consistent and knowledgeable service delivery agents and staff

• Improve on established communication tools and find new ways to share information related to common issues within social and affordable housing

• Operational Reviews to identify best practices, business modification recommendations and legislative compliance

Technology

• Support staff training related to increase use of a variety of office suites

• Support training and implementation of the new Social Assistance Management System

• Support the implementation of an upgraded version of YARDI property management system

Accountability

Strong Communities and Commercial Rent Supplement Program

• Review all lease agreements for greater clarification of roles/responsibilities, identify risk management and accountability improvements between the landlord and the County

• Build better communication and working relationships between the County and private rent supplement landlords

• Develop information and education package for existing and new landlords to the rent supplement program

• Develop coordinated and regular process for unit inspections in partnership with Facilities to ensure the County is supporting safe quality housing for our rent supplement program

• Develop and engage a pool of landlords to draw from in order to ensure quality, affordable housing

Policy Development

• To collaborate with the Finance Department for the development of a financial reporting policy and subsidy reinvestment policy for social housing providers within Northumberland County

• To collaborate with the Facilities Department for the development of new and review

of existing property management policies.

• Draft policy that includes the nonprofit housing providers arrears information in the Provincial Arrears data base.

• Continued focus on effective rent arrears policy within the housing units to ensure increased revenue and successful tenancies

• To collaborate with Facilities Department focusing on effective policy geared at reducing vacancy loss, unit damage and quicker unit turnover

Asset Management

• To continue to build the Capital Reserve fund as per the BDO Dunwoody and Trow Consulting Building Condition Assessment

• To continue to build the Repair and Maintenance Reserve to ensure the ongoing upkeep of all County Housing properties

• Operational Review Process with nonprofit housing providers will have increased focus on their ongoing asset management model. Ongoing training will be provided to ensure all providers are using the Asset Planner Technology

• To finalize a report to council on the full state of the union of all providers, identifying best practices, common areas requiring business modification and a focus on asset management and End of Operating Agreements

File Management

• Ensure participation and support of the development of a proper file management system in line with the Corporation and the other divisions within the department

Ongoing Initiatives

• To utilize the Housing Services Corporation performance management indicators

• To work with finance department to ensure cost saving measures are continually identified

• To continue to develop effective Eviction prevention programs and strategies

• To improve and enhance the Community Homelessness Prevention Initiative

Northumberland County Housing Corporation

Northumberland County Affordable Housing Units

2014 Business Plan & Budget INCOME SERVICES Prior Year Accomplishments

Social Services Solutions Modernization Project (SSSMP)

As part of the Social Services Solution’s Modernization Project (SSSMP), local CMSMs were asked to actively participate in the design process by providing Subject Matter Experts (SMEs) to attend “Fit Gap” sessions. The main responsibility for session attendees was to provide subject matter expertise, identify specific regional or municipal disparities, knowledge transfer to their respective localities and provide feedback on new considerations for the design that may have been missed. A local Implementation Team, comprised of 3 managers and 9 members of staff, has actively been involved in Local Impact Assessments on new procedural changes to:

• Client Intake • Client Portal (i.e. client ability to access his/her own file remotely) • Outcome Management [Employment Planning] • FSW (i.e. pursuit of Family Support) • Case Management • Back–End-Financials (Form 5 Subsidy claims)

The Implementation Team also attended a “Live Expo” in Newmarket. This Expo provided the Implementation Team an opportunity to learn what is in store for the 2013 launch of the new Social Assistance Management System (SAMS). Two staff were designated as facilitators/trainers who attended 2 separate weeks of training in Toronto. These trainers, along with the site lead, have the task of scheduling and co-coordinating training modules geared to specific staff functions. Subject Matter Experts and Manager (local Implementation Team and managers) training was prepared, scheduled, and implemented by the 2 facilitators July 17th - July 30th. This was to allow the Facilitators an opportunity to “practice” on staff already involved and somewhat knowledgeable of SAMS, and also to enable managers to gain an insight into the changes, enabling them to be a resource, along with the trainers and SMEs for staff when the main staff (End User) training starts.

Community Hubs

Staff have utilized the Community Hubs (January-June, 244 clients seen over 29 occasions) in order to provide services in rural areas that were previously only available at the county building in Cobourg. The Hubs have also been regularly staffed (48 times by 8 staff members, January – June) in order to provide a county presence in outlying areas of the county. This initiative has been beneficial to clients in that they do not have to incur the inconvenience or cost of travel to Cobourg. The face to face contact is more conducive to relationship building, and in achieving positive outcomes.

Staff Development

Staff has been actively involved in the achievement and recognition of SAIL competences and normalization, with 75% of them as SAIL Champions and 75% of them on the Human Services Integration Committee (HSI) – increased participation in in-house committees that review and recommend improvements to existing business practices, and the introduction of new ones. To date (January – June) staff have attended 24 training sessions with more planned for the balance of 2013. Through Human Services Integration, interdivisional training has expanded staff knowledge and capacity.Staff has also been involved in theCommunity Leadership Development Initiative and in Succession planning. Client Service

The Income Services Division has committed time and resources to identifying and assisting clients to overcome barriers to employment, where those barriers are substantial assisted in the client making a successful claim to ODSP. This investment of staff time is reflected in the number of clients who are declaring earnings; (11.1% of the caseload) in that the length of time that a client is in receipt of assistance, in all case categories, is lower than the provincial average; in that as a % of the O/W caseload Northumberland County has 15% more clients in receipt of ODSP than the provincial average (effective June 30, 2012 the cost of which is 100% funded by the province). Length of Time on Assistance(June 2013)

Months on Assistance by Case Type

Northumberland June 2011



Central East Region Ontario

All Cases 13 15 17 19 23 Singles 10 12 14 16 19 Couples with children 15 16 20 22 25 Sole Support Parents 18 19 21 25 31 Couples without children 14 16 18 17 19

Caseload comparison(June 2013)

Area O/W Caseload ODSP Caseload O/W & ODSP Caseload

ODSP as a % of TotalCaseload

Ontario 257,390 567,995 55% Central East Region 27,804 69,644 60% Northumberland County 913 2,156 3,069 70% Durham Region 8,554 11,011 19,565 56% Peterborough City and County 3,655 4,426 8,081 55% City of Kawartha Lakes 1,616 2,661 4,277 62% Simcoe County 7,242 10,859 18,101 60% York Region 5,824 10,591 16,415 65%

2014 Challenges Social Services Solutions Modernization Project (SSSMP)

The implementation date for the SSSMP set for fall of 2013 has been delayed for the secondtime. End user training scheduled for August 2013 has been changed to November 2013. Budget changes and system delays are reasons that have been given for the delay. Despite the rescheduling, in fact because of the rescheduling, there will be an increased demand on staff time – both for further “Fit Gap” consultation sessions, and for training on the new Social Assistance Management System (SAMS). This will place a strain on the division’s ability to continue to provide quality timely service to our clients whilst meeting training requirements and transitioning to the new system. Projected staff time,yet to be spent, on dedicated training prior to SAMS implementation is a staggering 850 hours. Despite the considerable staff time committed to date, quality service to the public has not suffered due to staff commitment and planning.

Unlike the previous modernization initiative (SDMT in 2000), there will be no phasing in of the new system, running concurrently with the old system to allow for transition. As SAMS starts, SDMT will be shut down, leaving one with no back up should there be technical problems or operational gaps (as with any new system implementation). Community Hubs

Utilization of the community hubs, through their rural nature, means that staff time is lost to travel. Also, although this outreach is acknowledged as beneficial to clients living in rural areas, the time investment makes caseworkers unavailable to the rest of their caseload at the main office. This coupled with the previous 2 challenges compounds the difficulty involved in balancing time constraints imposed by new and ongoing demands upon staff.

Staff Development

Ongoing staff development and expansion of Human Services Integration whilst beneficial for staff and corporation alike, has increased demand upon staff time and commitment. Although a good investment, this impacts current service delivery, through limited availability of staff during time of training and transition.

Visions for 2014

The Integrated Social Assistance Management Framework (ISAMF)

ISAMF, a 2009 auditor general report indicated that government needs to place a strong onus on the management of social assistance, especially from an oversight and accountability perspective. • Northumberland County Income Services is committed to maintaining the overall health

of our community

• To continuously support consistent and positive outcomes for our clients and achieve value for money in all aspects of the management and delivery of social assistance

• Be actively involved in the SSSMP consultation process, to be at the forefront of change that impacts our clients

• To ensure that all staff receive quality SAMS training, that will prepare them to be effective and successful in a new technological environment

• To review current business processes and revise, to be in sync with the new SAMS technology, to the benefit of client and corporation

• Continue to invest in staff development and training which benefits not only our clients but the corporation as a whole

• Continue to enhance the Department’s role in Human Service Integration (HSI) internally and to expand to affect external integration with community partners.

• Continue to partner with community agencies to maintain/improve service delivery and meet the diverse needs of our clients in an ever changing environment

• Enhance services offered through Community Service Hubs

• Ensure that Provincial objectives are met to ministry standards, without sacrificing service quality and the ability to assist the most vulnerable members of our community

• Ensure that the Income Services Division is in a position to meet the changing needs of the client, the corporation and the ministry


Guiding concepts are: Service Excellence, Organizational Excellence and Accountability

• Ensure that services to the residents of Northumberland County are provided in a timely and efficient manner

• Commit to identifying, and providing supports to assist in overcoming, client barriers

• Commit to be an active participant in the Provincial process to improve service delivery.

Incorporating ISAMF principles.

• Work jointly with other managers to build on integrated service delivery model, implementation of Bridges Out of Poverty concepts and People Centered Service philosophy within department

• Monitor closely the labour market and the economic situation, for repercussions that affect Northumberland County residents. To plan for, where possible, and quickly react to meet the needs that arise as a result

• Continue to partner with community agencies, including The Salvation Army, Transition House Coalition of Northumberland and The Help Centre to provide emergency assistance including help with shelter, food and utilities to residents

2014 Business Plan & Budget FOOD 4 ALL NORTHUMBERLAND Prior Year Accomplishments

• Started community garden in the courtyard of 600 William Street transforming 2 raised gardens and one container into gardens containing assorted vegetables and fresh herbs

• Started the “Food 4 Kids” school back pack program where we provide basic food supplies in back packs to schools to distribute to students to take home. We started with 5 pilot schools in February of 2013 and plan to expand to approximately 10 schools beginning in September.

• Arranged consistent pick-ups of fresh products every other week to provide a consistent supply of fresh fruit, vegetables and dairy product to the warehouse and its members.

• Providing ongoing volunteer recognition, and training to our group of volunteers including health and safety, safe food handling, fork lift certification and customer service/sensitivity training

• Partnered with Northumberland Food for Thought committee to purchase and distribute more than $8000 worth of fresh fruit and dairy to the local school nutrition programs throughout Northumberland

2013 Challenges We had to deal with a staffing change during the second quarter of 2013 which has caused some minor disruptions to the operation. We are working on a revised job description for the Operations Associate position plan to have the position filled during Q3.

2013 Transition As the lead food security program in the County, Food 4 All took over the Service agreements of the following programs:

• Milk for Moms program through NCDC with a value of $47,000 • Good Food Box program through the Salvation Army valued at $17,000 • Milk and Meat program through NeighbourLink valued at $ 8,000

We began the process by going over each of the above agreements and establishing accountability measures with each of the organizations. Before the end of 2013, we will provide feedback and suggestions on them and decide if we should continue with the status quo. We might also suggest changes to the service agreements and their service delivery. The transition of these program funds has put all the food security programs under one manager to ensure less duplication of service in the County and ensure the best use of municipal funds. It will also eliminate the need to have 2 managers sitting on specific community based committees that are utilizing these funds.

2014 Vision • Utilize the (soon to be) newly purchased refrigerated cargo van to help with more fresh

and frozen food pick-ups and deliveries

• Continue to enhance the professional development of our staff and volunteers

• Expand our relationship with local community gardeners to provide additional fresh vegetables to our members

• Provide a consistent supply of fresh protein items including locally grown beef to food banks on a monthly basis.

• Provide more fresh fruit, vegetables and dairy items to local school nutrition programs

• Build on existing relationships with local organizations to help provide more services to our members including food education, food preparation and storage skills and community kitchen classes

Product Distribution Totals (January – September)

Member Groups Total Product Distributed in Cases/pounds (% of total)

2011 2012 2013*

Food Banks 12,290/ 368,700 (47) 14,671/ 440,130 (50) 28,161/844,830 (79)

Churches 5642/ 169,260 (22) 6463/ 193,890 (22)

Community Groups 4410/ 132,300 (17) 5095/ 152,850 (18) 4363/130,890 (12)

Schools 3770/ 113,100 (14) 2938/ 73,450 (10) 3073/76,825 (9)

TOTALS (cs/lbs.) 26,112/ 783,360 29,167/ 860,320 35,597/1,052,545 * 2013 statistics only include product distributed up to the 14th of August, 2013. * Church groups have been reclassified as either food banks or community groups. * Additionally, other OAFB food banks in neighboring communities are included in the food bank totals.

Food Distribution Recipients

Food 4 All Warehouse

22 Faith Based Organizations

20 Food Banks

70 + Community

Groups

40+ School Programs

2014 Business Plan & Budget EMPLOYMENT & SUPPORT SERVICES Prior Year Accomplishments

Ensure programs and services meet the needs of social assistance recipients

• Employment Information and Supports video completed. The video is presented to all clients applying for Ontario Works assistance.

• Continued to build capacity to assist individuals with addiction issues. The “fast track” referral process to Four Counties Addiction Services Team (FourCAST). Transition House and Cornerstone staff can also “fast track” referrals to Four Counties Addiction Services Team.

• Extended the LIFE program by four days to provide supported opportunities for participants to effectively link with Employment Ontario providers and/or educational resources.

• Offered the Green Trades training in Cobourg and Campbellford in the spring of 2013.

• The CERP Front Line Networking Group has planned a Job Fair for September 26, 2013. The Fair will provide an opportunity for employers, job seekers and employment resources to match hiring needs with potential candidates.

• Continued to support the Status of Women project, WISE by Plan. A pilot project to use SnagPad as a tool to assist clients in their job search is scheduled to start in August. SnagPad is a job search learning and management application that helps facilitate the transition to the labour market.

• Developed a process for an Employment Caseworker to serve and support clients who wish to apply for ODSP. The goal is to ensure that clients understand how to apply to ODSP, to appeal decisions they disagree with, and, to explain the options available. As of July 2013 there are 237 clients who are somewhere in the process of applying for ODSP.

Enhance the Division’s role in local Human Services Integration

• Employment Services staff are actively involved in the Community Outreach Program as backup support.

• Continued collaboration of staff and CERP members in providing LIFE, a portable pre-employment program, at various locations throughout the County.

• Co-chaired the Front Line Networking Group. This group is representative of the CERP membership and has been focusing on job development.

• Built a liaison between the Court Domestic Violence worker and Support Services staff.

• Meeting with Employment Caseworker and ODSP staff to review referral process of ODSP spouses and dependant adults for employment supports.

Professional development

• One staff from this division has completed SAMS train-the-trainer training. In-house SAMS training for all staff will be provided in preparation for the launch of SAMS technology.

• Supported two staff from this division in the Community Leadership Development Initiative.

• Co-facilitation of the Leadership Series for Succession Planning groups.

• Implemented standardized online testing (Word, Excel, Outlook) for clerks and case aides. Supports provided to assist with upgrading.

Increase job and program retention strategies

• Continued to provide training opportunities for clients through the LIFE program, Green Trades. Personal Support Worker (PSW) training was completed in June 2013.

• Established stronger ties with Watton Employment Services, Employment Ontario provider. Staff from both offices are building stronger ties in an effort to effectively support and monitor client progress.

Ensure ongoing Ministry funding

• Completed the Ontario Works Service Plan 2013-2014. Ministry approval received in July 2013.

Monitor the performance of Employment and Support Services to ensure funding and program accountability

• Employment Outcomes

2008 2009 2010 2011 2012 2013*

1A - Average amount of employment earnings 732.94 711.34 767.89 768.52 849.02 843.90

1B - Average earnings at exit 888.58 939.23 1282.08 1249.47 1379.45 1145.87

1Di - Average earnings of participants on OW at least 12 months

817.57 775.45 860.68 838.15 889.25 864.39

2A - Percentage of caseload with employment income 12.79% 11.00% 10.51% 10.6% 10.4% 9.7%

2B - Percentage of cases exiting to employment 29.55% 11.31% 22.07% 21.7% 15.8% 15.2%

2C - Job retention in months - time to re-entry when left for employment within 24 months

8.93 10.56 10.08 10.5 9.4 12.7

2D - Job retention as a percentage of exiting cases returning within 24 months

12.37% 7.06% 7.34% 7.2% 6.2 5.4%

2E - Average length of time on assistance to employment 9.63 8.36 10.55 10.4 12.2 13.6

*2013-January to May 2013

Case Presenting

The Case Presenting Officer (CPO) has been invited to participate in the provincial CPO Working Group which includes ODSP and OW. The group discusses issues and decisions that are being challenged, and, is looking at approaches and processes that will ensure consistency across the province.

Eligibility Review

Beginning in the fall of 2013, the Eligibility Review Officer will complete targeted random reviews of files. This quality control initiative is a function that was previously completed by the Ministry.

Title Definition

1A Average Employment Earnings Average amount of employment earnings for participants with earnings

1B Average Amount of Earnings at Exit Average amount of employment earnings at exit where earnings have taken the benefit unit off assistance

2A % with Employment Income % of caseload with employment income

2B % of Caseload Exiting to Employment % of benefit units exiting to employment where earnings have taken benefit unit off assistance

2C Job Retention Rate Average Months to Reentry

Job retention rate determined by average length of time from exit due to earnings and/or employment to reentry into social assistance where earnings have taken benefit unit off assistance

2D Job Retention Rate Job retention rate determined by the percentage of benefits units who exit social assistance due to earnings and/or employment and return where earnings have taken benefit off assistance

Eligibility Review Savings 2009 to 2012 – forecasted for 2013

Family Support

Family Support Savings 2009 to 2012 – forecasted for 2013


Based on economic and labour market uncertainty and pending further review of all provincially-funded employment programs, longer-term objectives in Employment Services are being deferred until further details are known. Ontario Works Employment Programs are intended to be fluid and meet the needs of the individuals that are receiving social assistance in a realistic and supportive manner. Close monitoring of demographics, strategies, successes, and outcomes will continue to occur in order to ensure quality customer service and full provincial funding.

2014 Service Objectives

Accountability

Ensure program delivery is aligned with legislation, regulation and policy.

• Build systems to capture relevant data for review.

• Focus on defining and analyzing outcomes for improved performance.

• Building efficient business processes that fit with the SAMS technology.

• Building on quality assurance file reviews. Review and incorporate reports that SAMS technology is to provide.

• Ensure expenditures are within budget limits.

• Implement changes to our service delivery and/or funding as directed by the Ministry.


Improvement of business process, maintain a high performing, well-trained staff and manage performance.

• Ensure that staff receive SAMS training and are prepared to work in a new technological environment.

• Review current business processes and adapt for a better fit with SAMS technology.

• Continue to review effectiveness of programming to meet service targets to ensure funding.

• Increase the level of assertive outreach and follow-up to clients who become engaged in self-improvement opportunities.

• Continue with job retention strategies.

• Develop and support goals/outcomes for the CLDI group.

• Review the Joint Implementation Plan of May 2006 with MCSS to ensure a flow of ODSP spouses and dependant adult referrals.

• Update the Employment Information and Supports video.

Service Excellence

Collaboration amongst partners and an integrated client-centred approach

• Support clients to use SAMS technology to apply for assistance, report income and receive communications.

• Use the concepts of SAIL and Bridges Out of Poverty to effectively engage, support and challenge clients.

• Use community partnerships and services to develop paths of continuity, support and success.

• Continue to refer employment ready clients to Employment Ontario supports.

• Develop programming to support the client’s path to independence.

• Build structured, strategic plans with clients as early as possible. Intentional planning with built-in objectives, goals and resources will be incorporated in the SAMS technology roll-out.

• Increase the level of follow-up to individual participants.

• Build capacity, internally and with community partners, with FourCAST to create common service expectations/community standards to enhance professional addictions service.


ADMINISTRATIVE SERVICES Prior Year Accomplishments Economic Renewal & Prosperity • Created a communication strategy to raise awareness of the enhanced Community Outreach

Program model including presenting to various community organizations such as the Health Unit, Watton Employment Services and The Community Employment Resource Partnership (CERP)

• Implemented a new database and trained all staff in the Community Outreach Program

• Used existing capacity within the Community Outreach Program to offer Shelter Benefits to qualifying community members

• Created a database of resources through the Community Outreach Program to assist all staff with quality referrals to a variety of supports and resources

• Worked with the Sports Council and Join In Northumberland to investigate integrated opportunities for access to recreational opportunities for residents

• Continued to build on internal links to ensure that all clients are promptly and appropriately served

• Offered People Centered Service training to staff and interested community partners

• Created a Bridges Out of Poverty staff committee to participate in a Central East Region “think tank” designed to implement Bridges Out Of Poverty concepts and principles that came out of the 2012 community sessions on a region-wide basis

• Supported the Community Leadership Development Initiative to move forward with developing outcomes for their group that have measureable impact on the community

Sustainable Infrastructure & Services

• Partnered with the Finance Department and lawyer to create, support and implement a revised, consistent Department Service Agreement, procedures and training supports to providers

• Continued the evolution of integrated administrative support unit for the Department Supportive Communities

• Continued the development of the Centralized Intake Unit/Community Outreach Program by

cross training staff to support this model and introducing concepts related to people centered services and horizontal organizations

• Completed a draft social media policy and procedure for the Department and had it reviewed by a lawyer

• Launched social media initiatives to better inform and engage clients

• Revamped the Department’s website with an emphasis on client access

• Updated promotional materials for the Community Outreach Program while reviewing those of the Department as a whole

• Developed a “Community and Social Services” presentation that focuses on the new model of service delivery

• Began development of a “Service Guide” to promote the Department’s services to community partners

• Sponsored the Community Development Series Professional Development sessions for community service providers offering training on Change Management, Facilitation Skills, Workplace Innovation, Policy and Procedure and People Centered Services to support the community with leadership skills, community development, common vision, language and expectations of staff from community partners

Employer/Workplace of Choice

• Partnered with Human Resources Department to support the intakes of the Succession

Planning Program including coaching the groups forward with implementing their new skills on the job

• Supported interested staff in developing skills to facilitate Supportive Approaches through Innovative Learning (SAIL)

• Hosted 5 day compressed SAIL event for interested County staff, Department staff and community partners

• Offered Professional Development series—the Community Development Series (Change Management, Facilitation Skills, Policy and Procedure Development, Workplace Innovation and People Centered Service) to all staff

• Offered SAIL Refreshers to staff


The following objectives are part of the ongoing revisions to the Administrative Services Division:

Service Excellence

• Analyze and implement feedback processes, including development of client empowerment tools

• Develop and implement local programs that meet the needs of residents living in poverty thereby lowering the number of people at risk in the County

• Introduce and maintain Human Services Integration models to the Department and Community


• Streamline and modernize marketing materials

• Build on established communication tools to ensure broader community is aware of activity and resources within the Department

• Develop and maintain leadership development strategies and systems

• Develop and maintain standards and consistency with the Department’s Professional Development programs while considering possibilities of sharing some of the opportunities with community partners

Accountability

• Implement the File Management System for the Department in partnership with Corporate Services

• Modernize administrative and financial processes within the Department

• Develop policies and procedures that support effective policy and program delivery

2014 Service Objectives & Initiatives

Service Excellence

o collaboration amongst partners o ensuring a client-centered approach

• work jointly with other managers to build on integrated service delivery model, implementation of Bridges Out of Poverty concepts and People Centered Service philosophy within Department

• examine opportunities to engage the community in integrated partnerships to ensure bundled and properly sequenced programming opportunities exist for our clients

• present information regarding the Department and the Community Outreach Program to community agencies to ensure full access and awareness of programs

• work with the Northumberland Poverty Reduction Action Committee and other interested community partners to develop local strategies and marry initiatives through the Community Outreach Program to better address local needs

• ask for and examine feedback from the community, developing strategies to address recurring issues such as enhancing communication systems between service providers; enhancing available transportation systems; integrating food security programs within the County and opportunities for the Community Outreach Program to assist with acknowledged deficits

• advance integration of services through the Community Service Hubs

• provide information contained in the Community Outreach Program Resource Manual to support staff at local agencies


o maintaining a high performing, well trained and diverse workforce o modernizing business processes o modernizing information technology

• work with the HR Department to support the process of any further Succession Planning intakes

• continue to build on previous training initiatives recognizing the stewardship standard set by the Province that social assistance operations accept the responsibility to serve Ontario’s most vulnerable populations through a client centered approach to everyday business

• support the implementation of new technologies through the Social Assistance Management System (SAMS) and the Community Outreach Program

• work with staff to analyze, develop and introduce new local business processes to support the Ontario Works program considering the changes necessary to reinforce SAMS technology and its impacts. This modern technology should present opportunities to streamline intake processes and reduce staff time on administrative functions thereby increasing time for innovations in case management and client support functions

• work with the Community Leadership Development Initiative group to further their training and supporting ideas or initiatives coming forward

• use a range of modern communication strategies including social media and the redesigned website to enhance levels of awareness about our programs

• promote the new Service Guide to community agencies

Accountability

o ensuring modern controllership, program sustainability and value for money o ensuring effective policy and program delivery

• build on internal performance measurement systems and statistical record keeping

• work with the Finance Department to examine potential cost savings strategies

• work with community partners to examine potential cost savings through process improvements

• continue with implementation of new file management processes and Enhanced Community Outreach Program

• review administrative support processes for efficiencies

• strengthen and encourage client engagement and satisfaction in our programs through the use of social media feedback forums

2014 Issue Papers

Community & Social Services

Issue Paper #1 – LHC Housing Capital

Purpose

The purpose of this report is to provide recommendations to move towards sustainable capital funding for maintaining the existing County housing stock.

Background

Please find attached to this paper a copy of the ten year capital plan for the 344 County owned housing units. This plan was prepared to show the actual cost of maintaining the Housing units over the next ten years. Using Industry standards of depreciation and expected life span to come up with the estimated life

The current annual amount allotted to Housing Capital is $500,000, looking at the capital plan it will require upwards of $600,000 to $700,000 to ensure proper asset management and upkeep of the buildings.

The province had funded a number of major capital repairs in the past few years, but there is no indication of upcoming renovation or retrofit funds. Failure to increase the capital funds to meet the needs of the ten year capital plan will result in the maintenance program falling behind and will become expensive to catch up.

Financial Impact

Increase annual capital and maintenance by $100,000 funded by levy.

Recommendation

Under the direction of the Director of Community and Social Services it is recommended that the Capital Repairs and Maintenance 2014 budget be increased by $100,000 for the Northumberland County Housing Corporation to meet the projected maintenance cycle as laid out in the capital plan.

2014 Issue Papers

Community & Social Services

Issue Paper #2 – Yardi Upgrade

Purpose

The purpose of this report is to provide recommendations to move towards an updated integrated software solution for managing the social housing centralized waitlist, ongoing rent calculations, and the Local Housing Corporation stock and tenant files.

Background

The Public housing management software currently used to manage Northumberland County’s properties is due to be upgraded. The current system is a combination of an internally hosted database server and an externally hosted web server. The internal server software and database version are in an unsupported version, which needs be upgraded. Currently, housing staff are required to put new applications and updates in both systems. Rent calculations performed on one system have to be re-entered on the other system. With this double entry of data there is an increased risk of error. Reporting in the current system is unreliable and cumbersome as data from both systems needs to be run and validated.

The developer of the software Yardi Systems Inc. has moved to an updated fully integrated solution, Yardi Voyager. It essentially takes both systems and integrates them into a single platform and database via a hosted SaaS (Software as a Service) solution. The upgrade would resolve the need for double entry of data, streamline workflows, and improve reporting capabilities.

Financial Impact

Yardi Voyager upgrade costs for 14 named licensed users:

Total year 1 investment 57,300 (includes annual license fee) Annual license fee starting year 2 33,600 (currently $12,700)

Recommendation

Under the direction of the Director of Community and Social Services, it is recommended that County Council approve the upgrade to Yardi Voyager as listed above.

Documents

2014 Community and Social Services - Northumberland County