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Griffin Centre
Balanced Scorecard
2017 / 2018 Fiscal Year
All data based on the fiscal year unless otherwise noted.
Target Achievement Colour Legend
Met / Exceeded target 100% ≥ actual to target ratio
Near target 85-99% actual to target ratio
Needs attention < 85% actual to target ratio
2
TOWARDS CAPABILITY & CAPACITY
Building Sustainability
TOWARDS VISIBILITY TOWARDS TRANSFORMATION
Managing Risks
Support Innovation
Build Sustainability Manage Our RiskA Compelling
ProfileBoard
Direction
ST
RA
TE
GIC
T
HR
US
TS
201
6-2
017
SUC
CES
S IN
DIC
ATO
RS
GRIFFIN CENTRE STRATEGIC FRAMEWORK: 2016 - 2017K
EY
A
RE
A
Partner to Improve Community Care
Optimize Our Resources
Impact through Innovation
Attract, Retain & Develop Talent ST
RA
TE
GIC
O
BJE
CT
IVE
S Enhanced Client Lives
Lead in Our Community
Build a Sustainable Resource Base
OP
ER
AT
ION
AL
O
BJE
CT
IVE
S
Assess Service Outcomes & Profile
Innovations
Demonstrate Staff Commitment to
Mission/Vision/Values
Improve Compensation &
Clarify Roles
Develop Research, EBP & Quality Assurance
Capacity
Increase Agency Revenues to Support
Service Delivery
20
16
-20
17 A
NN
UA
L IN
ITIA
TIV
ES
Continuously Improve
Build on Our Strengths
Griffin
Centr
e,
Marc
h 2
016
Sustained Giving
Review Service Feedback & Implement
Recommendations
Enhance the Continuum of
Supports and Services for Clients
Continue to Identify Efficiencies in
Operations
Improve Agency Core Processes & Systems
Develop Plans to Stabilize Physical
Services & Operations
Support Outside-the-Box
Opportunity-Seeking initiatives.
Create Leading-Edge Opportunities
to Profile the Agency.
Evaluate Risks in the
Agency at All Levels.
Attract New & Existing
Funders / Donors.
Ensure Capacity, Skills &
Resources to Implement Strategies.
A C E
B D F
A
B
A
B
Secure additional “Walk In” partners
Implement PBIS in Intensive Youth
Services
A
B
Review Strategic
Alliance opportunities
AO training plan focuses on allyship and
work with clients
C
D
Develop tracking mechanisms for
recording & file audits
Review staff compensation
E
F
Complete satisfaction surveys for all services
Develop a framework for program evaluation
Implement FR plan to increase revenues
Secure annualized funding re: Ministry
Business Cases
A
B
2 new partnerships secured
EBP Implemented in Intensive Youth Programs
A
B
Report to BOD. Decisions made
Training provided. Staff engaged in work
C
D
Tracking system implemented
Orientation system and jobs reviewed and aligned
.
E
F
85% Satisfaction Achieved
Fundraising revenues increased per FR plan
Plan implemented Business Cases addressed B
A
B
A
A
B
Overview of People Served in
2017/18
4
People Served in 2017/18
Clients: In 2017/18, Griffin Centre served 2,074 unique* clients
(403 unique Adult and 1,684 unique Youth**)
These 2,074 clients received a total of 2,636 core services
Participants: In addition, Griffin Centre groups / workshops / outreach
activities were attended by 5,754 participants***
Total: Overall, Griffin Centre served a total of 8,390 clients and
participants across all services in 2017/18
5
*Unique = each client is only counted once (i.e. a single client file)** 13 clients were served in both Youth and Adult programs***Participants are multiple counted, and per session attended (i.e. head counts)
2,074 Unique Clients Served
by Core Services(Clients are multiple counted based on core services received)
6Note: 13 clients were served in both Youth and Adult programs*Includes Doorways and reachOUT
Number of Clients Served in Each Program Area(multiple counted by core service received)
2017/18%
Change2016/17
%Change
2015/16
Adult Programs (403 unique Adult clients) 615 16% 528 16% 455
Youth Programs (1,684 unique Youth clients) 2,021 5% 1,925 7% 1,791
Youth & Family Support Services (YFSS) Clients Served (counted by core service)
1,066 14% 928 29% 719
Day School and Residential Clients Served (counted by core service)
128 -1% 129 -7% 139
Community Connections* (CC) Clients Served (counted by core service)
827 -5% 868 -7% 933
Total Clients Served: Youth + Adult (counted by core service)
2,636 7% 2,453 9% 2,246
Participantsby Groups / Workshops / Outreach Activities
(Participants are multiple counted based on sessions attended)
7
Participants(multiple counted by session attended, i.e. head counts)
2017/18 2016/17 2015/16
Community Connections (CC):YOW – Youth Outreach and reachOUT groups
5,754 2,196 4,024
Total Participants 5,754 2,196 4,212
Note – 2016/17 and 2015/16 Community Connections included: Community Connections (CC) – Youth Outreach, reachOUT groups, RNN – Newcomer, RNN/YOW Collaborative, Doorways
Stakeholder Scorecard
9
STRATEGIC OBJECTIVE:
Enhanced Client Lives
OPERATIONAL OBJECTIVE:
Enhance the Continuum of Supports and Services for Clients
Indicator:Service Targets Met or Exceeded
% of Funded Service Targets Met
by Program Area
Program Area
2017/18 2016/17 2015/16 2014/15 2013/14
FTEFunded Target
(≥)Actuals
% Targets
MetFTE
Funded Target
(≥)Actuals
% Targets
MetFTE
Funded Target
(≥)Actuals
% Targets
MetFTE
Funded Target
(≥)Actuals
% Targets
MetFTE
Funded Target
(≥)Actuals
% Targets
Met
Adult 50.8 606 622 103% 50.8 606 632 104% 33.7 575 547 95% 33.7 605 591 98% 33.7 580 463 80%
Youth & Family Support Services
36.9 1,075 1,361 127% 36.9 1,075 1,207 112% 32.2 905 985 109% 32.2 910 991 109% 32.2 806 927 115%
Youth Day/School & Residential
80.5 249 263 106% 80.5 249 295 118% 54.9 249 245 98% 54.9 249 270 108% 56.1 204 228 112%
Totals: Ministry Funded Programs
168.2 1,930 2,246 116% 168.2 1,930 2,134 111% 120.8 1,729 1,777 103% 120.8 1,764 1,852 105% 122 1,590 1,618 102%
Community Connections 10 723 758 105% 13 1,032 868 84% 22.3 1,032 1,048 102% 12.3 129 883 684% 12.3 129 816 633%
TOTAL - ALL PROGRAMS 178 2,653 3,004 113% 181 2,962 3,002 101% 143 2,761 2,825 102% 133 1,893 2,735 144% 134 1,719 2,434 142%
10Funded Target = Funded Service TargetActuals = Actual Number of Clients Served (multiple counted based on program attended / service received)
11
STRATEGIC OBJECTIVE:
Enhanced Client Lives
OPERATIONAL OBJECTIVE:
Improve Agency Core Processes & Systems
Indicator:Average Length of Wait for Service to Begin
Average Wait for Service to Begin(After Intake, i.e. Workers’ Wait List)
12
Note: Client may have been receiving other services while waiting.*Average length of time in days from the date service is assigned (and put on wait) to the date service is activated(in CR), i.e. after Intake**First time WIT has had a wait; the agency did a business case for additional resources
Program / Service(Youth)
2017/18 2016/17
# of Clients Waiting
Average # of Days*
# of Clients Waiting
Average # of Days*
Youth & Family Support Services (YFSS) Core Services
93 83 91 56
Psychological Assessment 46 151 26 227
Partners in Autism (PIA) 28 108 35 112
Whatever it Takes (WIT) 25 59 N/A N/A
Intensive Child and Family Services (ICFS)
21 95 6 36
13
STRATEGIC OBJECTIVE:
Enhanced Client Lives
OPERATIONAL OBJECTIVE:
Improve Agency Core Processes & Systems
Indicator:Case Flow: Cases Closed vs Carried Forward
Case Flow – Agency-Wide(Cases Closed vs Carried Forward)
Program Area# of Active
Cases in 2017/18
Cases Closed in 2017/18
Cases Carried Forward to 18/19
# % # %
Youth Services* 1,100 730 66% 370 34%
Adult Services 403 225 56% 178 44%
14
Note: Numbers are unique (each client only counted once).*Includes all YFSS, Youth Day/Residential clients, and CC: Doorways, Courts, and reachOUT Counselling clients. Does not include Youth Outreach Worker (YOW) clients; as part of the service model, cases are not closed, rather kept open to continuously serve
Case Flow – By Program
(Cases Closed vs Carried Forward)
15
Program# of Active
Cases in 2017/18
% Closed in 2017/18
% Carried Forward to
18/19
Youth
Doorways 183 60% 40%Youth & Family Support Services (YFSS) Core Services
197 50% 50%
Day School 104 41% 59%reachOUT 92 52% 48%
Whatever It Takes (WIT) 77 65% 35%Partners in Autism (PIA) 26 69% 31%
Intensive Child & Family Services (ICFS) 18 61% 39%Residential 18 33% 67%
Adult
Griffin Community Support Network (GCSN)
233 62% 38%
Collaborative & Individualized Resources (CAIR)
38 26% 74%
Day Program (GBC) 27 52% 48%Residential 9 33% 67%
16
STRATEGIC OBJECTIVE:
Enhanced Client Lives
Indicator:Service Complaints Received and Resolved
OPERATIONAL OBJECTIVE:
Review Service Feedback & Implement Recommendations
% of Service Complaints Received(Target ≤ 1% of clients served)
2017 2016 2015 2014 2013
# of Complaints Received 12 9 8 8 7
# of Clients Served 2,074 2,028 1,750 2,011 1,961
% of Complaints Received (Target = ≤ 1%)
0% 0% 0% 0% 0%
17
Note: Based on the calendar year.
% of Service Complaints Resolved(Target = 100%)
2017 2016 2015 2014 2013
# of Complaints Received 12 9 8 8 7
# of Complaints Resolved 10 9 7 8 5
% of Complaints Resolved (Target = 100%)
83% 100% 88% 100% 71%
18
Note: Based on the calendar year.
19
OPERATIONAL OBJECTIVE:
Improve Agency Core Processes & Systems
Indicator:Agency Level of Risk
STRATEGIC OBJECTIVE:
Continuously Improve
Ministry Rating of Risk(Target = Low Risk)
2018* 2016 2014 2012 2010
Ministry Level of Risk Rating
Low Risk Low Risk Low Risk Low Risk Low Risk
20
Note: Based on calendar year.*Occurs every two years.
21
STRATEGIC OBJECTIVE:
Impact Through Innovation
OPERATIONAL OBJECTIVE:
Enhance the Continuum of Supports and Services for Clients
Indicator:Implementation of an Evidence-Informed
Approach / Practice
Positive Behaviour Interventions &
Supports (PBIS): Status of Implementation
22
Cross-functional working group established
Regular meetings held
Key achievements this past year:
• Created new, and/or updated existing tools, support documents, etc. to
align PBIS with our current processes
• Began embedding the PBIS language in the work we already do
• Developed a PBIS Logic Model
• Aligned PBIS with KoNote* to support the work
Current work:
• Planning underway for Fall 2018 training and implementation of PBIS in
the Youth residences
*KoNote is a goal-focused electronic Client Information System developed by Dr. Gotlib, one of Griffin Centre’s consulting Psychiatrists. More information about KoNote on slide 45.
Financial Scorecard
24
Indicator:% Change in Funding Year-Over-Year
STRATEGIC OBJECTIVE:
Build a Sustainable Resource Base
OPERATIONAL OBJECTIVE:
Increase Agency Revenues to Support Service Delivery
% Change in Funding Year-Over-Year(Target ≥ 2% increase year-over-year)
Type of Funding
Funding
2017/18%
Increase2016/17
% Increase
2015/16%
Increase2014/15
% Increase
2013/14
Base Funding (Adult, YFSS, Youth Day / School & Residential, and Community Connections)
$19,888,911 15% $17,746,024 4% $17,127,489 6% $16,216,762 16% $13,940,885
New Programs $0 -- $0 -100% $96,587 100% $0 -100% $1,390,000
Fiscal or One Time $365,933 2% $357,493 -20% $445,633 57% $283,056 -73% $1,044,621
Total (Base Funding + New Programs + Fiscal or One Time)
$20,254,844 12% $18,103,517 2% $17,669,709 7% $16,499,818 1% $16,375,506
25
Breakdown of New Program / Fiscal /
One Time Funding
Type of FundingNew / Fiscal / One Time Funding
2017/18 2016/17 2015/16 2014/15 2013/14
New Programs
Temporary Supports $0 $0 $0 $0 $304,200SAL $0 $0 $0 $0 $0CMH - Schools $0 $0 $0 $0 $0CMH - Other $0 $0 $0 $0 $0CAIR $0 $0 $0 $0 $0Merge/VALTA $0 $0 $0 $0 $1,085,800Walk-In $0 $0 $96,587 $0 $0
Total New Programs $0 $0 $96,587 $0 $1,390,000
Fiscal or One Time
Passport $0 $0 $0 $0 $12,471Client supports $0 $0 $1,016,110 $0 $0Program evaluation $0 $0 $0 $0 $0French Language Services $15,000 $24,000 $20,000 $0 $0Safe Communities $0 $0 $0 $4,000 $0Maintenance and Repairs $43,021 $33,028 $141,148 $121,550 $93,150Program Start Ups $0 $0 $0 $0 $593,000Rent assistance $307,912 $300,465 $300,485 $157,506 $0Building Start Up $0 $0 $0 $0 $346,000
Total Fiscal or One Time $365,933 $357,493 $1,477,743 $283,056 $1,044,621
Total New Programs + Fiscal or OneTime Funding
$365,933 $357,493 $1,574,330 $283,056 $2,434,621
Total Base + New Programs + Fiscal orOne Time
$20,254,844 $18,103,517 $17,669,709 $16,499,818 $16,375,50626
27
OPERATIONAL OBJECTIVE:
Continue to Identify Efficiencies in Operations
Indicator:Relief Staffing Costs
STRATEGIC OBJECTIVE:
Optimize Our Resources
Residential Relief Staffing CostsElect to Work (ETW) vs Purchase Staffing (PS)
(Target ≥ 59% ETW: ≤ 41% PS)
Program2017/18 2016/17 2015/16 2014/15 2013/14
ETW PS ETW PS ETW PS ETW PS ETW PS
Jeffcoat 164,102 46,219 194,364 42,684 $198,242 $59,228 $115,358 $44,741 $103,158 $56,007
Hopecrest 152,149 35,079 163,220 57,150 $104,340 $57,888 $119,484 $33,664 $112,523 $37,836
PATH 265,453 91,003 243,250 226,899 $177,595 $289,654 $236,131 $182,369 $161,213 $77,986
Kempsell 226,567 39,357 268,248 48,000 $220,783 $95,753 $168,752 $9,039 $227,547 $22,639
Yorkland 150,007 63,461 194,961 79,232 $195,161 $117,462 $206,137 $145,227 $185,944 $87,853
Totals $958,278 $275,119 $1,064,043 $453,965 $896,122 $619,985 $845,862 $415,040 $790,385 $282,321
Total Relief StaffingCost (ETW + PS)
$1,233,397 $1,518,008 $1,516,107 $1,260,902 $1,072,706
% ETW vs PS (Target ≥ 59% ETW / ≤ 41% PS)
78% 22% 70% 30% 59% 41% 67% 33% 74% 26%
28
Annual % of ETW vs PS Staffing Costs(Target ≥ 59% ETW: ≤ 41% PS)
29
74%67%
59%
70%
78%
26%33%
41%
30%22%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2013/14 2014/15 2015/16 2016/17 2017/18
% o
f To
tal R
elie
f C
ost
s
% ETW vs PS Costs
ETW Purchase Staffing
30
Indicator:Fundraising Revenue
STRATEGIC OBJECTIVE:
Sustained Giving
OPERATIONAL OBJECTIVE:
Increase Agency Revenues to Support Service Delivery
Fundraising Revenue 2017/18
31*Targets are measured by Campaign not Fiscal Year and change year-over-year of the 3 Year Fundraising Strategy Plan**Based on the calendar year
2017/18 2016/17 2015/16
Targets* Actuals Actuals Actuals
3-Year Fundraising Strategy Donations:
EMBODY YOGA** $86,000 $79,336 $61,702 N/A
Holiday Campaign** $15,000 $17,134 $15,331 $18,355
Corporate & Foundation Giving (excluding Event and Campaign donations)
$20,000 $9,886 $4,500 $6,500
Third Party $2,500 $20,414 N/A N/A
Boat Cruise N/A N/A N/A $43,979
Board Campaign N/A N/A N/A $4,251
Total $123,500 $126,770 $81,533 $73,085
Unsolicited / Non-Strategy-Related Donations
Government Grants N/A $70,467 $242,795 $277,639
Walk-In Grants N/A $46,482 $16,572 $0
Corporate Donations (excluding Event donations) N/A $0 $0 $0
Individual Donations (excluding Event donations) N/A $3,104 $32,976 $8,185
In Memory N/A $190 $1,146 $505
In Honour N/A $120 $0 $0
Bequests N/A $0 $0 $0
Loblaws N/A $5,900 $10,100 $5,250
Other / Ad Hoc N/A $14,146 $6,286 $0
Total $140,409 $309,875 $291,579
Grand Total $123,500 $267,179 $391,408 $364,664
Fundraising Revenue
Year-Over-Year Comparison
2017/18 2016/17 2015/16 2014/15 2013/14
Fundraising Revenue
$267,179 $391,408 $364,664 $407,751 $437,417
32
33
OPERATIONAL OBJECTIVE:
Improve Compensation & Clarify Roles
Indicator:Salary Comparisons
STRATEGIC OBJECTIVE:
Attract, Retain & Develop Talent
Salary Comparisons
34
Position Griffin CentreChildren's
Mental Health Ontario
Education CAMH Child Welfare Hospitals
Psychologist 95,166 - 98,973 80,741 - 96,614 76,933 - 103,304 88,803 - 119,769 N/A 105,000 - 115,000
Director 86,309 - 106,857 96,507 - 133,921 N/A N/A 113,637 - 143,339 112,000 - 178,000
Supervisor 69,048 - 85,487 60,411 - 82,650 N/A N/A 83,131 - 103,079 80,683 - 113,841
Social Worker, MSW 55,238 - 68,390 56,306 - 72,649 40,024 - 87,876 66,709 - 89,895 75,943 - 92,181 76,000 - 116,000
Child & Youth Worker (CYW)
44,278 - 54,820 42,818 - 59,183 28,265 - 55,601 N/A 64,336 - 76,466 47,800 - 72,000
Reception / Admin. Assistant
34,301 - 42,467 35,604 - 45,367 37,846 - 84,381 51,304 - 59,143 50,632 - 58,612 38,629 average
Internal Organizational
Scorecard
36
OPERATIONAL OBJECTIVE:
Improve Agency Core Processes & Systems
Indicator:Serious Occurrence Report (SOR)
Submission Timelines
STRATEGIC OBJECTIVE:
Continuously Improve
% of Serious Occurrence Reports (SORs)
Submitted on Time(Target = 100%)
Timeliness of SOR Submissions 2017 2016 2015 2014 2013
Adult SORs(n=40)
24 hours 90% 89% 90% 94% 99%
7 days 100% 96% 100% 100% 100%
Youth SORs(n=112)
24 hours 92% 99% 93% 92% 95%
7 days 100 99% 100% 99% 100%
37Notes: Based on the calendar year. Target set by the Ministry.
38
OPERATIONAL OBJECTIVE:
Improve Agency Core Processes & Systems
Indicator:Workplace Safety Reporting Trends
STRATEGIC OBJECTIVE:
Continuously Improve
Workplace Safety Reporting TrendsAgency-Wide
Targets(≤)
2017* 2016 2015 2014 2013
WSIB Premiums N/A $207,272 $211,561 $201,738 $174,609 $156,449
% change N/A -2% 5% 15.5% 11.6% 3.4%
Claims Experience
# Incidents 30 30 17 36 43 20
# Claims 25 17 33 32 37 29
Days Lost Time 500 723 385 456 1083 657
WSIB Reimbursement for Lost Time and Health Care Costs
$60,000 $125,161 $69,898 $48,723 $139,876 $78,235
% change N/A 79% 43% -65% 79% 246%
Note: Based on the calendar year.
*Two injuries from 2016 totaled $102,975 in 2017 = 82% of claims this year. 39
Workplace Injury Claimsby Residential Program
40
Note: Based on the calendar year.
*One injury totaled $68,429 in 2017 = 79% of Residential claims this year.
Claims Experience 2017* 2016 2015 2014 2013
Youth Residential Programs
# of WSIB Claims 8 15 15 17 8
WSIB Reimbursement for Lost Time& Health Care
$75,048 $25,764 $5,073 $102,314 $19,276
% change (Youth) 191% 408% -95% 431% 39%
Adult Residential Programs
# of WSIB Claims 8 13 7 13 14
WSIB Reimbursement for Lost Time& Health Care
$11,738 $31,176 $33,989 $27,840 $44,713
% change (Adult) -62% -8% 22% -38% 493%
Totals
# of WSIB Claims 16 28 22 30 22
WSIB Reimbursement for Lost Time& Health Care
$86,786 $56,940 $39,062 $130,154 $63,989
% change (Total) 52% 46% -70% 103% 199%
41
OPERATIONAL OBJECTIVE:
Improve Agency Core Processes & Systems
Indicator:Repair & Maintenance Response Timelines
STRATEGIC OBJECTIVE:
Continuously Improve
Repair & Maintenance Response Timelines(Target ≥ 85% resolved within 72 hours)
2017/18 2016/17 2015/16 2014/15 2012/13
Total # of Issues 138 141 157 172 115
% Resolved in 72 Hours* 70% 52% 96% 96% 95%
42
*100% of all issues are addressed within 72 hours. 59 issues were deemed “Health and Safety”. Of these 69% (n= 41) were resolved within 72 hours; the remaining 31% (n=18) were resolved outside of 72 hours, as parts or supplies needed to be ordered to fix the issue.
43
OPERATIONAL OBJECTIVE:
Improve Agency Core Processes & Systems
Indicator:Quality Improvement Initiatives
STRATEGIC OBJECTIVE:
Continuously Improve
Quality Improvement Initiatives
44
Paperless Project – Move to Electronic Client Files:
Consulted with other agencies and applied their learnings
Piloted with a sub-group of programs in November 2017
Phased in a rollout to all remaining programs beginning February 2018
• All files for new clients to the agency are paperless
• All files for both new and existing clients in our Intensive Programs (i.e. Residential and Day School) are paperless
By September 2018, rollout will be complete across the agency
Key Achievements:
• Developed processes and procedures, including file naming conventions, electronic report sign-off, quality audits, file retention and shredding schedules
• Trained all staff and program areas (complete by end of Summer 2018)
• Implemented and trained a consistent Admin Team to support the ongoing scanning, uploading and auditing of client files
• Successfully uploaded 3,844 documents to CR (Client Record) to date
Quality Improvement Initiatives
45
KoNote:
KoNote was created by Dr. David Gotlib (one of Griffin Centre’s consulting Psychiatrists)
It is a goal-focused electronic Client Information System that allows workers to:
• Record clients’ goals, develop plans to achieve them, and identify indicators of progress (i.e. outcomes)
• Describe and track progress towards the goals (i.e. quantifies progress)
• Provides visual analysis of change in the indicators over time
Began in our VALTA Day School Programs in Summer 2015, followed by our PATH Residence and all remaining Day School Programs in Fall 2017
By early Fall 2018, the two remaining Youth residences – Hopecrest and Jeffcoat – will be using KoNote
Next phase will involve bringing KoNote to Adult Residential
The tool continues to be modified with the support of Dr. Gotlib and his team, and based on Griffin feedback to address our identified needs
Quality Improvement Initiatives
46
Client Record (CR) Process Improvements:
Implementation of changes to how staff enter data in CR, which will result in better information about:
• Referrals
o How many we receive, externally and internally
o How many do not result in open cases, and why
• Intake
o How long clients are in Intake (i.e. the length of the Intake process)
o How many cases close at Intake (i.e. before service begins) and why
• Wait Times
o How long clients wait for service to begin, from the point of service request, to when service begins (i.e. wait times from the perspective of the client)
Streamlining of the list of “Services and Events” in CR, for increased ease of data entry for staff, as well as improved ability to collect and report data to our funders
Ongoing data quality improvement measures (e.g. staff training / retraining)
Learning and Growth
Scorecard
48
OPERATIONAL OBJECTIVE:
Demonstrate Staff Commitment to Mission/Vision/Values
Indicator:Staff Impressions of Growth and
Professional Development at Griffin Centre
STRATEGIC OBJECTIVE:
Attract, Retain & Develop Talent
49
67%
41%
46%
73%
74%
75%
52%
12%
31%
17%
12%
10%
14%
19%
21%
28%
37%
15%
16%
11%
29%
0% 20% 40% 60% 80% 100%
Griffin Centre demonstrates commitment to helping mesucceed.
Griffin Centre has a performance management system (e.g. ICount / Performance Appraisals) that motivates staff to engage
in lifelong learning.
Griffin Centre has an active educational framework in place.
My immediate supervisor/manager/director supports andencourages me to take advantage of training and development
opportunities, within the constraints of our budget.
I have the opportunity to improve my skills at Griffin Centre.
I am satisfied that the work I do makes full use of myknowledge, skills and abilities.
I am satisfied with the opportunities for me to grow, develop,and advance in my career at Griffin Centre, taking into account
the financial constraints of the agency.
Strongly Agree + Agree Disagree + Strongly Disagree Undecided + No Comment / Don't Know
Staff Feedback on Growth and Professional
Development at Griffin Centre
50
OPERATIONAL OBJECTIVE:
Demonstrate Staff Commitment to Mission/Vision/Values
Indicator:Employee Turnover Trends
STRATEGIC OBJECTIVE:
Attract, Retain & Develop Talent
Employee Turnover in 2017(Target ≤ 10%, i.e. retain 90% of staff)
Area / Staff GroupAverage # of Employees
Voluntary Exits
Involuntary Exits
Total # of Exits
% Turnover
Adult Programs 9 0 0 0 0%
Adult Residential 19 1 0 1 5%
YFSS and CC 48 9 0 9 19%
Youth Day School and Residential
58 5 1 6 10%
Admin Staff 12 2 0 2 17%
Directors 11 1 0 1 9%
Total 157 18 1 19 12%
51Note: Based on the calendar year.
Reasons for Voluntary Exits 2017
Reasons for Leaving 2017 - Voluntary Exits (n=18): # of staff % of staff
Career Opportunity 7 39%
Compensation* 4 22%
Moved 3 17%
Family, Child-care 3 17%
Retirement 2 11%
Return to School 2 11%
Health reasons 1 6%
52
Note: Based on the calendar year.*Staff were asked to provide their “primary reason” for leaving; four staff identified “compensation” as a secondary reason
Employee Turnover Year-Over-Year(Target ≤ 10% overall, i.e. retain 90% of staff)
Area% Turnover
2017 2016 2015 2014 2013
Adult Programs 0% 11% 11% 20% 0%
Adult Residential 5% 38% 19% 15% 17%
YFSS and CC 19% 23% 18% 8% 11%
Youth Day School and Residential 10% 10% 12% 9% 12%
Admin Staff 17% 21% 71% 32% 32%
Directors 9% 9% 29% 19% 9%
Total 12% 18% 19% 12% 13%
53Note: Based on the calendar year.
Balanced Scorecard
Part 2 – Fall 2018
To Be Presented in Fall 2018
Client and parent / caregiver satisfaction levels
Service outcomes (i.e. CAFAS data)
File audits and recordings (outcome improvements)
Internal staff training (provided and received)
statistics
Internal staff training evaluation feedback
GBC & MMW statistics and feedback
Progress on Strategic and Operational Objectives
55
Thank You
56