HEALTH AND SOCIAL SERVICES ADVISORY COMMITTEE

Transcription

1 HEALTH AND SOCIAL SERVICES ADVISORY COMMITTEE 6:00 p.m. Thursday, July 20, 2017 Board Room Health and Social Services Department 12 Gilbertson Drive, Simcoe 1. Disclosure of Pecuniary Interest 2. Additions to Agenda 3. Adoption/Correction of Advisory Committee Meeting Minutes Page A. Health and Social Services Advisory Committee Meeting Minutes 1 dated June 15, Update on Reports A. From the June 15, 2017 Meeting 5. Staff Reports 5.1 Social Services A. H.S.S Ontario Works Service Plan B. H.S.S Children s Services Child Care Expansion Funding-BUDGET AMENDMENT C. H.S.S Early Years System Quality Enhancement D. H.S.S Ontario Early Years Child & Family Centres Transition Plan

2 5.2 Social Housing A. H.S.S Year Housing and Homelessness Plan Year 3 Report, Public Health A. Acting Medical Officer of Health Update B. Staff Memo from Susan Taylor, Director, Public Health 97 Operational Audit: Monthly Progress Update C. Staff Memo from Susan Taylor, Director, Public Health 102 Operational Audit Implementation of Recommendation 1.6: Board of Health Sub-Committees 5.4 General Manager A. Review of the Terms of Reference for the Health and Social Services Advisory Committee 6. Sub-Committee Reports 6.1 Finance and Audit A. Staff Memo from Susan Taylor, Director, Public Health 105 Operational Audit Implementation of Recommendation 1.8: Information Provided to the Board of Health 7. Communications A. The Regional Municipality of Durham 111 Healthy Babies Healthy Children Program Targets and Funding B. The Regional Municipality of Durham 115 Provincial Alcohol Strategy C. The Regional Municipality of Durham 121 Human Papillomavirus (HPV) Immunization Catch-up for Boys 8. Other Business 9. Adjournment 10. Next Meeting Thursday, August 17, 2017 Contact Information Marlene Walker, Administrative Coordinator marlene.walker@haldimand-norfolk.org

3 HEALTH AND SOCIAL SERVICES ADVISORY COMMITTEE THURSDAY, JUNE 15, 2017 The following are the minutes of the Health and Social Services Advisory Committee meeting held on Thursday, June 15, 2017, at 6:00 pro in the Health & Social Services Department, Simcoe. Members Present: Councillor Tony Dalimonte, Chair Councillor Doug Brunton Councillor Bernie Corbett Councillor Harold Sonnenberg Councillor John Wells Also Present: Marlene Miranda, General Manager, Health & Social Services Susan Taylor, Director, Haldimand-Norfolk Health Unit Dr. Malcolm Lock, Acting Medical Officer of Health, Haldimand-Norfolk Health Unit Heidy Van Dyk-Ellis, Manager, Social Services & Housing Kathy Heffer, Program Manager, Haldimand-Norfolk Health Unit Lynda Burville, Public Health Nurse, Haldimand-Norfolk Health Unit Courtney-Brooke Laurie, Public Health Dietitian, Haldimand-Norfolk Health Unit Jen Snell, Program Coordinator, Children's Services Lori Friesen, Supervisor, Purchasing and Support Services, Haldimand County Marlene Walker, Administrative Coordinator, Health & Social Services (Recorder) Regrets: Councillor Fred Morison 1. DISCLOSUREOFAPECUNIARYINTERESTANDTHE GENERAL NATURE THEREOF None were reported. 2. ADDITIONS TO AGENDA The following items were added to the agenda 5. D) Social Housing Reports i) Home For Good Proposals - Councillor Corbett Page 1 of 7 1

4 Health and Social Services Advisory Committee Thursday, June 15, Other Business i) Supports for Students Affected by Recent Tragedy - Councillor Corbett ii) Harm Reduction Presentation - Chair Dalimonte 3. REVIEW OF MINUTES A) Health and Social Services Advisory Committee Meeting Minutes dated May 18, 2017 The minutes of the Health and Social Services Advisory Committee meeting dated May 18, 2017, having been distributed to all Committee Members and there being no errors reported, they were thereupon declared adopted and signed by Chair Dalimonte. 4. UPDATE ON REPORTS A) From the May 18, 2017 Meeting Marlene Miranda, General Manager, advised the reports from the May 18, 2017 Advisory Committee meeting were approved as presented by Norfolk Council at their May 23 and June 13, 2017 Council meetings. s. REPORTS A) General Manager B) Public Health i) Acting Medical Officer of Health Update Dr. Malcolm Lock, Acting Medical Officer of Health, provided an update on issues involving Carfentanil, Lyme disease, Pertussis, Naloxone for OPP health and safety use and digital yellow cards for vaccination records. Questions were answered of Committee Members. Page 2 of 7 2

5 Health and Social Services Advisory Committee Thursday, June 15, 2017 Marlene Miranda, General Manager, distributed a news release from the Ministry of Health and Long-Term Care announcing funding to hire front-line workers and additional naloxone kits to combat the opioid crisis. ii) Staff Report H.S. 17-"14 Baby-Friendly Initiative and Designation Lynda Burville, Public Health Nurse and Courtney-Brooke Laurie, Public Health Dietitian, presented Report H.S with the aid of a PowerPoint presentation. Questions were answered of Committee Members. Mover: Councillor Sonnenberg Seconder: Councillor Brunton THAT Staff Report H.S , Baby-Friendly Initiative and Designation, be received as information; AND THAT the Board of Health supports the Haldimand-Norfolk Health Unit's completion of the Baby-Friendly designation in Carried. iii) Staff Memo from Kathy Heffer, Program Manager Re: Update re: Health Care in Southwest Norfolk Marlene Miranda, General Manager, answered questions of Committee Members. Mover: Councillor Wells Seconder: Councillor Corbett THAT the Staff Memo re: Update re: Health Care in Southwest Norfolk Update, be received as information. Carried. C) Social Services i) StaffReportH.S Service Agreement with Evergreen Heights Child Care Centre Child Care Fee Subsidy Page 3 of 7 3

6 Health and Social Services Advisory Committee Thursday, June 15, 2017 Heidy Van Dyk-Ellis, Manager of Social Services & Housing, introduced Report H.S and answered questions of Committee Members. Mover: Councillor Brunton Seconder: Councillor Corbett THAT Staff Report H.S , Service Agreement with Evergreen Heights Child Care Centre - Child Care Fee Subsidy, be received as information; AND THAT Council authorize the Mayor and the Clerk to enter into a service agreement with Evergreen Heights Child Care Centre located at 140 0ak Street, Simcoe for the provision of subsidized Iicensed child care at the daily rate of $41 for infants, $39 for toddlers and $37 for preschoolers. This approval is conditional upon submission by Evergreen Heights Child Care Centre to Norfolk County of verification of adequate liability insurance and Iicensing approval from the Ministry of Education. Carried. ii) Staff Report H.S Cross-Jurisdictional Agreements - Child Care Fee Subsidy Jen Snell, Program Coordinator, presented Report H.S and answered questions of Committee Members. Mover: Councillor Wells Seconder: Councillor Corbett THAT Staff Report H.S , Cross-Jurisdictional Agreements Child Care Fee Subsidy, be received as information; AND THAT Council authorize the Mayor and Clerk to enter into cross-jurisdictional child care fee subsidy agreements with bordering municipalities (City of Brantford/Brant County, St. Thomas-Elgin County, Niagara Region, and the City of Hamilton) as required, to meet the needs of residents in Haldimand and Norfolk who require subsidized child care outside of Haldimand and Norfolk; Page 4 of 7 4

7 Health and Social Services Advisory Committee Thursday, June 15, 2017 AND FURTHER THAT Council authorize the Mayor and Clerk to enter into cross-jurisdictional child care fee subsidy agreements as requested by bordering municipalities to meet the needs of families residing outside of Haldimand and Norfolk who require subsidized child care within Haldimand and Norfolk. Carried. iii) Staff Memo from Heidy Van Dyk, Manager Re: Basic Income Guarantee Pilot Project Update Manager of Social Services & Housing, Heidy Van Dyk-Ellis, answered questions on the three year pilot program initiated by the Province. Mover: Councillor Sonnenberg Seconder: Councillor Brunton THAT the Staff Memo re: Basic Income Guarantee Pilot Project Update, be received as information. Carried. D) Social Housing i) Home For Good Proposals Councillor Corbett requested an update on the status of the proposals submitted for the Home For Good funding. Heidy Van Dyk-Ellis, Manager of Social Services & Housing, reported that seven applications were received from community partners. After a thorough review, six of the applications met the eligibility criteria and were submitted to the Ministry for consideration before the May 19, 2017 deadline. Staff has not received any word from the Ministry on funding approvals. 6. CORRESPONDENCE A) The Regional Municipality of Durham Re: Vaccine Preventable Diseases Program Funding Page s of 7 5

8 Health and Social Services Advisory Committee Thursday, June 15, 2017 B) The Regional Municipality of Durham Re: Opioid Addiction and Overdose C) The Regional Municipality of Durham Re: Adult and Older Adult Oral Health Mover: Councillor Wells Seconder: Councillor Sonnenberg THAT Correspondence items A) through C) be received as information. Carried. 7. OTHER BUSINESS i) Supports for Students Affected by Recent Tragedy Councillor Corbett advised of a recent tragedy in Dunnville and inquired about supports available for the young people affected. Marlene Miranda, Susan Taylor and Lori Friesen will work together to determine supports and connect individuals. ii) Harm Reduction Presentation Chair Dalimonte reported the presentation to Haldimand County Council by Health Unit staff on the harm reduction program went really well. Committee Members where reminded of the community information event, Let's Talk About Opioids, is being held in Simcoe tonight and in Dunnville on June CLOSED "IN-CAMERA" SESSION A) Staff Report H.S Recruitment of a Full-Time Medical Officer of Health Mover: Councillor Corbett Seconder: Councillor Brunton THAT Committee convenes in Closed Session at 7:10 p.m. to discuss a matter pursuant to Section 239 (b) of the Municipal Act Page 6 of 7 6

9 Health and Social Services Advisory Committee Thursday, June 15, as amended as the subject matter pertains to personal matters about identifiable individuals including employees of the municipality or local board. Carried. Mover: Councillor Corbett Seconder: Councillor Brunton THAT Committee adjourns this Closed Session at 7:40 p.m. and reconvenes in Open Session. Carried. 9. NEXT MEETING Thursday, July 20, :00 pro Health and Social Services Department Mover: Councillor Sonnenberg Seconder: Councillor Brunton Adjournment: 7:48 p.m. i % xy! Q,'?p3Jct.y Chair? Page 7 of 7 7

10 FO-48 May 19/15 Page 1 of 5 Advisory Committee Meeting July 20, 2017 Council-In-Committee Meeting August 15, 2017 Subject: Ontario Works Service Plan Report Number: H.S.S Department: Health and Social Services Closed Session: Yes No Budget Amendment: Yes No Strategic Plan Linkage: Yes No Recommendation of Health and Social Services Advisory Committee: Recommendations: THAT Staff Report H.S.S , Ontario Works Service Plan , be received as information; AND THAT Council approve the Ontario Works Service Plan for , as presented in this staff report; AND FURTHER THAT Council direct staff to submit the Ontario Works Service Plan for to the Ministry of Community and Social Services for their approval; AND FURTHER THAT Council authorize the Mayor and Clerk/Manager of Council Services to sign the Ontario Works Service Contract with the Ministry of Community and Social Services for the delivery of the Ontario Works program in Haldimand and Norfolk Counties. Introduction/Background: Receipt of Ontario Works funding from the Ministry of Community and Social Services (MCSS) is contingent upon the completion of a service plan that clearly reflects a Consolidated Municipal Services Manager s (CMSM s) practical strategy for achieving improved employment outcomes for Ontario Works participants and providing a full range of employment assistance activities that support the holistic concept of increased employability. MCSS has identified that, at a minimum, the service plan must include the CMSM s vision and mandate, an environmental scan of the CMSM s catchment area, an overview of how the program will be managed as well as the strategies that will allow the CMSM to achieve identified employment and earnings outcomes. 8

11 H.S.S Page 2 of 5 Generally, a service plan will be approved by the Ministry if it: demonstrates how the key strategies in the service plan support the program s vision and mandate; provides a summary of the environmental context in which Ontario Works employment assistance will be delivered; demonstrates the appropriate financial and administrative activities required to support program delivery; illustrates how the CMSM will invest in the employment-related strategies that best reflect their caseload, local conditions and local priorities and offer the best results to their participants; and has reasonable, realistic, and achievable targets. This report provides an overview of the Ontario Works Service Plan for that will be submitted to the Ministry once Council approval is given. Discussion/Analysis: The development of the attached Service Plan was completed by the Ontario Works management team and was guided by the requirements set out by the MCSS. The Ministry has identified a vision and mandate that is shared by all CMSM s and is articulated as follows: Vision To achieve improved employment outcomes for Ontario Works participants by increasing individual employability with the goal of sustainable employment and increased financial independence. Mandate To provide employment assistance and financial assistance to people in financial need. The Ontario Works program: recognizes individual responsibility and promotes self-reliance through employment; provides financial assistance to those most in need while they meet obligations to become and stay employed; effectively serves people needing assistance; and is accountable to the taxpayers of Ontario. This shared vision and mandate served as the starting point for the Haldimand and Norfolk service planning process. Specifically, the Service Plan identifies how the 9

12 H.S.S Page 3 of 5 CMSM will help people move towards employment by achieving performance indicators within two measured employment outcomes: Employment: helping people find and keep jobs; and Earnings: helping people achieve financial independence. It is recognized that the achievement of these two measured outcomes is inextricably linked to the overall strategies we have in place for increasing employability. Increased employability strategies reinforce our service plan, reflecting the holistic concept that employment assistance measures need to: help participants in the development of relevant knowledge, skills and attitudes; motivate participants to demonstrate individual responsibility for goal attainment; assist participants in accessing appropriate supports such as child care, stable housing, transportation and health services; and move participants along the employment continuum and provide access to community involvement. Ontario Works participants are required to complete an Outcome Plan with their Case Manager as part of the verification interview process. The Outcome Plan contains the actions the participant will take to work towards the attainment of employment and progress towards financial independence. In addition to job searching activities, a participant may undertake educational and re-training activities or activities to improve their physical and mental health in order to remove any barriers to employment. The Outcome Plan also identifies any supports that the participant may need in order to reach their goals. These supports may be accessed within the Ontario Works program through the Employment and Community Services Team, or may be accessed within the community. Ontario Works Case Managers are very knowledgeable of community resources and make referrals to these services for clients as part of the outcome planning process. Outcome Plans are monitored by Case Managers and continued participation in Ontario Works is contingent upon the participant working towards achieving the goals established in their plan. Staff monitors the targets identified in the Service Plan on a regular basis and report to MCSS each quarter the progress made in meeting the targets. In addition, the strategies identified in the Service Plan are continually reviewed to ensure that outcomes are being achieved. Because the Service Plan is intended to be a living document, where necessary, based on local environmental changes, the strategies and targets identified in the Service Plan will be modified. Interdepartmental Implications: Norfolk N/A 10

13 H.S.S Page 4 of 5 Haldimand Haldimand staff agree with the information provided in this report. Financial Services Comments: Norfolk Along with the Budget Submission Package, the Service Plan is required to receive Ministry funding to provide the Ontario Works program with the associated administration costs. The Approved 2017 Levy Supported Operating Budget for Ontario Works includes a total net levy requirement of $2,404,400 to be shared by both Haldimand County ($1,074,500) and Norfolk County ($1,329,000). The Ontario Works Service Plan , as presented, does not have a direct financial impact on either County s Net Levy. Haldimand Haldimand Finance staff have reviewed this report and agree with the information provided by Norfolk Financial Services. Consultation: N/A Corporate Strategic Plan Linkage: Goal 1: Financial Sustainability and Fiscal Responsibility Goal 2: Improved Essential Infrastructure Goal 3: Recruitment and Succession Management Goal 4: Corporate Communications Strategy Communication Plan: Not Required Media Release Public Consultation / Information Public Participation Plan Details: Conclusion: The Ontario Works Service Plan must be submitted to the MCSS in order to receive our on-going funding. The Service Plan is a living document which is reviewed by the Haldimand & Norfolk Social Services Management Team on a regular basis. If necessary, in year adjustments to targets can, and will be made, to reflect any major changes in our local environment. Attachments: Ontario Works Service Plan

14 H.S.S Page 5 of 5 Submitted By: Marlene Miranda General Manager For more information, call: ext Prepared By: Heidy Van Dyk-Ellis, MPA Manager, Social Services & Housing For more information, call: ext

15 Ontario Works Service Plan Template: 2017 & 2018 CMSM / DSSAB 2017/ /19 FIRST NATIONS 13

16 Table of Contents Section 1: Ontario Works Vision and Mandate... 1 Section 2: Environmental Scan... 5 Section 3: Program Management Section 4: Outcome Strategies Ontario Works Service Plan Template February

17 ONTARIO WORKS SERVICE PLAN TEMPLATE Delivery Partner: Norfolk County For the two year period: 2017 & 2018 or 2017/ Section 1: Ontario Works Vision and Mandate All Ontario Works delivery partners share the same vision and mandate. This serves as a common starting point for the service planning process. Vision To achieve improved employment outcomes for Ontario Works participants by increasing individual employability with the goal of sustainable employment and increased financial independence. Mandate To provide employment assistance and financial assistance to people in financial need. The Ontario Works program: recognizes individual responsibility and promotes self-reliance through employment; provides financial assistance to those most in need while they meet obligations to become and stay employed; effectively serves people needing assistance; and is accountable to the taxpayers of Ontario. Ministry Priorities Ontario Works delivery partners play a key role in delivering on many of the government s priorities and have the ability to leverage provincial investments in infrastructure, education and social services to create new opportunities for clients. The Service Plan provides an opportunity for delivery partners demonstrate linkages between local service delivery and Ministry priorities. Enter specific activities and strategies here to address the following three key Ministry priorities in : Improved service coordination and communication between Ontario Works and Ontario Disability Support Program (ODSP) delivery offices within the service area, including transfers between programs, business protocols, shared case Ontario Works Service Plan Template March

18 management when appropriate, and expanded and strengthened access to employment services for ODSP clients and people with disabilities within the community. Haldimand and Norfolk Social Services and our local ODSP office have established a joint committee, consisting of management and frontline staff from both programs. The committee meets quarterly at either the Social Services or ODSP office to discuss issues of common concern and to problem solve any local issues that are occurring between our offices. The overall purpose is to ensure that we are working collaboratively to best serve our program participants and to ensure a seamless transition for participants when they transition from Ontario Works to ODSP. When issues arise outside of the meetings, the program managers will consult with each other to problem solve; this also happens at the frontline level. One of the Ontario Works Supervisors has been identified as the Lead liaison between our office and ODSP; this has supported consistency in decision-making on issues of common concern and has helped in the relationship building process between our offices. In Ontario Works there is one Case Manager who supports the non-disabled participating spouses of ODSP participants. We feel that this approach allows for more consistent service to clients and the ability to establish relationships between the OW Case Manager and Case Managers at ODSP. Stronger collaboration with local economic development organizations to identify, expand and leverage provincial investments in infrastructure and resource development to provide opportunities for Ontario Works clients, youth and disadvantaged populations to access skills training, work experience, and new jobs. The Program Coordinator, Employment Services, meets regularly with representatives of the municipal Economic Development divisions in both Haldimand and Norfolk Counties to keep abreast of the activities of our respective programs and to discuss ways that the divisions can work more collaboratively around issues related to employment. Members of the Ontario Works Employment Services team have also participated in municipally organized economic development symposiums. The Program Coordinator has also developed partnerships with other community organizations that do work related to employment and economic development including Venture Norfolk (formerly the Norfolk Business Development Corporation), the Grand Erie Business Centre, Service Canada, St. Leonard s Community Services, Employment Ontario and Fanshawe College. The purpose of these partnerships is to increase community awareness of the Ontario Works Employment Services programs and also to increase employment opportunities for Ontario Works participants. Establishing local partnerships with community organizations to build on and strengthen supports to Ontario Works clients, including individuals with multiple barriers to employment (i.e. long-term recipients of social assistance), marginalized or disadvantaged groups across service sectors including: health, developmental services, housing, violence against women prevention, human Ontario Works Service Plan Template March

19 trafficking or education and training. The Ontario Works program is very proud of the many partnerships that we have built both internally with our colleagues in Public Health and Social Housing, and in the community to better support our participants, particularly those who are the most vulnerable. Below is a list of the community partners with whom we work on a regular basis: Fanshawe College Employment Ontario Community Career & Employment Services (Norfolk) Employment Ontario St. Leonard s Community Services (Haldimand) Grand Erie District School Board (Grand Erie Learning Alternatives GELA) Haldimand & Norfolk Literacy Council Haldimand & Norfolk Community Support Services ACE/ABEL (individualized employment counselling, job development and on-the job support for clients living with a mental illness) Simcoe s Salvation Army s Family and Community Services (parenting, homemaking, anger management) Norfolk Community Help Centre (supporting our low German speaking Mexican Mennonite community) Dunnville Salvation Army Community & Family Services (Trusteeship Program, Emergency Housing, Housing Help & Homelessness Prevention Programming) The Minga/Shared Harvest/Dream Program in Dunnville Grand Erie Business Development-Haldimand Norfolk Association for Community Living Community Living Haldimand Children s Aid Society of Haldimand & Norfolk Venture Norfolk (formerly Norfolk Business Development Corporation) Probation and Parole Services Ontario Provincial Police Haldimand & Norfolk Women s Services Local methadone clinics Community Addiction & Mental Health Services / The Recovery Centre. Ontario Works Case Managers make referrals to the above noted agencies on a regular basis to assist participants in getting the support they need to address barriers to employment. The Ontario Works Community Support Workers provide short term but more intensive supports to our most vulnerable participants to get connected to longer term services in the community. Community Support Workers can meet participants in the community and can accompany them to appointments with any of the above noted partner agencies in order to assist the participant in making the service connection. Many of the OW participants who are supported by a Community Ontario Works Service Plan Template March

20 Support Worker are long term recipients of Ontario Works who have experienced challenges to obtaining and retaining employment because of the multiple barriers they face. This program is only in its third year, but we are already finding that it is beneficial to these participants to have the support to navigate the health (including mental health and addictions), legal and broader social services system. The CMSM is also an active member of the Haldimand Norfolk Community Mobilization Table. This table is led by the Haldimand and Norfolk detachments of the Ontario Provincial Police and has as its membership representatives of all of the major health and social services agencies in Haldimand and Norfolk Counties. The purpose of the table is to mobilize immediate and wrap around support for vulnerable members of the community who are at imminent risk of accessing emergency services due to multiple risk factors. The CMSM has representation at the Mobilization Table from both our Housing and Ontario Works programs. We have brought client situations to the table to get support plans put into place and we have also participated in the development and implementation of support plans for clients where other partner agencies are the lead. The CMSM has established relationships and partnerships with our three Community Living agencies in our housing programs to better support adults who are living with a developmental or intellectual disability. Each of our Community Living partners is allocated housing allowances in order to make market rent more affordable for clients living in the community in the Supported Independent Living (SIL s) program. This has created additional affordable housing units with supports. We are currently looking to expand this program with funding from the Ministry of Housing s Home for Good program so that additional housing allowances can be available. Although this partnership is specifically with the CMSM as it relates to housing, it has helped in building our relationship across the CMSM delivered programs. The CMSM continues to have a strong partnership with Haldimand & Norfolk Women s Services, our community s Violence Against Women agency. The CMSM has two representatives, the Supervisor or Housing Services and an Ontario Works Supervisor, on the Haldimand Norfolk Justice for Women Review Team, our community s Domestic Violence Community Coordinating Committee. Through this committee and through direct communication with Women s Services we are regularly monitoring and improving the way we serve survivors of domestic violence. Our CMSM has also been one of the pilot sites for the Survivors of Domestic Violence Portable Housing Benefit program. The availability of this program was communicated to all of our OW staff and referrals have been made to the program by OW Case Managers. Ontario Works Service Plan Template March

21 Section 2: Environmental Scan Analysis An analysis of the previous service planning cycle focusing on whether or not outcome targets were achieved, the strategies that seemed to work well, and those that did not. During this planning cycle, the CMSM exceeded the target set related to the percentage of the Ontario Works case load with employment earnings. The strategies that it is believed have contributed to this success include additional training on internal and community employment supports that was provided to Ontario Works Case Managers as well as additional training on effective outcome planning. This has assisted Case Managers in supporting clients in identifying meaningful employment related activities as well as improved the referral process from our case management teams to our employment supports team, thereby improving employment outcomes for clients. As well, maintaining a dedicated employment supports team internally maintains an employment focus and provides the necessary supports to clients to obtain and retain employment. The CMSM did not meet the target set for employment earnings. This is indicative of the local labour market and the fact that many of our Ontario Works clients who have employment are working in part-time positions that pay minimum wage. As noted in the section on the local labour market, the Haldimand Norfolk service area has lost large industries that used to provide stable employment that paid a living wage. The CMSM is supportive of the Province s plan to raise the minimum wage and is hopeful that this will lead to higher employment earning for OW participants and more participants being able to exit the program to employment. In order to better support both our clients and the local labour market, the CMSM will continue to engage with local employers and with our colleagues in economic development to identify the skills that are required in the local labour market and to connect Ontario Works clients with education and training programs to attain those skills. External Influences The identification of external influences such as political climate, social and economic environment, demographic trends, geographic and climate-induced influences that may impact service delivery over the next two years. Haldimand and Norfolk Counties encompass a substantial geographic area, consisting of small urban centres, villages, hamlets and large areas that are rural and agricultural in nature. Depending on where our clients live, they may have to travel thirty minutes or longer by car to get to one of our Ontario Works offices, located in either Simcoe or Dunnville. Lack of public transportation in Haldimand and Norfolk Counties continues to be a critical barrier for its residents to overcome. Since the introduction of a transit Ontario Works Service Plan Template March

22 system in Norfolk in 2011, some of the transportation issues for our Norfolk clients have lessened but, there are still gaps in the service which impact our clients. The population in Haldimand and Norfolk Counties is aging and the senior population includes many who live in poverty. This is evidenced by the increase in the number of seniors aged 65 years and older who are waiting for subsidized housing. Historically seniors have encompassed approximately 10% of all those waiting for social housing; at the end of 2012 this number increased to 24% and remained steady since then, reaching as high as 30%. It is anticipated that this is a trend that will continue as the baby boomer generation gets older. As people age their support needs also increase. Haldimand and Norfolk Counties continue to be largely agricultural in nature. Historically, the main crop was tobacco which provided a significant number of seasonal employment opportunities for community members. The area has transitioned out of the tobacco industry and into other commodities, such as wineries, lavender, soya beans, ginseng and fruits and vegetables. While seasonal agricultural employment continues to be available, as noted above, transportation is a significant challenge for Ontario Works clients in Haldimand and Norfolk as many don t own vehicles and the cost of taxi fare to travel to and from work on a daily basis would be cost prohibitive. In terms of industrial employment, smaller industrial operations have come to the area, however, no new large scale industrial activity is anticipated in either county during the next planning cycle. The Employment Services Teams of the Social Services Division continues to work with former industrial workers to re-train for new careers. Caseload Description A description of the local caseload (i.e. who is on the caseload) including Prior Year Actuals and Forecasts for Year 1, 2, and if applicable Year 3. Forecasts should consider caseload trends and anticipated demographic or economic changes (e.g. increased immigration, population changes in the community, seasonal employment, increased youth (ages 18 to 29) in receipt of Ontario Works). Note: Potential sources of caseload information may include: o Ontario Works Caseload at a Glance; o Social Assistance Operations Performance Reports; o Local Case Management System Reports for First Nations not using SAMS; o Year To Date Report; Ontario Works Service Plan Template March

23 o o Child Care Management System; and Other caseload information compiled locally by the delivery partner. Throughout 2016, on average, 1,381 families across Haldimand and Norfolk Counties received assistance from this CMSM on a monthly basis including those in receipt of temporary care allowance. This represents a 5.15% decrease over Of these families, 37% resided in Haldimand County and 63% resided in Norfolk County. It should also be noted that a total of 1,743 individuals applied for assistance in This represents an average of 145 applicants each month. Table 1: Year to Date Actuals 2017 Year to Date Actuals: Families in Receipt of Assistance Months Totals January 1,364 February 1,366 March 1,338 April 1,309 Monthly Average : 1,344 Table 2: Caseload Trend 2008-Current 2008 Actual 2009 Actual 2010 Actual 2011 Actual 2012 Actual 2013 Actual 2014 Actual 2015 Actual 2016 Actual 2017 YTD Increase/ Decrease from ,061 1,243 1,394 1,386 1,433 1,408 1,425 1,350 1,381 1, According to the YTD totals found in the 2017 Integrated Case Summary Report (Jan- Apr), the caseload has decreased by 2.67% from It is forecasted that the caseload remains consistent to the caseload in 2016 throughout the 2017/2018 period as there is no foreseeable demographic or economic changes facing Haldimand or Norfolk County. Using the December 2016 Integrated Case Summary Report, data was compiled with respect to the length of time families in Haldimand and Norfolk were receiving assistance. The overall caseload average duration of time in receipt of social assistance was 28.5 months. Ontario Works Service Plan Template March

24 Table3: Caseload Breakdown Caseload Breakdown Family Composition Percentage of total caseload Single 64% Sole Support 22% Couples with Dependents 8% Couples 6% *Based on December 2016 Integrated Case Summary Report According to the monthly Benefit Unit Summary Reports from January to December 2016 assistance was provided to parents on behalf of an average of 882 children each month. Table 4: Percentage of Children receiving Assistance by Age Category Percentage of Children receiving Assistance by Age Category Age Percentage of total children on caseload 0-6 years 51% 7-12 years 31% years 18% *Based on December 2016 Integrated Case Summary Report Local Labour Market A description of the local labour market focusing on the types of employment available to participants, including: o Typical job patterns: part-time, seasonal, self-employment, etc.; o Common industries: manufacturing, hospitality, etc.; o Anticipated industry growth or decline; etc.; o Employment opportunities in First Nations communities. Delivery partners should describe the: o Labour market trends affecting employment opportunities for participants; o Types of jobs that are likely to become available in and around the community over the next two years; o Skills required to obtain current and future jobs. Delivery partners should analyze local labour market job opportunities, skills development needs and occupational training requirements. (See Service Planning Guidelines, Appendix for potential sources of labour market information.) The local labour market in Haldimand and Norfolk Counties remains largely unchanged Ontario Works Service Plan Template March

25 from the last planning cycle. Both Counties have experienced the loss of large industry in recent history, and as noted above, it is not anticipated that the area will see any new, large industry coming into the area to replace these losses. In Norfolk County one of the largest industrial employers is Toyotetsu, a car parts manufacturer located in Simcoe. This employer is a stable industry within the community and employs three shifts of labourers year round. A significant number of the employment opportunities for Ontario Works clients are in the agricultural, tourism or hospitality sectors. These are seasonal employment opportunities, and as noted above, transportation may be barrier, particularly in the agricultural sector. Permanent, year round employment opportunities are largely based in the retail sector. These positions are often part-time, pay minimum wage and have no health benefits. This presents a real challenge for Ontario Works participants to earn a living wage and exit the Ontario Works program. The Workforce Planning Board of Grand Erie s 2014 Local Labor Market Plan entitled Forging Skills for Today and Tomorrow addresses the labour demand for Haldimand and Norfolk Counties. Between June 2013 and June 2014, Haldimand and Norfolk lost 125 businesses (1.6%). While the area experiences a loss in large businesses (more than 500 employees), there was significant growth in businesses hiring (1-4) and (10-19) people. Employers continue to cite the difficulty in finding and training motivated individuals, yet the area s unemployment and social assistance rates remain high. The Workforce Planning Board of Grand Erie is working towards identifying and resolving the gap between what skills employers require and those the area s citizens have in terms of their education level, their ability to read and write, their work experience, and their ability to learn. Their most recent publication, 2015 Grand Erie Adult Learning Research Guide, examined the needs of current and potential adult learners in the communities of Grand Erie. It concludes that while the knowledge based economy is requiring higher education levels and skill sets in the local area, Grand Erie lags behind the province with 53% of all residents having a Grade 12 diploma or less, in spite of the fact that 50% of the learners surveyed stated that their highest level of education helped them secure employment. Another concerning conclusion was that 25% of participants were unable to find or access a program that they required, in the local community. The CMSM is home to one postsecondary school satellite campus Fanshawe College in Simcoe. The college continues to work with local employers, stakeholders Ontario Works Service Plan Template March

26 and agencies to develop programs for and supported by the community. Our Employment Supports team partners with Fanshawe College and the Grand Erie District School Board to provide job specific training and educational upgrading as per the communities needs in the fields of Personal Support Workers, Housekeeping and Laundry, Dietary Aid and English as a Second Language (ESL). The CMSM is continually working with our partners in economic development and education to determine what skills local employers require and develop education and training programs to meet those needs. Community Engagement A description of how other partners within the community have been engaged in improving employment outcomes for clients. Community partners may include: o Community agencies; o Local employers; o Employer associations; o Educators; o Training organizations; o Local economic development departments; o Health and wellness centres; o Elders in First Nations communities; o Organizers of cultural events and programs. In addition, identify any gaps in services that assist clients to prepare for, find and maintain employment. As listed above, Employment program staff collaborates with a number of community partners to ensure participants access services that help them best meet their individual needs. In addition, the Program Coordinator has been collaborating with members of the business community in Haldimand and Norfolk, as well as various municipal level departments in effort to obtain input and develop opportunities within already established organizations. The commitment, will and necessity of community engagement have been embraced by all stakeholders including the CMSM. Partnerships within the community have been forged, nurtured, restructured and are the cornerstone of all endeavours undertaken throughout the reporting cycles. Two significant partnerships are highlighted below along with a description of a new partnership that has been developed to support our most vulnerable Ontario Works participants. Ontario Works Service Plan Template March

27 The Dunnville Salvation Army has been a longstanding community partner for the CMSM for collaboration and referrals with issues such as homelessness, Financial Partnership/trusteeship, credit counseling, food bank, Christmas hamper programs and a Rent/Utilities program, to name a few. They have also taken on the administration of the Housing Stabilization Bank program which was to replace CSUMB, with funding from the CMSM s Community Homelessness Prevention Initiative (CHPI) funding. Through the Financial Partnership Program the Salvation Army acts as a trustee to Ontario Works recipients. In this capacity the Salvation Army provides assistance with budgeting to ensure that the participant s basic needs are met. They also set goals with clients and work with them to increase their independence over time. This program has proved to be very valuable. On behalf of the CMSM and with CHPI funds, the Salvation Army also delivers an Emergency Shelter Program in Haldimand and Norfolk Counties. This program provides up to 30 days of food and shelter to homeless individuals. The Salvation Army staff work with these individuals to help them find and secure affordable housing. The Rent/Utilities program assists individuals with rent and utilities arrears where there may be a threat of eviction. Safe, stable housing and financial security is an important component to an individual s ability to find and maintain employment. Our partnership with the Salvation Army is a vital resource for Ontario Works staff and participants. The Western region of Norfolk County has a large Low German Mennonite population that has been immigrating to Canada from Mexico over a number of years. Schooling for this population generally ends at Grade 8 in Mexico. The Norfolk Community Help Centre is located amongst this population and provides employment, translation and Moms & Tots services directly to them. Along with these supports the Haldimand Norfolk Literacy Council provides ESL and literacy classes, while the Grand Erie Learning Alternatives program provides accelerated high school credits. As well, the Haldimand-Norfolk Health Unit offers health, dental and parenting programs. In addition, beginning in June 2013, Ontario Works provided a dedicated Financial and Employment Case Manager to work from the Help Centre 3 days a month to provide customized financial and employment services to this unique population. Community engagement is integral to the success of Norfolk County CMSM s objective to provide a seamless and accessible employment service program. Strong partnerships that engage all areas of the community are the key to increase the success of our participants of finding and maintaining financial independence. The CMSM continues to have three of the employees, (one in Dunnville and two in Simcoe) working in the role of Community Support Worker (CSW). The CSW s focus their efforts in the area of community based supports. They are tasked with delivering services to our most vulnerable clients. Following a referral by an Ontario Works Case Ontario Works Service Plan Template March

28 Manager, the CSW meets with the client to assess their needs and whether or not they would benefit from the CSW s supports. Clients that are currently accessing this service are experiencing mental health and addiction issues, have been victims of abuse, are at risk of being incarcerated or recently released from incarceration, or experiencing other health issues. In addition to providing supports to these clients, the CSW s attend committee meetings and collaborate with community partners. Initiatives have included regular attendance at the Resource Centre (a program of the local Community Addictions and Mental Health agency) to meet with clients with mental health issues, attending doctors appointments as an advocate/support, assisting clients at their financial institution, and attending court as a support and working in partnership with the local methadone clinics. The CSW s continue to concentrate their efforts on the following: harm reduction, eviction prevention, legal support, financial literacy (in conjunction with the Norfolk County libraries), local community supports and psychotherapy assessments (where needed due to the identification of significant barriers to employment). All of these supports are reviewed on a monthly basis and annual statistical information will be captured to determine future areas of focus. The CMSM continues to deliver the psychotherapy assessment project that was initiated in August of Following a request for proposal (RFP) process, the Alliance of Clinical Evaluators was selected as the service provider for this project. The contract can be renewed on an annual basis for up to five years. The Alliance of Clinical Evaluators, in communication with the CSW s, provides onsite evaluations of clients with mental health issues, possible cognitive disabilities and analysis of personality/behavioral traits. The purpose of the assessments is to appropriately identify barriers to employment for affected clients for and make referrals to services to support the client in addressing these barriers. The clinical evaluator is also able to recommend to the CSW and other staff, appropriate participation activities for the client. Funding of $30,000 is available to this project on an annual basis for five years, allowing service to be provided to approximately 30 clients (18 in Norfolk and 12 in Haldimand). Reports on this project will be submitted by the Program Coordinator, Employment Services to the Manager at the end of each calendar year. This program has proven to be a significant benefit to our most vulnerable clients to assist them in identifying their support needs and make connection to stable, long term supports in the community. This stability assists them in moving along the continuum toward financial independence. Section 3: Program Management Service Delivery How service delivery will be organized in order to fulfill the financial and administrative activities required to support the program including: o Intake; Ontario Works Service Plan Template March

29 o Emergency assistance; o Eligibility determination; o Eligibility review and verification; o Family support; o Participation agreements (including child care). The Haldimand & Norfolk Ontario Works program s service delivery model continues to focus on achieving a client centered and integrated service delivery pathway for Ontario Works participants. Three financial teams, each comprised of Case Managers, Program Assistants, and Intake Support Workers determine initial and ongoing eligibility for Ontario Works benefits. The financial team uses a generic case management model, with Ontario Works case managers being responsible for both the financial and employment aspects of the program. This integrated model allows the client to work with only one case manager and eliminates the need for the client to tell their story more than once. The Program Development and Recoveries team is responsible for tasks related to: eligibility review, overpayments, family support, accounting, and local policy development. The Employment and Community Support Team, comprised of one Life Skills Co-coordinator, one Community/Employment Placement Co-coordinator, two Career Coaches and three Community Support Workers support clients with their education and employment goals and work with our most vulnerable clients to remove barriers to employment and financial independence. These support programs are delivered to all participants throughout the two counties. Norfolk County has also adopted an integrated reception model within the Health & Social Services offices that house both the Health Unit and the Social Services division. Reception staff offers the first point of contact for everyone who walks through the doors in both the Simcoe and Dunnville offices. Their role is to respectfully greet and assist/route participants to designated meetings as appropriate. Staff continue to work out of the two main locations located in the towns of Simcoe and Dunnville, with an itinerant office in Caledonia to better serve the Haldimand residents. Applications for Ontario Works can be completed online, over the telephone or in person. The majority of the area s applications are completed over the telephone, however some uptake of online applications has been experienced since this option launched. The Intake Support Workers endeavor to live answer as many requests for application as possible, however, after-hours and during high volume times, voice mail captures contact details. Some intakes are completed in-person at both offices (e.g. homeless persons, no telephone, and urgent/emergency application). In crisis situations a referral to another community resource may be appropriate such as the Salvation Army Homelessness Program. The Intake Support Workers also have the ability to issue Emergency Assistance if appropriate. All client enquiries are directed to Ontario Works Service Plan Template March

30 the Case Managers who are also responsible for dealing with their walk-in inquiries in order to provide a more seamless and integrated approach to service delivery. There are five Program Assistants who provide clerical support to Case Managers. They prepare client files, mail client letters, and Assignment of Benefits. They are also responsible for printing daily and real time cheques. An objective of the Financial Services Team is eligibility review. Case Managers in both the Dunnville and Simcoe offices are continually monitoring eligibility and entitlement through regular communication with participants using the new monthly changes report as well as regularly scheduled outcome plan reviews. Recipients with either static or zero income are not required to submit monthly statement of income/changes. However, those in receipt of earnings are required to submit the statement of income/changes on a monthly basis in order to monitor ongoing eligibility. Supervisors conduct regular, random file reviews as a quality assurance measure. Additionally, all files are reviewed during Part 1 application for assistance updates on a bi-annual basis. As a best practice each Case Manager has developed a Case Organization spreadsheet which helps with the monitoring and scheduling of these Part 1 updates along with other important milestones. The CMSM continues to employ three Senior Case Managers; two are based in the Simcoe office and one works with the Dunnville team. The Senior Case Managers continue to be responsible for providing front line support to the team as well as training. In addition to training they act as a resource to newly hired Case Managers. In this role they complete file reviews on all applications and provide intensive coaching and assistance to new hires. The Senior Case Managers are also responsible for conducting internal reviews and do so on a rotational basis. As internal reviews became the responsibility of Senior Case Managers, the compliment of Eligibility Review Officers (ERO) was reduced from two to one in The ERO continues to represent the CMSM at Social Benefit Tribunal (SBT) hearings should issues escalate to this level. In addition, the ERO continues to conduct investigations into those cases where fraud is suspected or alleged. The ERO also represents the CMSM at court and collaborates with police, crown, and defense counsel on cases of fraud. Currently, there are two Family Support Workers (FSW s) on the Recoveries team; this is currently under review in light of the recent regulatory changes regarding the exemption of child support as income. The CMSM will continue to offer an FSW program to provide support to sole support parents to pursue child support in an effort Ontario Works Service Plan Template March

31 to end child poverty; this will be voluntary for Ontario Works participants. This aspect of service delivery is the same in both the Simcoe and Dunnville offices. Haldimand participants can access the FSW program during regularly scheduled visits to that office. The FSW s are supported by a program assistant who provides clerical and data entry support. This positon also provides supports the ERO and the Accounting Clerk. Application Pathway When making an Ontario Works application, the typical application pathway is as follows: The participant attends a verification interview with a Case Manager within four days of application. During the Verification Interview, the applicant is expected to provide the required information to determine eligibility and to sign all required forms. All outstanding information is documented on the Verification Checklist and a copy of such is provided to the applicant. This checklist is a locally created form and stored on the local share point site. At this time the Case Manager begins to explore potential alternative income sources such as Employment Insurance, the Ontario Disability Support Program, and the Canada Pension Plan. When an alternative income source is identified all required assignments, agreements to reimburse and other required documentation are completed. The Case Manager will refer and/or advise the participant of both internal and external services that may assist them in pursuing the income source. One of the more common income sources available to participants is support (family or spousal). In keeping with Ministry directives, during the Verification Interview an initial Outcome Plan is completed by the Case Manager in collaboration with the participant. In doing so the Case Manager will review with the participant activities that the participant may already be engaged in, including job searching (either independently or with a community agency), and/or training or education. If the client is requesting a deferral from participating due to medical reasons, the Case Manager will request supporting documentation to confirm the need for a deferral. As part of the initial interview, the Case Manager schedules the applicant into an Employment Information Session as well provides them with an appointment to complete the 30 day outcome plan. The Employment Information session was implemented in 2014 as a method to provide applicants with an overview of all in-house employment supports and activities as well as the most frequently accessed external services. The completion of the next steps plan is also completed at this point. At the 30 day outcome plan, the Case Manager will complete the MCSS Self Sufficiency Assessment. This process informs the activities on the outcome plan and also assists the Case Manager in making appropriate referrals. If at this time the recipient provides supporting documentation that supports a deferral, the deferral will be added to the case. Outcome plans for all participating members of the benefit unit are updated at three month intervals. Outcome plans for participants Ontario Works Service Plan Template March

32 who are voluntarily participating are updated at four month intervals and outcome plans for those with a deferral are updated at six month intervals. Oversight Strategy An outline of the oversight strategy in place to ensure that: o Delivery of Ontario Works is in accordance with legislative requirements, program directives and standards; o Subsidy claims submissions are accurate, reflect actual expenditures provided to eligible persons and meet ministry expectations (as per the Subsidy Claims Guidelines); and o Risks and areas for improvement are identified. The CMSM undertakes a number of strategies to ensure that the Ontario Works program is delivered in accordance with legislative requirements. Each Case Management team is led by a Supervisor who is knowledgeable of the Ontario Works legislation and directives. Supervisors meet with their staff individually and in team meetings on a monthly basis for scheduled supervision and case reviews. Additionally informal case consultation and supervision is available daily. In 2014 the Senior Case Management compliment was increased from one to three so that each case management team has a dedicated Senior Case Manager who assists with file reviews, case consultation and desk side support. The Senior Case Managers also deliver the training program for new staff which was updated in 2014 in response to staff feedback and to reflect the change in service delivery technology to SAMS. The training program is reviewed regularly and changes are made to the training curriculum as needed based on regulatory changes and feedback from trainees. New Case Managers and returning case managers receive file reviews for a period of time to ensure compliance and quality assurance and identify any further training needs. These file reviews are conducted by the Senior Case Managers. Supervisors also conduct random file reviews. During this planning cycle, the target is to review 5% of the caseload per month. Accuracy of work is also ensured by Case Managers verifying 100% of their cheques and reviewing their overpayment reports on a daily basis. During the previous planning cycle, the CMSM completed all past subsidy claims using the submission process in SAMS. The CMSM has a plan moving forward for the timely and accurate submission of subsidy claims. Analysis of Resources An analysis of the resources (e.g. financial, staffing, community, etc.) required for program management. During the previous planning cycle, the CMSM engaged the services of Lough Barnes Consulting Group to undertake an organizational review of the Ontario Works program. Ontario Works Service Plan Template March

33 The purpose of the review was to evaluate the re-organization of the program that was undertaken in 2014 just prior to SAMS go-live and to ensure that the CMSM has a structure and service delivery model that is efficient, effective and responsive to the needs of the people we serve. A focus of the review was also on opportunities for service integration with Children s Services and Social Housing. The consultants have recently completed their work and submitted their final report. The report is being reviewed by the Senior Leadership Team of the CMSM and an implementation plan for the recommendations is being developed. More information will be shared with the Ministry once the report is made public. Any structural changes that will be made will be done on a gradual basis, with change management principles being used to ensure no disruption in service to clients and support of the Ontario Works team. The Health & Social Services Department is also placing an increased focus on performance, accountability, planning and quality assurance. A new Manager position, being shared between the divisions of Public Health, Social Services and Social Housing, will be starting with the Department during this planning cycle. Part of the responsibilities of this new role will be to undertake process mapping within all program areas, including Ontario Works, to find efficiencies and maximize the use of resources within the program. Re-alignment of resources within the Ontario Works program may take place during this planning cycle based on the two initiatives noted above. Overview of Learning Supports An overview of the ongoing plan for the delivery and normalization of Supportive Approaches through Innovative Learning (SAIL) to: o Champion client-centered service delivery that is fair and equitable o Build upon the skills, knowledge and performance of staff; o Help achieve program objectives; and o Improve employment outcomes. For First Nations moving to full delivery, an overview of other strategic learning plans to train staff in the delivery of employment and financial assistance (e.g. a learning plan for First Nations staff to complete the First Nations Social Services Administrators Certificate). Norfolk County continues to employ the Supportive Approaches to Innovative Learning (SAIL), by providing staff with ongoing training opportunities. These opportunities occur during monthly training sessions or in monthly one-on-one supervision/case conferencing sessions, as well as at team meetings and at yearly performance reviews. This CMSM recognizes that outcome management in SAMS is a high learning priority, enabling staff to be able to provide greater support to participants. Training in this area has already commenced and will continue throughout this planning cycle. Specifically, Ontario Works Service Plan Template March

34 we have recently conducted a full day training session on self-employment to assist with program delivery for those clients involved self-employment or or wishing to be self-employed. We have begun using the Cognos reports for employment assistance but these reports are not completely accurate. As the reports become more reliable we anticipate using them to further develop training as needed to ensure we are meeting our outcomes and providing the best possible supports to our clients. Staff training on local business procedures and local policies will also be priority learning for this planning cycle. We have a staff member who is a certified non-violent crisis intervention (NVCI) trainer. Starting 2017 we are training all front-line staff in social services in NVCI. All staff will be recertified on a yearly basis and all new hires will be certified. This training initiative was implemented to ensure staff have the tools needed to support clients who may be exhibiting risk behaviours to maintain a safe working environment for staff, clients and the public. Other training activities include updated new hire training for all new case managers. The training is being revised and updated to reflect the changes in SAMS training materials, Directives and local policies. Our new training package will be completed by summer of Training for 2017 will include the eligibility verification process (EVP), employment case management and local policies. Since SAMS functionality has improved significantly over the past year this has allowed us time to concentrate on other areas of program development and to strengthen connections with community partners. Strategy to Deliver French Language Services A strategy to ensure active delivery of French Language Services within designated communities. This is not applicable to the Haldimand Norfolk Service Area. Business Practices A description of how any changes, if required, will be made to business practices to meet standards for performance to comply with program policy (e.g. developing local policies to support program delivery). One of the significant changes with the current delivery model is that case managers are now responsible for verifying their own payments. On a daily basis, the program assistants download the pay file report from Cognos; these reports are distributed to Ontario Works Service Plan Template March

35 each Case Manager to verify before any payments are released. In light of the technical issues experienced with SAMS, this process has provided additional quality assurance measures which help to ensure that participants receive the correct entitlement, and that the CMSM is accountable to the province and the municipality. In addition, effective November 2016 this CMSM commenced a random home visit program which is led by the Eligibility Review Officer (ERO). When the program was first launched, a cheque insert was sent to all OW participants advising them of the program and the process. Participants are provided with two weeks notice prior to their appointment date. The intent of this enhanced service is to ensure that OW participants receive correct entitlement. Since the inception of the program, the ERO has scheduled 181 home visits; of those she has been successful at meeting with 80 benefit units. At each home visit, the ERO reviews the Rights and Responsibilities of an OW participant and provides information on additional supports (i.e. ERE, FTEB, etc.). As a result of this program, the ERO has identified 9 cases that were terminated for not living at declared residence, and on other case that was terminated due to undeclared living arrangement (living with spouse). In other instances, some participants were not residing at the residence listed in SAMS and required further inquiry. Section 4: Outcome Strategies Service Strategy Strategies should demonstrate sound rationale for what employment services will be provided and [how much of each service is needed locally to improve or maintain the delivery partner s achievement of the two employment outcomes. The goal of the CMSM s employment program is to increase participants employability while ultimately aiding participants to become financially independent by finding sustainable employment. Our dedicated Employment Support Team consists of one Community/Employment Placement Coordinator, two Career Coaches and one Life Skills Coordinator. Together they work diligently to provide intensive assistance to participants who are moving towards employment. Several employment support programs were available to our participants in both Haldimand and Norfolk Counties and as such, many accomplishments were realized in the previous planning cycle. These supports include life skills workshops, community placements, training programs, employment placements and Career Coach services. Life Skills Workshops Throughout 2016 there were a variety of workshops for participants to choose from Ontario Works Service Plan Template March

36 that would best suit their needs. Tackling the Tough Skills focuses on soft skills and participants reflect on their attitude, responsibility, problem solving, conflict resolution, communication skills and how to prepare for the workplace. Job Survival focuses on employer expectations, self-management skills, retaining the job, reasons people are fired, work ethics, absenteeism, and how to advance on the job. Discovery a series of workshops designed for the participant who is dealing with a disability. Each month there is a guest speaker who supports participants to connect to community resources: Community Legal Clinic, Heads up for Healthier Brains, Holmes House Withdrawal Management and Addiction Treatment Program, Epilepsy Alliance, Community Addiction and Mental Health Services (CAMHS), Canadian Diabetes Association, Traumatic Brain Injury, Adult Immunization, Couponing and many more. Employment Information Session was introduced in This workshop is mandatory for applicants to Ontario Works. It is to introduce clients to the services that are provided. Topics include, Your Rights and Responsibilities, Ontario Works Steps to Success, Planning Makes a Difference, Realities of the New Workplace, Self-Marketing and the Hidden Job Market, Education: Getting Your High School Diploma and a synopsis of the workshops available through our Ontario Works office. Time Management- This workshop focuses on rituals and routines, and how planning tasks in advance can help with meeting goals and making life more enjoyable. Workplace Communications- Focuses on communicating effectively with coworkers, supervisors and customers. Enhance Your Self-Esteem- This is a new session that has been introduced based on client needs. This workshop is targeted to clients who exhibit issues around anxiety, and low self-esteem. Topics focus on how clients may feel about themselves, how they treat themselves and how their choices are affected by those feelings. In 2016, a total of 924 clients attended workshops which was a decrease of about 100 from previous years. Our focus for 2017 is to create more intensive and topic specific workshops. Staff have received training in Financial Literacy, Bridges Out of Poverty and participated in creating a Soft Skills Assessment Tool with the Workforce Planning Board. In 2017 we will be rolling out a LEAD (Leadership, Engagement, Advocacy and Development) workshop in collaboration with the Haldimand Norfolk Community Legal Ontario Works Service Plan Template March

37 Clinic.. In early 2016 we continued a program designed for youth participants was delivered during the local school March break. This program focused on skills required to work in the service industry. This project was delivered with assistance of the LEAP/Under 18 case manager. The participants received training in food safety and WHIMS, in an effort to prepare them for the opportunity to work part time with local employers. Community Placements/Employment Placements. The community placement program continued throughout the planning cycle. In 2016, 57 participants were placed in community placements We placed two clients in workplaces using Employment Placement Incentives. Both clients retained employment. We also placed 5 clients in workplaces with Employment Placements and all 5 retained employment. Training Programs Throughout , the CMSM continued to partner with Grand Erie Learning Alternatives (GELA) and began a new relationship with the Niagara and District School Board to deliver adult co-operative education programming. The program increases employability skills while at the same time allowing participants to obtain credits towards their grade 12 diploma. Participants are placed in a community placement prior to beginning the program in order to assist with life skills and barriers that may present once they commence the program. The program allows participants to receive up to 4 high school credits plus maturity credits and up to 240 hours as a co-operative education placement with an employer which not only allows an additional 2 credits to be achieved, but also provides hands on experience for the participants. There were 18 participants enrolled in the adult co-operative education program in , All of whom completed the course and graduated with their Ontario Secondary School Diploma (OSSD) Seven were employed with seven pending employment by the year s end. In 2016 we began targeting job specific skills training with a number of community partners. As a result, we trained 22 clients in Long Term Training, 12 of whom were employed immediately and 6 of whom had pending employment at years end. We placed 2 clients in forklift training, both of whom completed the training but were unsuccessful in finding employment. We enrolled 2 clients in DZ training, both completed the program and found employment. We enrolled 4 clients in AZ training, 3 completed training and 2 found employment, and we placed 5 clients in security guard training, all completed the program but the employment opportunity did not materialize. In 2016 we referred, students to Fanshawe College for the PSW program, 2 enrolled, 2 Ontario Works Service Plan Template March

38 graduated and are both employed.. Career Coaches Throughout 2016, the two career coaches continued to work directly with employed participants; in 2016 this was 264 individuals. After obtaining employment, each participant was sent a congratulatory package from the career coaches which contained an introductory letter from a career coach, information on how to report earnings to his or her Ontario Works case manager, job survival tips, information about employment related expenses and child care expenses as well as other local information to assist participants in maintaining their employment. Careers coaches also ensured that participants exiting Ontario Works with children were provided with information about the Child Care Fee Subsidy program. The Career Coaches made every attempt to contact working participants in order to complete a retention assessment. Since this program is voluntary, participants are not obligated to meet with a career coach. These assessments were used to predict potential problems for clients and were also used to problem solve with the participant to prevent issues from recurring. Once the retention assessment was complete, the career coach reviewed the career coaching services that are available to the participant. Together the career coach and the participant determined which services were required as well as the frequency of the services provided. The career coaches will continue to complete these retention assessments during the next planning cycle. It is the career coaches goal that participants are able to maintain their employment and hopefully exit Ontario Works with earnings. Since 2011, the career coaches have been using the Work Motivation Scale to monitor clients who have found employment and why they may not be successful in retaining it. Based on the findings of this tool, the career coaches ensure that participants with medical issues and the potential inability to perform job duties are well monitored and supported. The career coaches continue to carry a small caseload of participants receiving the Enhanced Extended Health Benefits. This allowed participants who exited Ontario Works to still have a contact person from the Ontario Works office to assist with the Trillium prescription drug applications and also to ensure a continuity of services available to them. In order to better support participants after they exit Ontario Works, and increase the probability that the participant does not return to Ontario Works, the career coaches meet with participants who obtained new employment to update their outcome plan. Ontario Works Service Plan Template March

39 During the Outcome Plan update, career coaches are able to: complete a retention assessment prior to the start of a new job or immediately after the start date; provide the congratulatory package to the participant and explain the information provided within the package; and, develop an early rapport with the participant by providing this personal contact rather than follow up calls only. In June of 2012, career coaches began to assist employed participants in developing a Career Advancement Plan. This entailed looking at a participant s individual employment goals. This plan took on two different paths. The first path was advancing in a workplace where a participant was currently employed. The career coaches worked with participants to determine where they wanted to be in the workplace and how to get there. Career coaches developed a Career Advancement Plan (CAP) that was used as a starting point. The second path involved advancing in a new career that the participant was interested in pursuing. This path involved researching the labour market and training available to the participant in order to market themselves into the new career. In total, the career coaches developed 66 Career Advancement Plans in 2016, which met the desired target of two per month The career coaches will continue with a target of two per month in the period. In March of 2016, during March Break; the career coaches accompany young adults on tours of local University and College campuses. In 2016, four students participated in this activity. All evidence suggests that education is the best way to avoid poverty and to break the welfare cycle. This project exposed the clients to the campus life, an opportunity that they would not otherwise have had. The intention is to encourage student clients, or dependents of clients to consider post-secondary education as a choice that is accessible to them. The career coaches also assist clients in completing OSAP paperwork, and assist them in dealing with Registrar s offices to obtain additional bursaries, scholarships or funds that would be available to low income clients. The career coaches support students at post-secondary institutions for as long as they require support. It is believed that providing support will limit the number of students who drop out, and will give the students the confidence they require to be successful on this educational path The career coach initiatives will continue into the next service planning cycle. In addition, the career coaches will continue to provide more proactive supports to participants who constantly find jobs but are unable to retain them and have a history of returning to social assistance. Finding work is only part of the solution. Improving Ontario Works Service Plan Template March

40 retention and advancement rates through ongoing support will assist participants in exiting Ontario Works and gaining financial independence. Link Strategies to Outcome Measures Link the strategies to the employment and earnings outcome measures as a basis for setting targets in their Ontario Works Budget Package. (Technical instructions are available in the Ontario Works Budget Package.) The CMSM has decided to continue with the same outcome measures during this planning cycle as in the previous planning cycle with the exception of the average earnings measure. This change is being made as it is not believed, as explained above, that there will be significant enough changes in the local labour market during the next planning cycle to cause the amount of employment earnings achieved by Ontario Works clients to increase. The CMSM is confident that the integrated case management system and the programs and services delivered by the employment services team will contribute positively to the outcome measures and support the CMSM in achieving the targets set during this planning cycle. The integrated case management model allows the case manager to provide seamless, consistent service to Ontario Works participants from the time of initial contact right through their participation in the Ontario Works program. The integrated model allows case managers the time to build rapport with participants, identify their strengths and goals and build an outcome plan with them that will support their movement along the employment continuum to financial independence. This supports all of the outcome measures chosen for this planning cycle. The community support workers provide direct service to Ontario Works participants who are the most vulnerable and who experience barriers to finding and retaining employment. These barriers may be related to mental health, addictions, physical limitation, legal issues, homelessness or any combination of the above. The community support workers assist the participant to identify the barrier and put a plan in place to minimize and hopefully eliminate the barrier. This new role supports the outcome measures as additional supports are now available to those participants who are challenged to move along the employment continuum to financial independence. This year was the first year that the community support worker role was part of the CMSM s Ontario Works program and the initial results are positive. The other members of the employment services team also provide supports and programs that will support the CMSM in achieving the targets and outcome measures. Career Coaches support participants in job searching activities as well as individuals who are employed to retain their employment. They also provide support to individuals who are underemployed to transition to full employment or employment with higher earnings, thereby allowing the participant to exit the Ontario Works program. The community and employment placement coordinator works closely with participants who require educational and vocational training and has developed successful community Ontario Works Service Plan Template March

41 partnerships to provide programs in adult learning and co-operative education. These programs increase the employability of Ontario Works participants and support them in obtaining employment and moving toward financial independence, thereby also supporting the CMSM in reaching the identified outcome measures. The CMSM is confident in the approach and service delivery model that is being used to deliver the Ontario Works program in Haldimand and Norfolk Counties. Participants have been successful in obtaining and retaining employment, achieving financial independence and exiting the Ontario Works program. The CMSM has also been successful in the past in achieving the identified outcome measures and targets therefore the same approach to service delivery will be used during this planning cycle. Action Steps and Resources Outline the required action steps and resources needed to successfully implement the strategies over the next two years. (e.g. Review and analyze staff training needs, develop an outreach plan for local community opportunities, etc.) During the next planning cycle, the results of the Ontario Works organizational review will be shared with the team and implemented. This will give the organization the structure that is required to support Ontario Works participants to achieve their goals and outcomes as effectively and efficiently as possible. Frontline Ontario Works staff have shared that the needs of the people they serve are becoming increasingly complex with issues related to mental health, addictions, extreme poverty and other barriers. This year the CMSM undertook to train all frontline staff in Non Violent Crisis Intervention and will ensure over the next planning cycle that this training is maintained. During the next planning cycle, the CMSM will also be tapping into training resources on mental health that are available through the Norfolk County Human Resources and Staff Development Division. The management team takes training needs very seriously and is always open to developing and delivering new training in response to requests from our frontline staff. The CMSM will also be focusing on continuous quality improvement. In cooperation with the department s new Manager of Quality, Planning, Accountability and Performance, we will be undertaking job shadowing of frontline staff and process mapping of processes such as intake, verification interview, outcome planning, mail processing, etc. in order to ensure that we are being as efficient as possible in our service delivery. As the needs of our clients become more complex, it is important that we are efficient in our program administration so that staff can spend more time on face to face contact with clients and meaningful case management activities. The CMSM will continue in the next planning cycle to collaborate and liaise with local community organizations and employers to meet the educational and training needs of our clients and the employment needs of our community. Ontario Works Service Plan Template March

42 Stakeholder Linkages Describe how relationships/linkages will be leveraged with other community and/or external partners to support employment outcomes for their clients. Ongoing communication with our community partners has been a focus since the implementation of SAMS. In addition to the excellent relationships that are already in place with community stakeholders, an eviction prevention program has been initiated with Social Housing, the Community Legal Clinic and our Community Support Workers. They will be working with landlords and participants to maintain stable housing, thereby allowing them to focus on progressing through the employment continuum. We continue to maintain a strong relationship with the local Salvation Army - Community and Family Services as they offer many community based social service programs. Some of these programs include assistance with rent, hydro and gas arrears as well as assistance to those who have secured new affordable accommodations with a last month s rent deposit. The Salvation Army also continues to offer a weekly food bank and an Emergency Shelter Program. In addition to these services, they continue to act as a trustee to many of our recipients including those under the age of 18, through their Financial Partnership Program. Local Literacy Councils are critical in assisting our clients obtain the training and skills that they require to be successful in finding and maintaining employment. Recent collaborations include pre-employment training for the following programs: Personal Support Worker, Customer Service, Call Service, Early Childhood Education, Truck Driver Training, Landscaping, Skill Trades and Food Counter Attendant. Collaborations with the local Employment Ontario partners have begun and are in the planning stage of forming integrated teams with Ontario Works case managers and their employment counsellors to best serve our clients in their search for employment. Our continuing support of clients who are accessing post-secondary education will facilitate their success in obtaining education which lead to improved employment outcomes. Ontario Works participants have access to and support in participating in the Targeted Initiative for Older Workers through our collaboration with Career Link. Ontario Works Service Plan Template March

43 Addressing Service Gaps Outline how service gaps will be addressed to achieve results. In an effort to address gaps in services, several strategies have been put in place for the next planning cycle that will speak to increasing the employment supports available to Ontario Works participants. Employers continue to have difficulty filling more highly skilled or specialized positions, including some jobs in skilled trades, quality assurance and in management positions. We will continue to work with local educational institutions and employers in offering creative and innovative ways to programs to integrate Ontario Works participants into the local labour market. We hope to continue on with Adult Co-op opportunities, skills based training options, and employment placements. A strategy to address recidivism has been outlined in previous service plans and will continue with the two career coaches working with participants to ensure they are able to maintain employment and advance on the job. For those participants who are employed but remain eligible for assistance, contact with a career coach may be necessary to assist with the transition period where crisis may arise that lead to job loss. The career coach will provide ongoing support to address issues such as child care and transportation. The career coach will also work with participants who have had recent attachment to the labour force for quick re-entry. With the career coaches also working with clients, or dependents of clients, who are entering post-secondary education, it is anticipated that this will help break the cycle of poverty and cycle of dependence which affects many of our Ontario Works participants. An Ontario Works congratulatory package will continue to be given to each participant who is exiting assistance with earnings to provide them with service information that continue to be available to them such as Extended Health Benefits, Extended Employment Health Benefits, the Trillium Drug Programs, Full Time Employment Benefits, subsidized child care programs, and dental programs available for children. This package also includes the opportunity for continued career coach supports for up to six months after exit. As already mentioned, the success of these positions have been realized over the past service plan and can be confirmed through results of the number of participants who have found employment and have not returned to Ontario Works. The introduction of the Intake and Community Support Worker role, has allowed the Ontario Works Service Plan Template March

44 CMSM to fill this gap in service. Our most vulnerable and hard to serve clients will now have the supports to allow them to progress along the employment continuum from vulnerability to self-sufficiency. The CMSM will continue to partner with community-based collateral partners in the health and social services sector to address any additional gaps in service that are identified during this planning cycle. Increased Employability Strategies Identify how increased employability activities and supports will: o Promote self-reliance and financial independence; and o Result in positive employment and earnings outcomes. For Ontario Works participants, increased employability is a holistic concept that often depends on: o The knowledge, skills and attitudes they possess; o The ability to access integrated supports such as, health, housing, transportation and childcare; o The ability to break the cycle of poverty; and o Their connection to the economic, local labour market and community environment. The Employment Supports Team and Intake and Community Support Worker positions give our clients excellent supports on either end of the employment continuum, from our most vulnerable to our most employable. We have in place excellent supports provided either by our staff or our community partners. By securing clients in housing, supporting them in caring for their mental and physical health and by encouraging them to obtain training and education to improve their opportunities, we create the conditions necessary for them to become employable and employed. With employment comes the opportunity to break the cycle of poverty. By creating a supportive and nurturing environment focused on treating our participants as valuable members of our community we will give them the tools and the confidence to make connections in their community, and in turn, financial and economic autonomy. The Haldimand-Norfolk community features a reliance on seasonal labour, and has been hard hit by the loss of large scale employers who, in the past, provided well paid and secure jobs. We recognize that opportunities for viable employment may not be available in this area in the future. Should poor employment prospects continue locally, we will provide our clients the tools to be successful in searches for employment in other communities. Our goal is to provide our clients with the knowledge, the transferable skills and the adaptability to be successful wherever they are able to find employment opportunities. Ontario Works Service Plan Template March

45 Monitoring Service Strategies Describe how the proposed strategies will be monitored to determine progress towards the achievement of outcome targets. Ongoing monitoring is critical in identifying potential year 2 adjustments to the Service Plan when managing for outcomes. Ontario Works staff and management keep statistics on program participation and outcomes. Multiple reports are available to us via the SA Extranet/Cognos. Many of these reports contain up to date and accurate information for us to use, however, the Employment Assistance report is still not an accurate reflection of client participation and outcomes measures. We are anticipating these reports will be more accurate in the future as the known issues are being addressed via the What s New in SAMS updates. We use the reports as much as possible to monitor our outcomes and progress and expect to be more able to do this once all of the reports are known to be accurate. Ontario Works Service Plan Template March

46 FO-48 May 19/15 Page 1 of 4 Advisory Committee Meeting July 20, 2017 Council-In-Committee Meeting August 15, 2017 Subject: Children s Services Child Care Expansion Funding Report Number: H.S.S Department: Health and Social Services Closed Session: Yes No Budget Amendment: Yes No Strategic Plan Linkage: Yes No Recommendation of Health and Social Services Advisory Committee: Recommendations: THAT Staff Report H.S.S , Children s Services Child Care Expansion Funding, be received as information; AND THAT Council accept the funding from the Ministry of Education for the expansion of licensed child care in Haldimand and Norfolk Counties in the amounts of $714,822 operating funding and $595,908 capital funding; AND FURTHER THAT the Approved 2017 Levy Supported Operating Budget be amended as outlined within this report; AND FURTHER THAT Council authorize the Mayor and Clerk/Manager Council Services to sign the revised Child Care and Child and Family Program Service Agreement with the Ministry of Education; AND FURTHER THAT Council authorize the Manager, Social Services & Housing to retain 10% of the total funding allocation for program administration purposes, to be used to retain a consultant, using a Request for Proposal process, for the implementation of the expansion of licensed child care in Haldimand and Norfolk Counties. Introduction/Background: In September 2016 the Province of Ontario made a commitment to increase the number of licensed child care spaces for children ages 0-4 years by 100,000 spaces over the next five years. The target for Haldimand and Norfolk Counties towards these 100,000 new spaces is 100 new licensed child care spaces. In order to work with CMSM s to fulfill this commitment the federal and provincial governments have made new 44

47 H.S.S Page 2 of 4 investments in licensed child care for both capital and operating purposes, including funding for child care for children up to age 6. Haldimand Norfolk Children s Services, as the CMSM for licensed child care and early years programming, has been notified of additional funding for licensed child care for this fiscal year. The amounts are $714,822 for operating funds for licensed child care centres (Attachment 1), including additional fee subsidies for families, and $595,908 capital funding for the creation of new licensed child care spaces (Attachment 2), either through expansion of existing child care centres or the construction of new licensed child care centres. The purpose of this staff report is to obtain Council acceptance of this 100% provincial funding and authorization for the Mayor and Clerk/Manager Council Services to sign the required service agreements with the Ministry of Education. Additionally, staff are requesting to retain 10% of this funding for program administration, to be used to retain consulting services to project manage this service expansion which is permitted under the funding agreement. A budget amendment is required as this funding was announced after the creation of the 2017 levy supported operating budget for Children s Services and therefore, it is not currently included in the budget. Discussion/Analysis: As the CMSM for licensed child care and early years programming, Haldimand Norfolk Children s Services is responsible for working with our licensed child care and early years system to meet the community s needs for high quality, accessible and affordable child care. Funding is provided by the Ministry of Education for this purpose. Staff have been notified by the Ministry of Education of additional capital and operating funding for the expansion of licensed child care, totaling $1,310,730. The additional funding must be used to increase the number of licensed child care spaces in Haldimand and Norfolk, either through the expansion of existing licensed child care centres or the construction of new licensed child care centres. This can be accomplished through any of the following: supporting the increased licensing capacity of existing centres, retrofitting existing centres to support additional child care spaces, providing additional operating grants to increase spaces for younger children (particularly infants), supporting additional families with child care fee subsidies, constructing new licensed child care centres, entering into service delivery agreements with new licensed child care providers. In the case of expansion through the construction of new centres, the CMSM would work with our School Board partners wherever possible to identify locations within schools for licensed child care in keeping with the Ministry of Education s School First policy. When this is not possible, the CMSM would use a Request for Proposal process to identify new child care providers and allocate capital funds for the construction of new licensed child care centres. The funding announcement includes a provision whereby the CMSM may retain up to 10% of the funding for program administration. Staff are proposing that the CMSM retain the full 10%, to be used to contract the services of a consultant to act as project 45

48 H.S.S Page 3 of 4 manager for this child care expansion initiative. The consultant would be responsible for identifying the community needs related to licensed child care (eg. location, age of children, hours of operation), engaging our current licensed child care system and identifying where there is capacity to expand, particularly in the area of Licensed Home Child Care, and working with Norfolk County Purchasing staff to complete a Request for Proposal process, if necessary, to select new licensed child care providers and sites. The Program Manager, Children s Services would be responsible for overseeing the work of the consultant. Interdepartmental Implications: Norfolk The budget amendment component of this report was reviewed by the Senior Leadership Team in accordance with established process and ranked to be Priority Ranking #1, as it relates to no net levy impact. Haldimand It has been confirmed that the CMSM will be surveying the existing licensed child care centres with whom we have valid operating agreements to explore opportunities for expansion as extensions of their current contracts. If at that time, funds are still available for new providers, then a Request for Proposal may be issued. If a Request for Proposal is issued, it is anticipated that Haldimand Staff will be participating in the evaluation process to seek qualified consultant services. Financial Services Comments: Norfolk The Approved 2017 Levy Supported Operating Budget does not include this Ministry funding for the expansion of licensed child care in Haldimand and Norfolk Counties. Approving staff s recommendations will not have any net levy impact as the proposed enhanced program is 100% funded. The additional allocation of $1,310,730 for child care services consists of: $131,072 for Administration $643,340 for Operating Enhancements $536,318 for Capital Enhancements As per Ministry guidelines, two thirds of the funding will be made available in 2017 with the remaining one third for Once Council approves staff s recommendations, the appropriate budget amendments will be completed. Haldimand Haldimand Finance staff have reviewed this report and agree with the cost implications as identified by Norfolk Finance staff. Although the proposed enhanced program is 100% funded, future financial impacts are unknown at this time and could potentially 46

49 H.S.S Page 4 of 4 have increased levy requirements in the future. Any future costs should be ranked and evaluated during the appropriate budget process, and would be cost shared based on the applicable cost sharing agreement, if not fully funded. Consultation: N/A Corporate Strategic Plan Linkage: Goal 1: Financial Sustainability and Fiscal Responsibility Goal 2: Improved Essential Infrastructure Goal 3: Recruitment and Succession Management Goal 4: Corporate Communications Strategy Communication Plan: Not Required Media Release Public Consultation / Information Public Participation Plan Details: Conclusion: Haldimand Norfolk Children s Services has been notified of additional capital and operating funding from the Ministry of Education to support the expansion of licensed child care. In Haldimand and Norfolk this funding will be used to assist us in meeting our target of 100 new licensed child care spaces towards the Province s commitment to create 100,000 new licensed child care spaces in Ontario within the next five years. Attachments: Attachment Allocation Summary from the Child Care and Child and Family Program Service Agreement Attachment 2 - Communication from the Ministry of Education re: Canada-Ontario Early Learning and Child Care Agreement, dated June 16, Submitted By: Marlene Miranda General Manager For more information, call: ext Prepared By: Heidy Van Dyk-Ellis, MPA Manager, Social Services & Housing For more information, call: ext

50 2017 Calendar Year Allocation SCHEDULE "D" BUDGET The Corporation of Norfolk Cou nty Base Allocation Expansion Plan T ta' Core Services Delivery - 100/0 3,802, ,412 Core Services Delivery - Cost Share Requirement 80/20 1,125,205 N/A Core Services Delivery - Cost Share Requirement 50/50 - Administration 42,860 NlA Core Services Delivery 4,970, ,412 5,551,915 Special Purpose Operating Allocation Language indigenous Cost of Living Rural Capacity Building Repairs and Maintenance Utilization Adjustment Capping Adjustment 136,397 36, , ,960 45,737 17,703 (50,357) (162,256) 15,989 4,304 24,306 81,465 5,272 2,075 NlA NlA Total Special Purpose 906, ,411 1,039,652 Total Operating Allocation 5,876, ,822 6,591,566 - Other Allocations Small Water Works Territory Without Municipal Organization (TWOMO) - Child Care - N/A NlA Wage Enhancement/Home Child Care Enhancement Grant (HCCEG) ' N/A Wage Enhancement/HCCEG Administration 29,046 N/A Total $ 6,633,328 $ 714,822 $ 7,348,1 50 '1 Notional allocation pending submission in revised estimates. A466 - Data Analysis Sen/ices A525 - ECD Planning - Regular A525 - ECD Planning - Indigenous Child and Family Program Allocation $ 241 Total Contract $ 7,589, Child Care and Child and Family Program Service Agreement 43 48

51 Ministry of Education Early Years and Child Care Programs and Service Integration Branch 900 Bay St., 24 th floor Mowat Block Toronto ON M7A 1L2 Ministère de l'éducation Direction de l intégration des programmes et des services pour la petite enfance et la garde d'enfants 900, rue Bay, 24 e étage Édifice Mowat Toronto ON M7A 1L2 2017: EYCC5 MEMORANDUM TO: FROM: Chief Administrative Officers, CMSMs and DSSABs General Managers/Commissioners, CMSMs and DSSABs Children s Service Managers, CMSMs and DSSABs Julia Danos Director, Early Years and Child Care Programs and Service Integration Branch Early Years and Child Care Division Ministry of Education DATE: June 16, 2017 SUBJECT: Canada-Ontario Early Learning and Child Care Agreement and 2017 Revised Child Care and Child and Family Program Service Agreements The purpose of this memo is to provide details on Ontario s Action Plan under the Canada-Ontario Early Learning and Child Care Agreement (ELCC) and to share information on the amended 2017 child care service agreements for Consolidated Municipal Service Managers (CMSMs) and District Social Services Administration Boards (DSSABs). The ELCC supports a shared commitment by the Ontario and Federal governments to provide investments in early learning and child care to increase quality, accessibility, affordability, flexibility and inclusivity. This funding will help parents, families and communities in their efforts to ensure the best possible future for their children. The ELCC provides $100M in new funding for increased subsidies and increased access to licensed child care in Ontario. There are two components to this investment: $80M for children aged 0-6 years old. EYCC5 Memo: Canada-Ontario Early Learning and Child Care Agreement and 2017 Revised Child Care and Child and Family Program Service Agreements 49 1

52 $20M to support broader system priorities for children aged In the first year, this funding will support access to licensed child care for up to 11,200 more children. For children aged 0-6, this funding can also be used to create and support new not for profit community-based capital projects, excluding capital projects for child care programs that run during school hours for kindergarten and school-age children. Capital funds may be used for retrofits, renovations or expansion projects. As the ELCC is a fiscal year investment, the ministry will provide 2017 allocations in the updated service agreements and has provided, for information purposes, allocations for the first quarter of 2018 to support local planning. Please refer to Appendix A for your 2017 and first quarter 2018 ELCC allocations. The ELCC aligns with Ontario s recent historic commitment, the Child Care Expansion Plan (Expansion Plan), to create access to licensed child care for 100,000 more children aged 0-4 years old. To support this commitment, the Government of Ontario made a provincial investment of $170 million in the current fiscal year, resulting in a total investment of $1.37 billion in , including wage enhancement. It also aligns with the expanded duty for District School Boards for the provision of before-and-after school programs. Confidentiality and Public Announcements Announcements regarding additional children and families served through these investments are communications opportunities for the Federal government, the Government of Ontario and CMSMs, and DSSABs. Therefore, CMSMs and DSSABs announcements related to funding received through the ELCC must clearly acknowledge that the contributions were made by the Province of Ontario and the Government of Canada. In addition, any such communications opportunities should remain confidential until they are announced publicly by the Government of Canada, the Province of Ontario or jointly with CMSMs and DSSABs. The intent is to help promote the role of the Government of Canada, Ministry of Education, CMSMs and DSSABs, and community partners in bringing new investments to local communities. For more information on the announcement protocol, please refer to Appendix B. Enhanced Accountability Requirements A. Enveloping and Carry Forward Funding for the ELCC is an enveloped allocation and can only be spent on the priorities identified below. Any funding not spent on the prescribed expenditures will be recovered by the ministry. CMSMs and DSSABs have the ability to use two-thirds of the 2017 allocation for this commitment by December 31, 2017 and the remaining funds by December 31, Through enhanced financial reporting requirements, CMSMs and DSSABs will EYCC5 Memo: Canada-Ontario Early Learning and Child Care Agreement and 2017 Revised Child Care and Child and Family Program Service Agreements 50 2

53 demonstrate how this funding is used to increase the number of children served in their region. B. Addressing local needs ELCC funding for children must be spent on the following priorities: 1. Additional fee subsidies; 2. Increased access to licensed child care; and/or 3. For children aged 0-6, this funding can also be used to create and support new not for profit community-based capital projects, excluding capital projects for child care programs that run during school hours for kindergarten and school-age children. If these priorities cannot be met due to local considerations, service system managers may use this funding to broadly reduce licensed child care fees and increase affordability. The ministry s expectation is that service system managers demonstrate they have attempted to meet the priorities before exploring this option. Administration and Cost Sharing To support local planning and implementation up to 10% of the ELCC allocation can be used towards administration. Additionally, the new investments do not require municipal cost sharing. Prioritizing Not for Profit Operators The ministry is continuing to prioritize funding to the not-for-profit child care sector. The For Profit Auspice Threshold is included in service agreements to support CMSMs and DSSABs with maintaining funding to for-profit entities at or below previous year s expenditure levels. This threshold applies to both base child care funding and the new investments for the Expansion Plan and the ELCC. New Agreement Schedules A new schedule, Schedule I - Ontario s ELCC Targets, will be added to your agreement. CMSMs/DSSABs are asked to complete this schedule with the average monthly children served with additional fee subsidies, number of children served through increased access, the number of children served through increased affordability, and/or estimated number of not for profit community-based capital spaces (for children aged 0-6 only) that will be created through this new funding. Should the ELCC targets indicated in service agreements by CMSMs and DSSABs not be met by 10% or more, and 10 children or more in the aggregate by December 31 st of EYCC5 Memo: Canada-Ontario Early Learning and Child Care Agreement and 2017 Revised Child Care and Child and Family Program Service Agreements 51 3

54 2017 and 2018, cash flow for ELCC will be reduced by 1 per cent to reflect the underachievement of the targets. The Ministry s Child Care Advisors will work with service system managers to confirm and submit the information in signed service agreements returned to the Ministry. ELCC funds are to be tracked separately from other funding and will have distinct financial reporting requirements. Cash Flow in 2017 Monthly cash flow for operating funding will continue to be based on the 2016 Revised Estimates submission entitlement or initial 2017 service agreement (if already submitted) until the 2017 signed amended service agreement is received and signed by the Ministry. Revised service agreements will be sent out shortly and will be due back to the Ministry by August 28, Signed Amended Service Agreement Received by: Payment Date: July 26, 2017 September 5, 2017 August 28, 2017 October 3, 2017 For convenience, CMSMs and DSSABs have the choice of submitting their signed service agreement and signed amending agreement by to: tpa.edu.earlylearning@ontario.ca, or alternatively by regular mail. Should you choose to submit your signed agreement by regular mail, please send two original signed copies to: Julia Danos, Director Early Years and Child Care Programs and Service Integration Branch Ministry of Education 24 th Floor, Mowat Block, 900 Bay Street Toronto, Ontario M7A 1L2 The ministry will a scanned signed copy or mail a hard copy of the completed agreement back to your CMSM and DSSAB for your records. Child Care Advisors and Financial Analysts are the ministry contacts for child care and 4 EYCC5 Memo: Canada-Ontario Early Learning and Child Care Agreement and 2017 Revised Child Care and Child and Family Program Service Agreements 52

55 child and family programs. Please direct any questions or concerns to your existing contacts at the ministry; the contact list is available on the Financial Analysis and Accountability Branch website. For further information on licensed child care funding, including the ELCC, please refer to the updated 2017 Child Care and Child and Family Program Service Management and Funding Guideline and the updated 2017 Technical Paper which will be available shortly. Regional meetings will be scheduled to review updates to the guideline and the approach for the ELCC. We are excited to work with you on this important initiative in order to best serve families across the province. Your ongoing partnership is critical in meeting the needs of the children and families in your community. Sincerely, Original signed by: Julia Danos Director, Early Years and Child Care Programs and Service Integration Branch Early Years and Child Care Division Enclosure: Appendix A: ELCC Child Care Allocations Appendix B: Communications Protocol Requirements Copy: Child Care Advisors, Early Years and Child Care Programs and Service Integration Branch, Early Years and Child Care Division, Ministry of Education Education Officers, Early Years and Child Care Programs and Service 5 EYCC5 Memo: Canada-Ontario Early Learning and Child Care Agreement and 2017 Revised Child Care and Child and Family Program Service Agreements 53

56 Integration Branch, Early Years and Child Care Division, Ministry of Education Financial Analysts, Early Years and Child Care Business Planning, Outcomes and Assessments Branch, Early Years and Child Care Division, Ministry of Education Ontario Municipal Social Services Association Association of Municipalities of Ontario 6 EYCC5 Memo: Canada-Ontario Early Learning and Child Care Agreement and 2017 Revised Child Care and Child and Family Program Service Agreements 54

57 Appendix A: ELCC Child Care Allocations Corporation of the City of Brantford City of Cornwall City of Greater Sudbury CMSM/DSSAB The City of Hamilton Corporation of the City of Kawartha Lakes Corporation of the City of Kingston Corporation of the City of London City of Ottawa Corporation of the City of Peterborough Corporation of the City of St. Thomas Corporation of the City of Stratford City of Toronto Corporation of the City of Windsor Corporation of the County of Bruce Corporation of the County of Dufferin Corporation of the County of Grey Corporation of the County of Hastings Corporation of the County of Huron Corporation of the County of Lambton County of Lanark County of Lennox & Addington County of Northumberland County of Oxford County of Renfrew County of Simcoe County of Wellington District Municipality of Muskoka Corporation of the Municipality of Chatham Kent The Corporation of Norfolk County Regional Municipality of Durham Regional Municipality of Halton Regional Municipality of Niagara Regional Municipality of Peel Regional Municipality of Waterloo Regional Municipality of York United Counties of Leeds & Grenville United Counties of Prescott & Russell Algoma District Services Administration Board District of Cochrane Social Service Administration Board District of Nipissing Social Services Administration Board District of Parry Sound Social Services Administration Board District of Sault Ste Marie Social Services Administration Board Allocation for 0 6 year olds 488, , ,644 2,719, , ,851 1,827,854 4,188, , , ,780 17,225,264 1,736, , , , , , , , , , , ,376 1,508, , , , ,411 2,131,783 1,613,378 1,514,807 6,487,013 1,835,146 4,653, , , , , , , , ELCC Allocation Q ELCC Allocation* Allocation for 0 12 year olds 122, , , ,362 76, , ,069 1,045, ,807 92,220 60,763 4,278, ,778 55,272 47,218 78, ,977 49, ,144 62,572 53,764 62,282 87,663 82, , ,351 54, ,416 89, , , ,873 1,624, ,896 1,171,297 78,791 89,374 53, , ,093 61,364 79,333 Allocation Total 610, , ,675 3,399, , ,571 2,283,924 5,233, , , ,543 21,503,277 2,173, , , , , , , , , , , ,326 1,887, , , , ,931 2,667,774 2,022,302 1,894,680 8,112,009 2,294,042 5,824, , , , , , , ,818 Allocation for 0 6 year olds 162, , , , , , ,285 1,396, , ,377 80,593 5,741, ,981 73,514 62, , ,861 66, ,977 83,119 71,202 82, , , , ,932 72, , , , , ,936 2,162, ,715 1,551, , ,546 70, , ,477 81, ,495 Allocation for 0 12 year olds 40,815 38,829 63, ,454 25,498 42, , ,439 39,602 30,740 20,254 1,426, ,593 18,424 15,739 26,262 42,659 16,657 39,381 20,857 17,921 20,761 29,221 27, ,230 57,117 18,259 37,805 29, , , , , , ,432 26,264 29,791 17,723 37,331 36,364 20,455 26,444 Allocation Total 203, , ,225 1,133, , , ,308 1,744, , , ,848 7,167, ,574 91,938 78, , ,520 82, , ,976 89, , , , , ,049 91, , , , , ,560 2,704, ,681 1,941, , ,337 88, , , , ,939 District of Timiskaming Social Services Administration Board 264,904 66, ,229 88,301 22, ,410 Kenora District Services Board Manitoulin Sudbury District Social Services Administration Board Rainy River District Social Services Administration Board District of Thunder Bay Social Services Administration Board 297, , , ,376 74,172 63,234 39, , , , , ,179 99,019 84,137 52, ,125 24,724 21,078 13,170 52, , ,215 65, ,393 Provincial Total 60,000,000 15,000,000 75,000,000 20,000,000 5,000,000 25,000,000 *The ELCC allocation for Q1 of 2018 is provided for informational purposes only and is not part of the 2017 allocation. 7 EYCC5 Memo: Canada-Ontario Early Learning and Child Care Agreement and 2017 Revised Child Care and Child and Family Program Service Agreements 55

58 Appendix B: Communications Protocol Requirements: Canada-Ontario Early Learning and Child Care Agreement All public announcements regarding provincial and federal investments in Ontario s child care and early years system are potential joint communication opportunities for the provincial government, school boards, the CMSMs/DSSABs, municipalities and community partners. Public Communications Municipalities, school boards, CMSMs and DSSABs, and community partners should not issue a news release or any other public communication directed at media regarding major child care and early years investments, without publicly recognizing the Ministry of Education s role of providing funding. The Ministry of Education may also choose to issue its own news release and/or hold events about investments in child care and early years projects, in addition to those prepared by municipalities, school boards, CMSMs and DSSABs, and community partners. The intent of this protocol is to promote the role of both the Ministry of Education and stakeholders in bringing new child care and early years projects to local communities. Major Announcements and Events Important: For all major child care investments the Minister Responsible for Early Years and Child Care must be invited as early as possible to the event. Invitations can be sent to EYCCinvestments@ontario.ca, with a copy sent to your Ministry Child Care Advisor/ Education Officer. Municipalities, school boards, CMSMs and DSSABs, and community partners will be notified at least four to six weeks in advance of their opening event as to the Minister s attendance. If the date of your event changes at any time after the Minister has received the invitation, please confirm the change at the address above. If the Minister Responsible for Early Years and Child Care is unavailable, the invitation may be shared with a government representative who will contact your municipality, school board, CMSM or DSSAB, or community partner to coordinate the details (e.g. joint announcement). Municipalities, school boards, CMSMs and DSSABs, and community partners are not expected to delay their announcements to accommodate the Minister or a Member of Provincial Parliament (MPP); the primary goal is to make sure that the Minister is aware of the announcement opportunity. Other Events For all other media-focussed public communications opportunities, such as sod turnings for example, an invitation to your local event must be sent to the Minister Responsible for Early Years and Child Care by with at least three weeks notice. Again, please send a copy to your ministry child care advisor. Please note that if the date of your EYCC5 Memo: Canada-Ontario Early Learning and Child Care Agreement and 2017 Revised Child Care and Child and Family Program Service Agreements 56 8

59 event changes at any time after the Minister has received the invitation, please confirm the change at the address above. Municipalities, school boards, CMSMs and DSSABs, and community partners are not expected to delay these other events to accommodate the Minister. Only an invitation needs to be sent, a response is not mandatory to proceed. This communications protocol does not replace our stakeholders existing partnerships with the Ministry of Education s. Regional child care advisors and regional child care licensing staff should still be regarded as primary points of contact for events and should be given updates in accordance to existing processes. Acknowledgement of Support The support of the Government of Ontario must be acknowledged in media-focused communications of any kind, written or oral, relating to the expansion plan. This acknowledgment could include but is not limited to, any report, announcement, speech, advertisement, publicity, promotional material, brochure, audio-visual material, web communications or any other public communications. For minor interactions on social media, or within social media such as Twitter, Vine, etc. where there is a tight restriction on content, municipalities, school boards, CMSMs and DSSABs, and community partners are not required to include government acknowledgement. In addition, when engaged in reactive communications (e.g., media calls) municipalities, school boards, CMSMs and DSSABs, and community partners do not have to acknowledge government funding; however, if possible, such an acknowledgement is appreciated. 9 EYCC5 Memo: Canada-Ontario Early Learning and Child Care Agreement and 2017 Revised Child Care and Child and Family Program Service Agreements 57

60 FO-48 May 19/15 Page 1 of 5 Advisory Committee Meeting July 20, 2017 Council-In-Committee Meeting August 15, 2017 Subject: Early Years System Quality Enhancement Report Number: H.S.S Department: Health and Social Services Closed Session: Yes No Budget Amendment: Yes No Strategic Plan Linkage: Yes No Recommendation of Health and Social Services Advisory Committee: Recommendations: THAT Staff Report H.S.S , Early Years System Quality Enhancement, be received as information; AND THAT Council exempt staff from the quotation and tendering procedures for goods and services outlined in Norfolk County Policy EBS-02, section 4 to permit a single source standardization of the quality enhancement program for the licensed child care system within Haldimand and Norfolk; AND FURTHER THAT Council authorize the Manager of Social Services and Housing to permit a single source supply with Affiliated Services for Children and Youth (ASCY) and enter into a service agreement in the amount not to exceed $275,000 for the purpose of developing and implementing an amended quality enhancement program for the licenced child care system within Haldimand and Norfolk with Affiliated Services for Children and Youth (ASCY). Introduction/Background: The Raising the Bar on Quality program was adopted by and implemented in Norfolk County in Since that time it has been the quality enhancement program utilized by licensed child care operators within Haldimand and Norfolk. The Raising the Bar on Quality program was developed in Hamilton by Affiliated Services for Children and Youth in consultation with community partners and has since been implemented in many communities within the province. Raising the Bar on Quality is a voluntary, peer-driven, annual community accreditation program for licensed child care centres. Accreditation is measured using Bronze, Silver and Gold bars to indicate the level of quality achieved. It was developed to build on the 58

61 H.S.S Page 2 of 5 strengths of local child care communities. The goals of the program include the promotion of healthy child care environments for children and supporting the professional development of Early Childhood Educators/Caregivers. Since the implementation of Raising the Bar on Quality, the majority of the licensed child care operators in Haldimand and Norfolk have reached the Gold level facilitating the implementation of consistent administrative practices and promoted ongoing professional development within the early years system. As the child care and early years systems have evolved, quality assurance programming is also evolving in order to ensure continuous quality improvement within our system. It is time to re-visit the use of Raising the Bar on Quality to ensure that we are using the most up to date and evidence-based quality assurance tool possible. To do this, Haldimand Norfolk Children s Services would like to formally enter into a service agreement with ASCY to provide continued quality enhancement programming. As the service system manager for licensed child care it is the responsibility of Haldimand Norfolk Children s Service to ensure quality within our child care system. Staff feel that a service agreement with ASCY will support Children s Services in meeting this mandate. Discussion/Analysis: Raising the Bar on Quality, the existing quality assurance tool for licensed child care, has been well received by the licensed child care operators within Haldimand and Norfolk during the last 10 years. With the exception of two centres (centres that have only recently entered into service contracts with Norfolk County) all of the licensed child care operators within Haldimand and Norfolk who have service agreements with Norfolk County participate in the program. The Raising the Bar on Quality framework promotes the implementation of best practices and the requirement of ongoing professional development for early years professionals. Participants are required to submit a Profile Review Binder containing documentation to demonstrate their achievement of Raising the Bar on Quality criteria. This profile is reviewed by a team of peers who have volunteered for this purpose. The process is annual. While the framework has provided a solid foundation for quality within the licensed child care system in Haldimand and Norfolk, the program in its current state has limitations considering the evolution that has occurred in the early years system under the oversight of the Ministry of Education. In addition, since the implementation of Raising the Bar on Quality, much has changed in the world of licenced child care. One of the most significant changes being the introduction of the document How Does Learning Happen: Ontario s Pedagogy for the Early Years from the Ministry of Education in This document is a professional learning resource guide about learning through relationships for those working with children and families. It is intended to support pedagogy and curriculum/program development on the early years (HDLH, Ministry of Education, 2014). As such, quality within child care must include an increased focus on relationships between children, families, and child care educators. Reflecting on these views about children, families, and educators in the 59

62 H.S.S Page 3 of 5 context of the early years environment is a starting point for developing programs and practices that support learning (HDLH, Ministry of Education, 2014). In order to continue to support licensed child care operators with the vision of How Does Learning Happen and the shift in focus from administrative best practices to the Ministry s vision of high quality programming and ensure continued quality improvement within our child care system that aligns with How Does Learning Happen, child care operators and educators require continued support in order to successfully manage this evolution. Recognizing the need to transition their existing quality enhancement program to align with the vision of How Does Learning Happen, the City of Hamilton has had ASCY develop a supplemental program for Hamilton licensed child care operators. This supplemental program continues to use the existing program for new operators, however, has created an enhanced program for existing operators that have already met the requirements of Raising the Bar on Quality and supports the philosophies and concepts of How Does Learning Happen. This program includes a mentoring component that sees ASCY staff visit child care centres and provides ongoing individualized support in areas that require quality improvement. The City of Hamilton provides annual funding to ASCY to provide this service to early years providers within the City of Hamilton. In order to have a membership with ASCY and access to their resources/supports, staff must work in the early years in the City of Hamilton. Among other services provided, ASCY specializes in creating training and development opportunities for early years professionals. Staff are requesting to retain the ongoing services and supports of ASCY to mentor and train the child care early learning professionals in the communities of Haldimand and Norfolk. Individualized mentoring and planning for continuous quality improvement would be provided to both new and existing child care centres. A designated ASCY staff person would be assigned to Haldimand and Norfolk for this purpose. As a continuation of the Raising the Bar on Quality program, staff are of the opinion that this will successfully support and improve the quality of early years programming for children and families in our communities in alignment with the Ministry of Educations mandate. In the event that a location can be secured, staff are proposing that a library be established by ASCY staff within our community which will provide resources to early learning professionals within Haldimand and Norfolk. A resource library exists in Hamilton which was established by ASCY and serves as a valuable support to early learning professionals in the City of Hamilton. The annual cost of this service includes 2.0 FTE from ASCY to be assigned to Haldimand and Norfolk, the costs of the resource library, training for licensed child care centres, computers, telephones, travel, program supplies and administration. These costs will be entirely paid for from the funding that is provided to Haldimand Norfolk Children s Services by the Ministry of Education. There is no municipal levy contribution required to implement this quality assurance initiative. It is the responsibility of the Consolidated Municipal Service System Manager to oversee the quality of the local child care system and ensure quality improvement and 60

63 H.S.S Page 4 of 5 alignment with How Does Learning Happen. In the absence of the support that can be provided by ASCY, we will be challenged as a CMSM to systematically facilitate ongoing quality improvement for the benefit of children and families in our communities. Funding is available to support this initiative and the funding that will be accessed comes to the CMSM from the Ministry of Education and is 100% provincially funded. The cost will not exceed $275,000 which includes a one-time cost of approximately $75,000 to set up a resource library. Interdepartmental Implications: Norfolk Corporate Support Services: Corporate Support Services has reviewed the report and advises that Policy EBS-02, section 13 permits staff to request exemption to the purchasing policy by report and resolution of Council. Section of Norfolk County Purchasing Policy defines single source supply as more than one source being available but for reasons of function or service, one supplier is recommended for consideration of the particular supply or service. Haldimand Procurement activities completed by the Health and Social Services Department fall under the authority of the Norfolk County s Purchasing Policy. Financial Services Comments: Norfolk The Approved 2017 Levy Supported Operating Budget includes $275,000 in order to provide the Raising the Bar on Quality program with no net levy impact as the Province provides 100% funding. Approving staff s recommendation to continue with an enhanced program and to enter into an agreement with Affiliated Services for Children and Youth (ASCY) in the amount not to exceed $275,000 for the purpose of developing and implementing an amended quality enhancement program for the licenced child care system within Haldimand and Norfolk will have no direct financial impacts. Haldimand Haldimand Finance staff have reviewed this report and agree with the cost implications as identified by Norfolk Finance staff. Any future years costs should be ranked and evaluated during the appropriate budget process, and would be cost shared based on the applicable cost sharing agreement, if not fully funded. Consultation: N/A 61

64 H.S.S Page 5 of 5 Corporate Strategic Plan Linkage: Goal 1: Financial Sustainability and Fiscal Responsibility Goal 2: Improved Essential Infrastructure Goal 3: Recruitment and Succession Management Goal 4: Corporate Communications Strategy Communication Plan: Not Required Media Release Public Consultation / Information Public Participation Plan Details: Conclusion: Staff are requesting to secure the services of Affiliated Services for Children and Youth (ASCY) to provide ongoing support, mentoring and professional development in order to ensure continuous quality enhancement within the licensed child care system in Haldimand and Norfolk. This will support Haldimand Norfolk Children s Services, as the service system manager for licensed child care and the early years, to meet our mandate with the Ministry of Education to ensure quality within our child care and early years system. ASCY is a leader in the development of quality assurance tools for licensed child care and has successfully developed and implemented the existing quality assurance tool, Raising the Bar. Due to their experience and demonstrated success in this area, staff feels this meets the criteria for a single source purchase, and respectfully requests a Council exemption to the Norfolk County Purchasing Policy so that a service agreement may be executed with ASCY to provide Haldimand Norfolk Children s Services with the quality assurance supports outlined within this staff report. Attachments: N/A Submitted By: Marlene Miranda General Manager For more information, call: ext.3120 Reviewed By: Heidy Van Dyk-Ellis, MPA Manager, Social Services & Housing For more information, call: ext Prepared By: Michelle Balint Program Manager, Children s Services For more information, call: ext

65 FO-48 May 19/15 Page 1 of 4 Advisory Committee Meeting July 20, 2017 Council-In-Committee Meeting August 15, 2017 Subject: Ontario Early Years Child & Family Centres Transition Plan Report Number: H.S.S Department: Health and Social Services Closed Session: Yes No Budget Amendment: Yes No Strategic Plan Linkage: Yes No Recommendation of Health and Social Services Advisory Committee: Recommendations: THAT Staff Report H.S , Ontario Early Years Child and Family Centres Transition Plan, be received as information; AND THAT Council approve the transition plan for the Ontario Early Years Child and Family Centres for Haldimand and Norfolk Counties, for the time period January 1, 2018 to September 30, 2018; AND FURTHER THAT Council exempt staff from Norfolk County Purchasing Policy and enter into a service agreement with Haldimand Norfolk REACH for the delivery of the Ontario Early Years Child and Family Centres for the transition period, January 1, 2018 to September 30, 2018; AND FURTHER THAT the value of the service contract with Haldimand Norfolk REACH not exceed the Ministry of Education 100% provincial funding allocation for the Ontario Early Years Child & Family Centres, less 10% administration funding to be retained by Norfolk County Children s Services. Introduction/Background: Haldimand Norfolk Children s Services is the Consolidated Municipal Services Manager (CMSM) for licensed child care and the early years system for Haldimand and Norfolk Counties. Beginning January 1, 2018 this mandate is being increased by the Ministry of Education to include the management of the new Ontario Early Years Child and Family Centres (OEYCFC s). Municipal Service Managers are required to submit a community plan for the delivery of OEYCFC s to the Ministry of Education by September 29, The CMSM received the funding announcement for the OEYCFC s on June 16, 2017 and can now move forward with the finalization of our community plan. In the interim, 63

66 H.S.S Page 2 of 4 due to the funding announcement delays, the Ministry is recommending that CMSM s consider 2018 to be a transition year. Children s Services is recommending to Council that in Haldimand and Norfolk, status quo programming be maintained until September 30, 2018 and that we enter into a service delivery contract with the current provider, Haldimand Norfolk REACH, for this time period. In order to do so, staff are requesting that Council authorize an exemption to the Norfolk County Purchasing Policy and forego the RFP process for the transition period only. Staff will be using an RFP process to identify a permanent provider of the OEYCFC programming. Discussion/Analysis: Beginning January 1, 2018 Consolidated Municipal Services Managers (CMSM s) will be responsible for the delivery of the Ontario Early Years Child and Family Centres (OEYCFC s) with funding from the Ministry of Education. In Haldimand and Norfolk this means that the Ontario Early Years Centres that are currently managed by Haldimand Norfolk REACH will now be the responsibility of the CMSM. The CMSM has the choice to directly operate the service, or manage the service through a service delivery partner. Haldimand Norfolk Children s Services, as the CMSM for licensed child care and early years programming, has been working with the Best Start Network and a consultant to prepare our community s plan for the OEYCFC s. This plan was originally due to the Ministry of Education in May 2017 however the deadline was extended by the Ministry to September 29, 2017 due to the delay in the announcement of the OEYCFC funding allocation for municipalities. The decision has been made by staff to not recommend direct delivery of this service but to engage a service delivery partner. This decision was made based on an environmental scan of service delivery models around the Province, current capacity of the Children s Services program and the fact that Haldimand Norfolk Children s Services does not directly deliver any licensed child care or early years programs; all current programs are delivered externally by service delivery partners. As this is a new program and a new funding stream for Children s Services, staff will work with Norfolk County Purchasing staff to select a service delivery partner using the Request for Proposal (RFP) process. The OEYCFC funding allocations were announced by the Ministry on June 16, 2017, a copy of which is attached to this staff report. Children s Services staff can now move forward with the finalization of the OEYCFC community plan in time for the September submission deadline. Due to the Ministry s delayed funding announcement and the extension of the submission deadline for the community OEYCFC plan, the Ministry of Education is considering 2018 to be a transition year. The Ministry has encouraged CMSM s to maintain status quo programming throughout the transition year in order to ensure stability within the early years system. Staff are recommending to Council that for the first nine months of 2018 that we maintain the existing OEYC service delivery partner, Haldimand Norfolk REACH, as the delivery partner for the new OEYCFC s. The nine month time period was chosen in order to allow staff adequate time to complete the RFP process; this time period also aligns with the school year which is important as 64

67 H.S.S Page 3 of 4 CMSM s are encouraged to partner with School Boards and consider schools as possible OEYCFC sites. Staff have met with representatives of Haldimand Norfolk REACH to discuss the possibility of a transition plan. Haldimand Norfolk REACH is interested in being the service delivery partner for the OEYCFC s during the transition period. All expenses related to the OEYCFC s will be covered by the funding received from the Ministry of Education, the total of which is $1,076,290. The CMSM will be keeping 10% of this funding for program administration. Staff are respectfully requesting an exemption to Norfolk County s Purchasing Policy in order to enter into a nine month service contract with Haldimand Norfolk REACH for transitional delivery of the OEYCFC s. Staff will bring back a future report to Council, before the submission to the Ministry of Education, which outlines the community plan for the OEYCFC s in Haldimand and Norfolk and the use of the funding allocation from the Ministry of Education, including the administration funding. Interdepartmental Implications: Norfolk Haldimand Procurement activities completed by the Health and Social Services Department fall under the authority of the Norfolk County s Purchasing Policy. Financial Services Comments: Norfolk Once Council approves staff s recommendation to accept 100% Ministry funding in the amount of $1,076,290 for the Ontario Early Years and Family Centre Transition Plan, the Proposed 2018 Levy Supported Operating Budget will include this initiative. It should be noted that $968,661 (90%) will be the actual allocation for delivery of the program (service contract with HN REACH) and $107,629 (10%) will be used by Haldimand Norfolk Child Care Services for program administration purposes. Staff will also be providing a subsequent report in the near future outlining a community plan and detailed budget for the delivery of the OEYCFC program. Haldimand Haldimand Finance staff have reviewed this report and agree with the cost implications as identified by Norfolk Finance staff. This initiative will be ranked and evaluated during the appropriate budget process. Consultation: N/A 65

68 H.S.S Page 4 of 4 Corporate Strategic Plan Linkage: Goal 1: Financial Sustainability and Fiscal Responsibility Goal 2: Improved Essential Infrastructure Goal 3: Recruitment and Succession Management Goal 4: Corporate Communications Strategy Communication Plan: Not Required Media Release Public Consultation / Information Public Participation Plan Details: Conclusion: The CMSM will assume responsibility for the Ontario Early Years Child and Family Centres from the Ministry of Education on January 1, This program will be fully funded by the Province. The CMSM will work with Norfolk County Purchasing staff to select a service delivery partner for the OEYCFC s using an RFP process. Due to delays from the Ministry of Education in funding announcements and an extension to the community OEYCFC plan deadline, Staff are requesting that Council consider the time period January 1, 2018 to September 30, 2018 to be a transition period and maintain status quo early years programming, with Haldimand Norfolk REACH as the provider. Haldimand Norfolk REACH is the current provider and has indicated interest in continuing to provide these services through the transition period. Attachments: Communication from the Ministry of Education re: Ontario Early Years Child & Family Centres, dated June 6, Submitted By: Marlene Miranda General Manager For more information, call: ext Prepared By: Heidy Van Dyk-Ellis, MPA Manager, Social Services & Housing For more information, call: ext

69 Ministry of Education Early Years and Child Care Programs and Service Integration Branch 900 Bay St., 24 th floor Mowat Block Toronto ON M7A 1L2 Ministère de l'éducation Direction de l intégration des programmes et des services pour la petite enfance et la garde d'enfants 900, rue Bay, 24 e étage Édifice Mowat Toronto ON M7A 1L2 2017: EYCC6 MEMORANDUM TO: FROM: Chief Administrative Officers, CMSMs/DSSABs General Managers/Commissioners, CMSMs and DSSABs Children s Services Leads, CMSMs/DSSABs Julia Danos Director, Early Years and Child Care Programs and Service Integration Branch Early Years and Child Care Division Ministry of Education DATE: June 16, 2017 SUBJECT: 2018 Ontario Early Years Child and Family Centres Funding Allocations We are pleased to provide the 2018 funding allocations related to Ontario Early Years Child and Family Centres for Consolidated Municipal Service Managers (CMSMs) and District Social Services Administration Boards (DSSABs). On February 19, 2016, the Ministry of Education (EDU) announced its provincial plan for moving forward with the integration and transformation of child and family programs to create Ontario Early Years Child and Family Centres in This new system of supports and services will integrate Ontario Early Years Centres, Parenting and Family Literacy Centres, Better Beginnings, Better Futures, and Child Care Resource Centres under a common identity that will be guided by a provincial framework and new funding approach. Ontarians have told us that they want this province to be one of the best places for their children to live, learn and grow. On June 6, 2017, the Ministry released Ontario s Renewed Early Years and Child Care Policy Framework (2017), which highlights our vision that all children and families have access to a range of high-quality, inclusive and 1 EYCC6 Memo: 2018 Ontario Early Years Child and Family Centres Funding Allocations 67

70 affordable early years and child care programs and services that are child- and familycentred and contribute to children s learning, development and well-being. Ontario Early Years Child and Family Centres will help us achieve this vision, further strengthen the continuum of learning for children, and provide families with the convenience and benefits of a well-integrated system. The transformation of child and family programs is being made possible through the strong relationships and partnerships established across the province between service system managers, school boards, service providers, and community organizations as well as engagement with children and families to better understand and meet local need. Investments and New Funding Approach The Ministry is pleased to announce a total annual investment of $141 million to support Ontario Early Years Child and Family Centres. Included in this total allocation is the provincial government s annual investment of over $100 million. In addition, we are pleased to inform you that Ontario s Action Plan under the Canada-Ontario Early Learning and Child Care Agreement includes an additional investment of approximately $40 million for Ontario Early Years Child and Family Centres. These significant investments will support the transformation of the existing system, grow the positive impacts of child and family programs province-wide, and expand service in areas that have relatively few available services and/or have experienced significant population growth. For , the Ministry is pleased to announce a one-time investment of approximately $30 million funded through the Canada-Ontario Early Learning and Child Care Agreement to support community-based capital retrofit, renovations and expansions for Ontario Early Years Child and Family Centres. Further details regarding the capital funding process will be provided in the near future. The Ministry has developed a funding approach that takes into consideration the requirement for communities to provide mandatory core services and make customized community connections that meet unique local need. Based on feedback from CMSMs, DSSABs as well as the broader sector, this funding approach uses data elements that are reflective of the key program goals, demographic needs, and consistent with some of the data elements used in the Ministry s child care funding formula, where appropriate. The funding approach for Ontario Early Years Child and Family Centres is comprised of the following components for operating funding: $250,000 base allocation for each CMSM and DSSAB Remaining funding has been distributed using the following data elements: - Number of children ages Low-Income Cut Off (LICO) scores - Number of families that speak French at home - Number of Indigenous children ages EYCC6 Memo: 2018 Ontario Early Years Child and Family Centres Funding Allocations 68

71 - Number of families that speak a language other than English or French at home - Population density The Ministry has received significant feedback from the sector regarding the need for new investments for child and family programs. As part of the new funding approach, the Ministry has utilized a funding enhancement mechanism to ensure all communities receive a minimum increase of approximately 10 percent under the new funding approach. In addition to transforming and enhancing the existing system of child and family programs, this funding increase also supports costs associated with the service system management role and program administration. CMSMs and DSSABs may use up to a maximum of 10 percent of the total allocation for this purpose. Please refer to Appendix A for your 2018 Ontario Early Years Child and Family Centre allocations. Needs Assessment Summaries and Initial Plans As you are aware, the Ministry has extended the deadline for CMSMs and DSSABs to submit initial plans for Ontario Early Years Child and Family Centres from May 31, 2017 to September 29, We recognize that 2018 will be a transition year for some communities and initial plans for Ontario Early Years Child and Family Centres will reflect local planning across the province. The initial plans should be ed to tpa.edu.earlylearning@ontario.ca with a copy to your regional contact in the Early Years and Child Care Programs and Service Integration Branch Ontario Early Years Child and Family Centres - Funding Guidelines for Service System Managers The Ministry will release the 2018 Ontario Early Years Child and Family Centres Funding Guidelines for Service System Managers in the coming weeks. These guidelines will provide CMSMs and DSSABs with additional information pertaining to the components of the new funding approach, as well as requirements for the use of Ontario Early Years Child and Family Centre funding and related financial reporting. Service Agreements for Ontario Early Years Child and Family Centres Service agreements between the Ministry and CMSMs and DSSABs for Ontario Early Years Child and Family Centres will be distributed in Summer 2017 to ensure timely payments to CMSMs and DSSABs beginning January As a reminder, service agreements between the Ministry and organizations funded for existing child and family programs will remain in place until December 31, The new Ontario Early Years Child and Family Centres funding framework and program requirements will be effective January 1, CMSMs and DSSABs will need to have 3 EYCC6 Memo: 2018 Ontario Early Years Child and Family Centres Funding Allocations 69

72 local funding approaches in place for January 1, 2018 for the delivery of Ontario Early Years Child and Family Centres. It is the Ministry s expectation that CMSMs and DSSABs are working with existing providers to discuss plans for The Ministry is committed to working closely with sector partners to mitigate potential service disruption to ensure that child and families will continue to be supported during this transition. Confidentiality and Public Announcements CMSMs and DSSABs are reminded that announcements regarding investments for Ontario Early Years Child and Family Centres are joint communications opportunities for the provincial government, the federal government, and CMSMs and DSSABs. Therefore CMSM and DSSAB announcements related to funding received for Ontario Early Years Child and Family Centres must clearly acknowledge that the contributions were made by the Province of Ontario and the Government of Canada. In addition, any such communications opportunities should remain confidential until they are announced publicly by the Province of Ontario and the Government of Canada or jointly by the provincial government, federal government, CMSMs and DSSABs. The intent is to help promote the role of the Government of Canada, Ministry of Education, CMSMs and DSSABs, and community partners in bringing new investments to local communities. For more information on the announcement protocol, please refer to Appendix B. Branding Strategy and Public Awareness Campaign As we move forward with the implementation of Ontario Early Years Child and Family Centres, the Ministry understands that increasing public awareness is critical. As a result, a brand strategy and visual identity project is underway that will bring together the four programs under one strong brand designed to resonate with both parents and stakeholders. In addition, an integrated marketing campaign is planned for fall/winter to help increase awareness of the child care and early years programs available to parents and caregivers. CMSMS and DSSABs will be encouraged to implement their own outreach and engagement strategies in their communities to increase local participation. The Ministry will release further information about the branding strategy and public awareness campaign in Fall Key Dates Key dates to be aware of include: Release of 2018 Ontario Early Years Child and Family Centres Funding Guidelines for Service System Managers - Early Summer 2017 Distribution of service agreements between the Ministry of Education and 4 EYCC6 Memo: 2018 Ontario Early Years Child and Family Centres Funding Allocations 70

73 CMSMs and DSSABs in Summer 2017 Submission of needs assessment summaries and initial plans for Ontario Early Years Child and Family Centres by September 29, 2017 Information about branding strategy and public awareness campaign in Fall 2017 Responsibility for service system management of Ontario Early Years Child and Family Centres transferred to CMSMs and DSSABs on January 1, 2018 Thank you for your continued commitment to delivering high quality early years programs and services in communities across Ontario. Our strong partnership will help achieve our shared goal of establishing an increasingly integrated system of early years programs and services. If you have any questions regarding this memo please contact your regional contact in the Early Years and Child Care Programs and Service Integration Branch. We look forward to a continued collaborative relationship with our municipal partners. Sincerely, Original signed by: Julia Danos Director, Early Years and Child Care Programs and Service Integration Branch Early Years and Child Care Division Enclosure: Appendix A: 2018 Ontario Early Years Child and Family Centre Allocations Appendix B: Communications Protocol Requirements 5 EYCC6 Memo: 2018 Ontario Early Years Child and Family Centres Funding Allocations 71

74 Copy: Child Care Advisors, Early Years and Child Care Programs and Service Integration Branch, Early Years and Child Care Division, Ministry of Education Education Officers, Early Years and Child Care Programs and Service Integration Branch, Early Years and Child Care Division, Ministry of Education Financial Analysts, Early Years and Child Care Business Planning, Outcomes and Assessments Branch, Early Years and Child Care Division, Ministry of Education Ontario Municipal Social Services Association Association of Municipalities of Ontario 6 EYCC6 Memo: 2018 Ontario Early Years Child and Family Centres Funding Allocations 72

75 Appendix A: 2018 Ontario Early Years Child and Family Centre Allocations CMSM/DSSAB Total 2018 Ontario Early Years Child & Family Centre Allocations Corporation of the City of Brantford $2,044,064 City of Cornwall $1,653,816 City of Greater Sudbury $3,330,956 The City of Hamilton $5,941,018 Corporation of the City of Kawartha Lakes $1,105,672 Corporation of the City of Kingston $2,856,317 Corporation of the City of London $3,808,829 City of Ottawa $9,652,414 Corporation of the City of Peterborough $1,236,657 Corporation of the City of St. Thomas $1,131,194 Corporation of the City of Stratford $921,139 City of Toronto $26,989,218 Corporation of the City of Windsor $3,583,377 Corporation of the County of Bruce $910,636 Corporation of the County of Dufferin $774,043 Corporation of the County of Grey $1,053,703 Corporation of the County of Hastings $1,423,538 Corporation of the County of Huron $810,782 Corporation of the County of Lambton $2,298,173 County of Lanark $928,041 County of Lennox & Addington $818,329 County of Northumberland $865,560 County of Oxford $1,080,576 County of Renfrew $1,308,957 County of Simcoe $3,828,738 County of Wellington $2,038,805 District Municipality of Muskoka $824,686 Corporation of the Municipality of Chatham Kent $1,328,681 The Corporation of Norfolk County $1,076,290 Regional Municipality of Durham $4,316,625 Regional Municipality of Halton $4,149,137 Regional Municipality of Niagara $4,097,848 Regional Municipality of Peel $11,796,038 Regional Municipality of Waterloo $4,137,959 Regional Municipality of York $9,115,369 United Counties of Leeds & Grenville $1,016,951 United Counties of Prescott & Russell $1,797,233 Algoma District Services Administration Board $1,091,690 District of Cochrane Social Service Administration Board $2,032,157 District of Nipissing Social Services Administration Board $2,112,046 District of Parry Sound Social Services Administration Board $1,085,022 District of Sault Ste Marie Social Services Administration Board $1,598,807 District of Timiskaming Social Services Administration Board $1,050,324 Kenora District Services Board $1,612,090 Manitoulin Sudbury District Social Services Administration Board $1,441,809 Rainy River District Social Services Administration Board $1,068,123 District of Thunder Bay Social Services Administration Board $2,375,429 Provincial Total $141,518,867 EYCC6 Memo: 2018 Ontario Early Years Child and Family Centres Funding Allocations 73 7

76 Appendix B: Communications Protocol Requirements: Allocations and New Funding Approach for Ontario Early Years Child and Family Centres All public announcements regarding provincial and federal investments in Ontario Early Years Child and Family Centres are potential joint communication opportunities for the provincial government, CMSMs and DSSABs, school boards, municipalities and community partners. Public Communications Municipalities, school boards, CMSMs and DSSABs, and community partners should not issue a news release or any other public communication directed at media regarding major early years investments, including Ontario Early Years Child and Family Centres, without publicly recognizing the Ministry of Education s role of providing funding. The Ministry of Education may also choose to issue its own news release and/or hold events about investments in an Ontario Early Years Child and Family Centre, in addition to those prepared by municipalities, school boards, CMSMs and DSSABs, and community partners. The intent of this protocol is to promote the role of both the Ministry of Education and stakeholders in bringing new early years projects to local communities. Major Announcements and Events Important: For all major investments in Ontario Early Years Child and Family Centres, the Minister Responsible for Early Years and Child Care must be invited as early as possible to the event. Invitations can be sent to EYCCinvestments@ontario.ca, with a copy sent to your Ministry Child Care Advisor/ Education Officer. Municipalities, school boards, CMSMs and DSSABs, and community partners will be notified at least four to six weeks in advance of their opening event as to the Minister s attendance. If the date of your event changes at any time after the Minister has received the invitation, please confirm the change at the address above. If the Minister Responsible for Early Years and Child Care is unavailable, the invitation may be shared with a government representative who will contact your municipality, school board, CMSM or DSSAB, or community partner to coordinate the details (e.g. joint announcement). Municipalities, school boards, CMSMs and DSSABs, and community partners are not expected to delay their announcements to accommodate the Minister or a Member of Provincial Parliament (MPP); the primary goal is to make sure that the Minister is aware of the announcement opportunity. Other Events For all other media-focused public communications opportunities, an invitation to your local event must be sent to the Minister Responsible for Early Years and Child Care by with at least three weeks notice. Again, please send a copy to your Ministry Child Care Advisor/ Education Officer. If the date of your event changes at any time after the 8 EYCC6 Memo: 2018 Ontario Early Years Child and Family Centres Funding Allocations 74

77 Minister has received the invitation, please confirm the change at the address above. Municipalities, school boards, CMSMs and DSSABs, and community partners are not expected to delay these other events to accommodate the Minister. Only an invitation needs to be sent, a response is not mandatory to proceed. This communications protocol does not replace our stakeholders existing partnerships with the Ministry of Education s. Regional Child Care Advisor/ Education Officers should still be regarded at the primary points of contact for events and should be given updates in accordance to existing processes. Acknowledgement of Support The support of the Government of Ontario must be acknowledged in media-focused communications of any kind, written or oral, relating to Ontario Early Years Child and Family Centres. This acknowledgement could include, but is not limited to, any report, announcement, speech, advertisement, publicity, promotional material, brochure, audiovisual material, web communications or any other public communications. For minor interactions on social media, or within social media, such as Twitter, Vine, etc. where there is a tight restriction on content, municipalities school boards, CMSMs and DSSABs, and community partners are not required to include government acknowledgement. In addition, when engaged in reactive communications (e.g. media calls) municipalities, school boards, CMSMs and DSSABs, and community partners do not have to acknowledge government funding; however, if possible, such acknowledgement is appreciated. 9 EYCC6 Memo: 2018 Ontario Early Years Child and Family Centres Funding Allocations 75

78 FO-48 June 1, 2017 Page 1 of 4 Advisory Committee Meeting July 20, 2017 Council-In-Committee Meeting August 15, 2017 Subject: 10-Year Housing and Homelessness Plan Year 3 Report, 2017 Report Number: H.S.S Department: Health and Social Services Closed Session: Yes No Budget Amendment: Yes No Strategic Plan Linkage: Yes No Recommendation of Health and Social Services Advisory Committee: Recommendations: THAT Staff Report H.S.S , 10-Year Housing and Homelessness Plan Year 3 Report, 2017, be received as information; AND THAT staff be directed to forward the 10-Year Housing and Homelessness Plan Year 3 Report to the Ministry of Municipal Affairs and Housing in accordance with the Housing Services Act, 2011; AND FURTHER THAT staff be directed to post the 10-Year Housing and Homelessness Plan Year 3 Report on the Social Housing website. Introduction/Background: The Housing Services Act, 2011 (Act) is Provincial legislation that governs the provision of social housing within Ontario. The Act has the primary purpose of ensuring the provision of community based planning and delivery of housing and homelessness services. The legislation identifies that it is a matter of provincial interest that there be a system of housing and homelessness services that works within the framework of 12 identified functions. The Act identifies that each Service Manager shall have a plan to address housing and homelessness. The 10-Year Housing and Homelessness Plan for Haldimand and Norfolk Counties was presented in July and August of 2013 to the Advisory Committee and then to Council for approval in its draft form in order that it then be provided to the Ministry of Municipal Affairs and Housing (MMAH) by September 1, 2013 for Ministerial review and comment. The Plan was then submitted to the Province by December 31, 2013 for final approval. 76

79 H.S.S Page 2 of 4 The purpose of this report is in accordance with Section 20 (1) of the Act in which a Service Manager is required to provide a report every year on or before June 30 with respect of the previous year. It is a further requirement of the Act that the Service Manager report to the public under Section 22 of the Act with respect to the previous year. The Year 3 Report has been prepared for presentation to Council, and will be forwarded to the Province, and posted to the Social Housing website for public information. Discussion/Analysis: The vision of the 10-Year Housing and Homelessness Plan is: Residents of Haldimand and Norfolk will be able to live in safe, appropriate, accessible and affordable housing with support opportunities. There are five core directions of the Plan including: Direction 1 Direction 2 Direction 3 Direction 4 Direction 5 Ensure all residents of Haldimand and Norfolk Counties have access to suitable, safe and affordable housing opportunities. Keep people housed. Expand support opportunities to meet increasingly complex needs. Collaborate and coordinate responses to homelessness. Advocate to senior levels of government for adequate and sustained funding for services, supports and programming. Each direction has corresponding actions. The Plan identified six priority actions to focus on accomplishing in the short term. The priority actions are numbered as follows, with details for each action listed in the attached Year 3 Report: 10-Year Housing and Homelessness Plan (Attachment 1). Priority Actions are: 1.1, 1.3, 1.9, 2.1, 3.1 and 4.3. To date, the following action has been taken on the priority actions. Action new rental units opened October 2016 in Simcoe (Hambleton Hall). Action 1.2 streamlined access to Housing Allowance with 30 additional spaces being administered by Social Housing Division and agency partners. Action 1.4 Haldimand Norfolk Housing Corporation (HNHC) has identified infilling on existing sites as a goal in its strategic plan and started a regeneration study for their housing stock. Action households were assisted with the Homeownership program in Action affordable rental units geared towards vulnerable residents in Haldimand and Norfolk (Hambleton Hall, Simcoe). Action 1.10 within Hambleton Hall development, 3 units are fully accessible and occupied by tenants who require an accessible housing unit. Action 1.11 Haldimand County Zoning By-law review underway. 77

80 H.S.S Page 3 of 4 Action 5.3 Norfolk County Council approved the continuation of Ride Norfolk. In addition to these highlights, the Community Homelessness Prevention Initiative (CHPI) program review was completed in 2016, and gained Council approval to commence implementation of the recommendations within the document. This includes a move towards a coordinated entry system using Housing First principles with a focus on diversion and prevention of homelessness within Haldimand and Norfolk. As part of this process, training and development opportunities have been scheduled for staff and funded agency partners for In 2016, the Ministry of Housing granted a total of $2.65 million to be used in the and fiscal years as follows: $1.12 million in towards Investment in Affordable Housing initiatives (housing allowances, Ontario Renovates, and Homeownership), and $800,000 in towards a capital affordable housing project. Furthermore, within the Social Housing Investment Program, $720,400 was committed in towards capital projects for social housing providers. Within Haldimand and Norfolk, each housing provider (who submitted a request) was approved for at least one improvement project. Interdepartmental Implications: Social Housing staff remain committed to working with Planning Staff in both Haldimand and Norfolk Counties on strategies to address intersections of work. Furthermore, there are actions contained within the Plan that intersect with work being done within the Haldimand-Norfolk Health Unit on food security and poverty reduction. Haldimand Haldimand staff agree with information provided in the report and recognize that it aligns with Haldimand County s Council Proprieties in supporting Community Vibrancy and Healthy Community. Financial Services Comments: Norfolk Funding to support the Year 3 Housing and Homelessness Plan has been allocated within the 2017 Levy Supported Operating Budget, of which Council approved a Net Levy Requirement for both Haldimand ($1,273,800) and Norfolk ($2,431,300) Counties. These amounts are reflective of the entire Social Housing program. The 10-Year Housing and Homelessness Plan - Year 3 Report, as presented, has no direct financial impact on either County s Net Levy. Haldimand Haldimand Finance staff have reviewed this report and agree with the information provided by Norfolk Financial Services, although Haldimand s 2017 Levy for Social Housing is $1,124,500 due to changes made subsequent to Norfolk s budget approval. Consultation: N/A 78

81 H.S.S Page 4 of 4 Corporate Strategic Plan Linkage: Goal 1: Financial Sustainability and Fiscal Responsibility Goal 2: Improved Essential Infrastructure Goal 3: Recruitment and Succession Management Goal 4: Corporate Communications Strategy Communication Plan: Not Required Media Release Public Consultation / Information Public Participation Plan Details: Year 3 Report to be posted on Social Housing website (hnhousing.org) for information. Conclusion: The Social Housing Division was required per the Housing Services Act, 2011 to develop a 10-Year Housing and Homelessness Plan for Haldimand and Norfolk Counties. This was completed in The Act further requires Service Managers to give the Minister of Housing a report under clause 20 (1) (a) of the Act, every year on or before June 30 with respect to the previous year. This staff report and attachment shall function as the report to the public. For additional access to the Year 3 Update report, linkages to these documents will be provided on the Social Housing website. Attachments: Year 3 Report: Haldimand & Norfolk 10-Year Housing and Homelessness Plan Submitted By: Marlene Miranda General Manager For more information, call: ext.3120 Reviewed By: Heidy Van Dyk-Ellis, MPA Manager, Social Services & Housing For more information, call: ext Prepared By: Tricia Givens, M.Sc.(Pl), MCIP, RPP Supervisor, Housing Services For more information, call: ext

82 HALDIMAND & NORFOLK 10-YEAR HOUSING AND HOMELESSNESS PLAN Year 3 Report June 2017 Health and Social Services Department Social Housing Division 12 Gilbertson Drive PO Box 570 Simcoe ON N3Y 4N5 Telephone: Fax: Website: Providing Services to Haldimand and Norfolk Counties 80

83 Haldimand and Norfolk 10-Year Housing and Homelessness Plan Direction 1: Ensure all residents of Haldimand and Norfolk Counties have access to suitable, safe and affordable housing opportunities. ACTIONS TARGET MEASURE TIMELINE RESPONSIBILITY YEAR 3 PROGRESS TO DATE 1.1 Encourage the creation of new, affordable housing units by private and non-profit builder/ developers, particularly one bedroom units and housing for single individuals. 1.2 Increase access to and funding for rent supplements and housing allowances to increase affordability and access to safe, appropriate housing. Increase the supply of affordable housing, especially bachelor and one bedroom rental units, by creating 30 new rental units. Expand rent supplement program as funds become available. Increase number of portable rent supplements by 10 units. Number and type of units created Number of new rent supplement units Federal and Provincial Governments (Funding) Norfolk County as Service Manager (Program Administration) Federal and Provincial Governments (Funding) Service Manager (Program Administration) 35 new affordable rental units with on-site support services in Norfolk County (Hambleton Hall) opened for occupancy in October Streamlined access to Housing Allowance. Through additional Federal (Social Infrastructure Fund) and Provincial (Investment in Affordable Housing) funding an additional 30 Housing Allowance spaces were added to the portfolio. Commencement of Victim of Domestic Violence Portable Housing Benefit (VDV-PHB), in which 11 households assisted in increasing market rent affordability. Haldimand & Norfolk Housing and Homelessness Plan 2 81

84 ACTIONS TARGET MEASURE TIMELINE RESPONSIBILITY YEAR 3 PROGRESS TO DATE 1.3 Increase community knowledge of the eligibility criteria and application process for special priority status for victims of domestic violence applying for social housing. 1.4 Assist housing providers to identify and use surplus land opportunities on nonprofit and social housing sites for infill. 1.5 Continue to fund and leverage home ownership programs to move people to ownership and free up existing rental units. Increase the number of special priority support letters written by community health and social services agencies, and therefore the number of special priority applicants. Develop inventory of available land. Make information available to housing providers related to re-development. Increase funds available for down payment assistance. Number of special priority applicants on the social housing centralized waiting list Number of letters of support for special priority status Percentage of sites used for infill development and/or re-development Number of households assisted Service Manager, in cooperation with community health and social service agencies Inventory complete d by end of 2014 Service Manager, in cooperation with housing providers Federal and Provincial Governments (Funding) Service Manager (Program Administration) Through updated and streamlined process implemented in 2016, the process and screening of SPP applicants has improved process. The option of the VDV-SHB program has also improved access to affordable housing options. HNHC undertook comprehensive Regeneration Study. 8 homeownership recipients in Challenges around finding appropriately priced homes in both Haldimand and Norfolk. 3 Haldimand & Norfolk Housing and Homelessness Plan 82

85 ACTIONS TARGET MEASURE TIMELINE RESPONSIBILITY YEAR 3 PROGRESS TO DATE 1.6 Develop and implement policies that assist in the protection of existing rental stock. 1.7 Develop municipal planning and financial policies which support the creation of environmentally sustainable, mixed density housing with a range of affordability (e.g., new subdivisions should have an affordable component). 1.8 Develop a housing strategy that maintains existing social housing and rent geared-toincome (RGI) units in the long term and contains plans for capital asset management. Establish new rental conversion policies in both Counties. Review development charges policies and consider amendments that promote the creation of affordable housing (i.e. relief). Set housing affordability targets in both Counties. Maintain the number of social housing and RGI units past the end of operating agreements. Maintain social housing stock using capital asset management planning. Policies established Policies reviewed Number of affordable housing units created within new developments Number of units maintained long term Number of capital asset management plans established Number of capital repairs 2015 Haldimand and Norfolk Counties 2015 (policy development) (policy implement ation and housing development) Haldimand and Norfolk Counties Federal and Provincial Governments (Funding and Policy) Service Manager in conjunction with housing providers Norfolk County Housing Study completed in 2016, including 3 community engagement opportunities. Housing Study approved by Council in 2016; Official Plan Amendment to be presented to Council for consideration in Norfolk County Housing Study completed in 2016, including 3 community engagement opportunities. Housing Study approved by Council in 2016; Official Plan Amendment to be presented to Council for consideration in Haldimand County Official Plan Review is pending. Norfolk County Housing Study completed in 2016, including 3 community engagement opportunities. Housing Study approved by Council in 2016; Official Plan Amendment to be presented to Council for consideration in Haldimand County Official Plan Review is pending. Haldimand & Norfolk Housing and Homelessness Plan 4 83

86 ACTIONS TARGET MEASURE TIMELINE RESPONSIBILITY YEAR 3 PROGRESS TO DATE 1.9 Increase the supply and access to affordable, supportive housing options for seniors and other vulnerable residents across Haldimand and Norfolk Counties Increase the stock of accessible, affordable housing. Increase the stock of affordable, supportive housing units with the addition of 10 new units. Increase access to safe and affordable housing for residents with physical accessibility needs with the addition of five new accessible units. Identify unit accessibility as a priority when allocating new affordable housing funding. Number and type of units created Number of people waiting for accessible housing Number of unit modifications made to existing housing stock Number of new accessible units created Federal and Provincial Governments (Funding) Service Manager (Program Administration) Federal and Provincial Governments (Funding) Service Manager (Program Administration) 35 Units created as part of the Hambleton Hall Development in Norfolk County, move-ins started in October 2016; these units are geared towards households needing additional supports. All 3 fully accessible units in the new Hambleton Hall development were occupied by individuals in need of these units. 5 Haldimand & Norfolk Housing and Homelessness Plan 84

87 ACTIONS TARGET MEASURE TIMELINE RESPONSIBILITY YEAR 3 PROGRESS TO DATE 1.11 Review second unit policies in Haldimand and Norfolk Counties to ensure compliance with Provincial direction. Review Official Plan policies and zoning bylaws to ensure second dwelling units are permitted. Council approval of amendments to permit second dwelling units Number of second dwelling units created and registered Haldimand and Norfolk Counties Norfolk County completed in Haldimand County Zoning Bylaw review process currently underway. Haldimand & Norfolk Housing and Homelessness Plan 6 85

88 Direction 2: Keep people housed. ACTIONS TARGET MEASURE TIMELINE RESPONSIBILITY YEAR 3 PROGRESS TO DATE 2.1 Pursue the creation of integrated health and social service centres for ease of access to multiple services at one time. 2.2 Maintain and grow existing prevention and intervention strategies that preserve personal income and help people pay their bills to remain in their current housing, including rent bank and utility payment and micro loan approaches. Research best practices and service delivery models for integrated service provision. Create integrated health and social service centres through discussions with agencies and clients. Maintain and grow the Rent and Utility Bank and Housing Stability Benefit Programs. Reduce number of known evictions. Existence of integrated health and social service centres Evaluation of service delivery based on service provider and client feedback Number of clients using the Rent and Utility Bank and Housing Stability Benefit Programs Number of evictions avoided due to program interventions Norfolk County as Service Manager in consultation and cooperation with social service agency partners with program review in 2019 Provincial Government (Community Homelessness Prevention Initiative - CHPI funding) Service Manager (Program Administration) Local discussion and planning underway to improve human services integration across the program areas of housing, Ontario Works and Children s Services, in keeping with the Province s commitment to human services integration. Completion of CHPI Program Review with Council approval and direction to move towards Implementation in This will include re-alignment of programs and processes towards a coordinated entry system that uses Housing First principals with a focus on prevention and diversion. 7 Haldimand & Norfolk Housing and Homelessness Plan 86

89 ACTIONS TARGET MEASURE TIMELINE RESPONSIBILITY YEAR 3 PROGRESS TO DATE 2.3 Create life skills / self-sufficiency / resiliency learning opportunities that incorporate poverty reduction / alleviation strategies. People increase knowledge and skills that support successful tenancies and reduce evictions. Number and type of sessions held Number of people attending sessions Feedback from participants and session facilitators Service Manager Local Social Service Agencies Completion of CHPI Program Review with Council approval and direction to move towards Implementation in This will include re-alignment of programs and processes towards a coordinated entry system that uses Housing First principals with a focus on prevention and diversion. Increased referrals to Community Support Workers through OW Case Managers to provide alternative supports and referrals to help maintain housing. 2.4 Promote the development and use of peer mentoring strategies to assist people in system navigation. 2.5 Develop strategies to prevent arrears across social housing providers to avert evictions and keep people stably housed. Development and implementation of peer mentoring models and training supports. Reduce the amount of rent arrears. Reduce the number of evictions from social housing for non-payment of rent arrears. Number of peer mentoring opportunities Number of people participating Participant feedback Amount of accumulated arrears Number of evictions 2015 (program development) implementation and evaluation Service Manager Local Social Service Agencies Service Manager Social Housing Providers Through the implementation of the recommendations of the CHPI Program Review, training and development opportunities will commence in Work underway to develop and implement policies requiring communication from Housing Provider to Service Manager in order to provide additional supports and preventative strategies for households in difficulty. Haldimand & Norfolk Housing and Homelessness Plan 8 87

90 ACTIONS TARGET MEASURE TIMELINE RESPONSIBILITY YEAR 3 PROGRESS TO DATE 2.6 Support the creation of a local food strategy that includes skillbuilding programs like cooking clubs, collective kitchens and community gardens. 2.7 Strengthen the connection and coordination of the work of faith communities and service clubs with social service providers, food banks and social and affordable housing providers. Development of a local food strategy. Development and awareness-raising of community-based networks to support people who are homeless or at risk of homelessness. Existence of strategy Number of skill-building programs Number of community gardens Existence of community network Number of people using communitybased supports Feedback from service providers and people accessing supports Service Manager Haldimand-Norfolk Health Unit Local Agencies Service Manager Housing Providers Local Social Service Agencies, Churches, Service Clubs No action. Relationship and partnership opportunities explored and discussions continue. 9 Haldimand & Norfolk Housing and Homelessness Plan 88

91 Direction 3: Expand support opportunities for people to meet increasing complex needs. ACTIONS TARGET MEASURE TIMELINE RESPONSIBILITY YEAR 3 PROGRESS TO DATE 3.1 Increase supportive housing options, including rent subsidized affordable housing as well as respite and short stay beds for people with complex needs. 3.2 Undertake earlier planning for client placement including coordination between Long Term Care, Community Care Access Centre (CCAC), and community support services. Increased resources available to support people with complex needs. Development and implementation of a networked approach to placement. Awareness raising among workers and clients of the importance of early planning. Number and type of units created Feedback from people supported related to needs being met. Number of people placed in long term care using a networked approach. Feedback from workers and clients Federal and Provincial Governments (Funding) Norfolk County as Service Manager (Program Administration) Community Support Agencies Local Health Integration Network (LHIN) Service Manager (in coordinating role) Community Care Access Centre Long Term Care Providers and Local Agencies who provide senior supports 35 Units created as part of the Hambleton Hall Development in Norfolk County, geared towards households needing additional supports opened in This site also includes 5 emergency shelter beds with supports available onsite. Staff continue to meet with and explore alternative opportunities for transitional and short stay beds. No action. Haldimand & Norfolk Housing and Homelessness Plan 10 89

92 ACTIONS TARGET MEASURE TIMELINE RESPONSIBILITY YEAR 3 PROGRESS TO DATE 3.3 Provide more basic support resources to promote aging in place including transportation, homemaking and housekeeping, home care supports, mental health, and specialized senior supportive services. 3.4 Ensure that programs are delivered in a manner that is responsive to the needs of rural populations. People are able to age in place where appropriate. People are able to access supports in their communities in a way that minimizes barriers due to rural geography. Number of people who are able to remain at home with supports. Feedback from people regarding supports received and quality of life improvement. Feedback from service providers and clients LHIN LHIN Service Manager (in coordinating role) Local Agencies who provide senior supports Service Manager (in advocating role) Local Support Agencies Commenced discussions with agencies in relation to Ontario Renovates programs and potential partnering opportunities. On-going. Maintain strong working relationship with Ride Norfolk. 11 Haldimand & Norfolk Housing and Homelessness Plan 90

93 Direction 4: Collaborate and Coordinate Responses to Homelessness ACTIONS TARGET MEASURE TIMELINE RESPONSIBILITY YEAR 3 PROGRESS TO DATE 4.1 Employ Housing First principles to guide future planning to address community homelessness. 4.2 Work with housing providers, institutions and support services to develop a zero discharge practice into the communities homelessness strategy. Service providers and clients are aware of housing first principles. Housing first principles are incorporated into health and social services service provision in the community. People are not discharged from housing, programs or services until appropriate housing status is confirmed (non-emergency situations). Development of local housing first principles Community awareness raising of housing first principles Program evaluation of interventions to ensure alignment with housing first principles Number of people who discharge to permanent, appropriate housing 2015 (develop ment of local housing first principles and awareness raising) implementation and evaluation 2015 (strategy development) implementation and evaluation Norfolk County as the Service Manager Housing Providers Health and Social Services Agencies Service Manager Housing Providers Health and Social Services Agencies including Hospitals CHPI Program Review Completed in Gained Council direction to commence implementation of recommendations of the CHPI Program Review. Core to this process is the re-design of the system in order to implement a coordinated entry system based on Housing First principles. This will continue into Gained Council direction to commence implementation of recommendations of the CHPI Program Review. Core to this process is the re-design of the system in order to implement a coordinated entry system based on Housing First principles. This will continue into Haldimand & Norfolk Housing and Homelessness Plan 12 91

94 ACTIONS TARGET MEASURE TIMELINE RESPONSIBILITY YEAR 3 PROGRESS TO DATE 4.3 Include safety planning in the provision of all homelessness services where domestic violence is known or suspected to be occurring, including referrals to the community s domestic violence services, where appropriate. 4.4 Undertake a study of options for short-term emergency accommodation, including victims of domestic violence, in Haldimand and Norfolk Counties, with attendant supports. Clients receiving homelessness supports, including all clients in the Emergency Housing Program, complete a safety plan. Clients who are known or suspected to be experiencing domestic violence are referred to appropriate community resources and services. Examine options in both Counties including shelter and Out of the Cold programs for emergency accommodation that can connect people with support services. Number of safety plans completed. Number of referrals. Completion of research study Consideration of study findings and recommendations Service Manager (in a coordinating role) Service Delivery Agent staff for homelessness services Community domestic violence and social services agencies In progress Service Manager Gained Council direction to commence implementation of recommendations of the CHPI Program Review. Core to this process is the re-design of the system in order to implement a coordinated entry system based on Housing First principles. This will continue into Haldimand & Norfolk Housing and Homelessness Plan 92

95 ACTIONS TARGET MEASURE TIMELINE RESPONSIBILITY YEAR 3 PROGRESS TO DATE 4.5 Increase system capacity for coordination and collaboration across service providers for the chronically homeless population. 4.6 Expand capacity and training opportunities for workers across agencies who provide support for the complex needs of homeless people that focuses on housing retention strategies. Development and implementation of a coordinated and collaborative approach to service delivery (e.g. wrap around ) for the chronically homeless population. Increased interagency training on housing retention strategies for people with complex needs. Existence of collaborative agreements and protocols among service providers Number of people receiving services using a wrap around approach Feedback from service providers and clients Number of training sessions Feedback from participants (develop ment and implement ation) review & evaluation Service Manager (in a coordinating role) Local Health and Social Services Agencies OPP Service Manager (in a coordinating role) Local Health and Social Services Agencies Manager Social Services and Housing, and Supervisor, Housing Services participating in Norfolk County OPP facilitated Community Mobilization Table. Gained Council direction to commence implementation of recommendations of the CHPI Program Review. Core to this process is the re-design of the system in order to implement a coordinated entry system based on Housing First principles. This will continue into Training and development will commence in Haldimand & Norfolk Housing and Homelessness Plan 14 93

96 Direction 5: Advocate to senior levels of government for adequate funding for services, supports and programming. ACTIONS TARGET MEASURE TIMELINE RESPONSIBILITY YEAR 3 PROGRESS TO DATE 5.1 Advocate for increased and stable funding from the Federal and Provincial Governments in order to provide new rent geared to income and affordable housing units, including funding for new Aboriginal housing, portable rent supplements and operating funds for attendant supports. Federal and Provincial funding for rent geared to income and affordable housing and supports, that is adequate and flexible, to respond to community need. Existence of available funding Number of rent geared to income housing units maintained Number of affordable housing units created Number of rent supplements and housing allowances Increased funding for support services Norfolk County as the Service Manager Sector Organizations (e.g., Ontario Municipal Social Services Association OMSSA, Ontario Non-Profit Housing Association ONPHA) Manager Social Services and Housing, and Supervisor, Housing Services continue to be involved in ONPHA and OMSSA network tables. 15 Haldimand & Norfolk Housing and Homelessness Plan 94

97 ACTIONS TARGET MEASURE TIMELINE RESPONSIBILITY YEAR 3 PROGRESS TO DATE 5.2 Advocate for the Federal and Provincial Governments to enact legislation that would increase the minimum wage and social benefits for Ontario residents taking into account rural differences and challenges. 5.3 Explore a variety and range of public and private transportation options within and across Haldimand and Norfolk Counties. Increased financial security for lowincome residents. Residents have access to timely, affordable and accessible transportation. Number and types of lobbying actions Number of transportation options in both Counties Frequency, affordability and availability of transportation options Service Manager, in conjunction with Sector Organizations Service Manager Norfolk and Haldimand Counties Ride Norfolk In progress. Norfolk County approved the continuation of Ride Norfolk, the County s transit system. Haldimand & Norfolk Housing and Homelessness Plan 16 95

98 ACTIONS TARGET MEASURE TIMELINE RESPONSIBILITY YEAR 3 PROGRESS TO DATE 5.4 Advocate to the Provincial Government for increased provision and access to psychiatric supports including a Schedule 1 Hospital Psychiatry facility. Residents have access to local, high quality psychiatric supports that meet their needs. Number and type of local psychiatric supports Number of people using local psychiatric supports Feedback from service providers and clients on service provision Provincial Government (funding) Service Manager (in a coordinating role) Local Health and Mental Health Agencies No action. 17 Haldimand & Norfolk Housing and Homelessness Plan 96

99 Leaders in Rural Health Simcoe: 12 Gilbertson Dr., Simcoe ON N3Y 4L1 Tel: / Fax: Caledonia: 282 Argyle St., S., Caledonia ON N3W 1K7 Tel: Fax: Dunnville: 117 Forest St., E., Dunnville ON N1A 1B9 Tel: Fax: MEMO TO: From: Subject: Date: Members of the Health and Social Services Advisory Committee Susan Taylor, Director, Public Health Operational Audit: Monthly Progress Update 07-Jul-2017 In follow up to the Operational Audit, the Haldimand-Norfolk Health Unit has committed to monthly progress reports to the Ministry of Health and Long-Term Care (MOHLTC). The first of these reports was submitted on June 30, 2017 and is attached for reference. Staff request that this memo and the attached progress report be received as information. In summary, the status of recommendations at the time of the report was as follows: 23 of 48 (48%) were complete 25 of 48 (52%) were in progress. It should be noted that in the correspondence with the MOHLTC in the spring of 2017, timelines for 17 recommendations were accelerated by the Ministry. Health Unit staff have been recalibrating the work plan, and are using all available resources to accelerate progress. Monthly reports will continue to be provided to the MOHLTC, and staff are confident that the progress will be deemed satisfactory. 97

100 Monthly Status Report on Implementation of Audit Recommendations 30-Jun-2017 Background The Haldimand-Norfolk Health Unit (HNHU) is a small rural public health unit, serving a population of approximately 65,000 in Norfolk County and 45,000 in Haldimand County. It is governed by a Board of Health comprised of Norfolk municipal councillors, with guidance from a joint Haldimand and Norfolk Health & Social Services Advisory Committee. The HNHU is structured as a division within the Health and Social Services Department of Norfolk County, and operates under a service agreement with Haldimand County. The HNHU employs a total of 82 FTEs, and has offices in three communities across two counties (Simcoe, Caledonia and Dunnville). The HNHU fulfills the mandated requirements of the Health Protection and Promotion Act and staff is guided by the three pillars of public health: to protect the health of the public, to promote the health and well- being of the public and to prevent disease and harm. The 2016 HNHU Strategic Plan articulated a collective vision of Building healthy, vibrant, caring communities for all. An operational audit of the HNHU was conducted in 2016 by the Ontario Internal Audit Division, Treasury Board Secretariat for the years 2013 and 2014 to assess governance and management practices. Through implementation of recommendations, the HNHU hopes to increase effectiveness and efficiency of organizational practices, positioning it to better deliver services and programs to the Haldimand-Norfolk community and fulfill accountabilities with the Ministry of Health and Long-Term Care (MOHLTC). The final report was received by the HNHU in February 2017, and included a total of 42 recommendations related to compliance with the Ontario Public Health Organizational Standards, and 6 recommendations related to compliance with the Public Health Accountability Agreement (2013) and the Public Health Funding and Accountability Agreement (2014). On March 14, 2017, the Health Unit received additional correspondence from the Ministry of Health and Long-Term Care (MOHLTC) outlining expectations with regards to implementation of recommendations. These expectations were further clarified in a teleconference on May 8, 2017, and included prioritization of the following items: 1. Submit for approval a plan to recruit a full time Medical Officer of Health 2. Refine the existing Health and Social Services Advisory Committee to fulfill the requirements in the recommendation for Board of Health Sub-Committees 3. Assess inadmissible expenditures noted in the Audit Report and ensure processes are in place to prevent recurrence 4. Provide a revised implementation plan to address the accelerated implementation of 17 priority recommendations. For those complete, provide attestations and evidence of completion. Page 1 of 4 98

101 Overview of Implementation of Audit Recommendations Health Unit staff has been actively working with the Board of Health to update the Audit Recommendation Implementation Plan. A progress summary is highlighted below, with details attached. Updates will be submitted by the HNHU to the MOHLTC on a monthly basis going forward. At the time of this report, of the 48 recommendations, 23 of 48 (48%) are complete 25 of 48 (52%) are in progress A summary of implementation progress is below. Implementation Progress to Date (as of June 30, 2017) 1. Recruit a Full-Time Medical Officer of Health (recommendation 1.01) Consultation has occurred with MOHLTC, LHIN and leaders from other Health Units to better understand compensation frameworks and learn from approaches in other communities. A report was presented to the Advisory Committee on 15-Jun-2017 and Board of Health on 26-Jun Approval was given to recruit a full time Medical Officer of Health (0.8 FTE). The HNHU will be requesting one-time funding to support the additional salary until efficiencies can be gained elsewhere in the Mandatory Programs budget. The HNHU will also be applying for top-up under the MOH/AMOH Compensation Initiative. The job description for the Medical Officer of Health has been refined to include additional responsibilities (finalized 29-Jun-2017). A detailed Recruitment Plan has been developed. Benchmarking process has been scheduled for July 5, Refine the existing Health and Social Services Advisory Committee to fulfill the requirements included in the recommendation for Board of Health Sub- Committees (recommendation 1.06) The Health & Social Services Advisory Committee: o Is composed of representatives from Haldimand and Norfolk Councils o Meets monthly in advance of the Board of Health o Is designed to allow a fulsome discussion of the issues and generate recommendations to the Board of Health. Health Unit staff has drafted revised Terms of Reference for the existing Health and Social Services Advisory Committee to fulfill the requirements in the recommendation for Board of Health Sub-Committees. It is proposed that standing agenda items will be added on a rotating basis to address the three key areas identified in the audit report: o Finance and Audit - Jan, Apr, Jul, Oct o Human Resources - Feb, May, Aug, Nov o Risk Management - Mar, June, Sept, Dec These will be presented at the July 20, 2017 meeting. A special meeting will be added in October 2017 to review the proposed 2018 Operating Budget. Page 2 of 4 99

102 3. Assess inadmissible expenditures noted in the Audit Report and ensure processes are in place to prevent recurrence (recommendation 2.2) Under the new financial systems in Norfolk County, controls have been implemented to ensure that expenditures are charged to the correct program. The HNHU is confident that MOHLTC grant funding is now only being used for admissible expenditures. Changes include introduction of integrated electronic systems, standardized processes, training to people inputting and managing programs and daily updates to Statement of Operations to allow real-time review. For example: o A new chart of accounts structure is in place to better align Norfolk County and Ministry programs and reduce errors of interpretation when crosswalking accounts o A new Enterprise Resource Planning System is in place (Great Plains) to generate high level financial statements (Balance Sheet reporting) o A new software and electronic time sheet process is in place (PEARL) allowing employees to enter their time and allocate to specific programs. Training and guidance are provided, and cues are embedded in the electronic entry sheets o FMW is an electronic system introduced to pull actuals from PEARL and generate the Statement of Operations. This is updated nightly and available to all managers. o Employees have P-cards for routine purchases (small items < $5000) and have a system to allocate expenditures to cost centres. o Training has been provided to more staff so that there is a broader understanding of the importance of the processes. o Dedicated support roles have been introduced, including Financial Advisor and centralized Purchasing Agent positions. 4. Provide a revised implementation plan to address the accelerated implementation of 17 priority recommendations. For those complete, provide attestations and evidence of completion. A number of priority recommendations were identified by the MOHLTC as requiring immediate implementation. Health Unit staff recognizes the importance of progressing these recommendations and is committed to prioritizing activity in these areas. # Recommendation Original Target Date Status on June 30, Board of health conflict of interest declarations Jun-17 Complete 1.17 Service level agreement for services provided by Norfolk County Dec-17 In progress 1.37 System access and data security Sep-17 In progress 2.1 Reporting on achievement of performance targets Jun-18 In progress 2.6 Reporting to the MOHLTC Dec-17 In progress Page 3 of 4 100

103 In addition, all findings related to procurement and operating budget variance processes must be implemented by June 2017, including: # Recommendation Original Target Date Status on June 30, Procurement Policy Dec-17 Complete 1.19 Awarding of Procurement Contracts Dec-17 Complete 1.20 Procurement Approvals Dec-17 Complete 1.21 Justification and Approval of Non-Competitive Procurements Dec-17 Complete 1.22 Vendor Submission Evaluations Dec-17 Complete 1.23 Procurement Contracts Dec-17 Complete 1.24 Contract Ceiling Prices Dec-17 Complete 1.25 Payment of Vendor Invoices completed Complete 1.26 Vendor Performance Evaluations Dec-17 Complete 1.27 Access to Procurement Documents Dec-17 Complete 1.28 Operating Budget Variance Process Dec-17 Complete Finally, the implementation plans for the following recommendations must be revised to ensure implementation by March 2018: # Recommendation Original Target Date Status on June 30, Community and Stakeholder Engagement Strategies Jul-18 In progress 1.16 Enterprise and Risk Management Processes Dec-18 In progress Next Steps Staff will continue to advance the work to achieve the recommendations of the Operational Audit, as outlined in the attached Implementation Progress Report. Monthly summaries will be submitted to the MOHLTC on the 30 th of each month, articulating progress and listing evidence of completion. 101 Page 4 of 4

104 Leaders in Rural Health Simcoe: 12 Gilbertson Dr., Simcoe ON N3Y 4L1 Tel: / Fax: Caledonia: 282 Argyle St., S., Caledonia ON N3W 1K7 Tel: Fax: Dunnville: 117 Forest St., E., Dunnville ON N1A 1B9 Tel: Fax: MEMO TO: From: Members of the Health and Social Services Advisory Committee Susan Taylor, Director, Public Health Subject: Operational Audit Implementation of Recommendation 1.6: Board of Health Sub-Committees Date: 10-Jul-2017 In follow up to the Operational Audit Recommendation 1.6 Board of Health Sub- Committees, staff are recommending a realignment of the Health and Social Services Advisory Committee format to include standing agenda items. The Terms of Reference will be reviewed and revised July 20, 2017 during the Health and Social Advisory Committee meeting. It is proposed that this committee, through a rotation of standing agenda items, serves in the capacity of subcommittees for the Board of Health, providing timely reporting and advice to the Board on 1: 1. Finance and Audit a. Topics related to this area will be included on the agenda each January, April, July and October. b. Decisions will be forwarded to the Board of Health at the subsequent meeting of the board. c. Topics for discussion shall include quarterly operational budget to actual variance analysis, reporting related to procurements for the 1 Organizational Standards section 3.1 Board of Health Stewardship Responsibilities, states that a board of health shall provide governance direction to the administration and ensure that the board remains informed about the activities of the organization, including the delivery of the OPHS and its protocols, strategic planning, financial management, including procurement policies and practices, and risk management. 102

105 Page 2 of 3 Health Unit and annual settlement reports submitted to the MOHLTC. d. A special meeting will be added each October for the purposes of providing input to the Operating Budget. 2. Human Resources a. Topics related to this area will be included on the agenda each February, May, August and November. b. Decisions will be forwarded to the Board of Health at the subsequent meeting of the board. c. Reports shall include staff training and development, staff engagement, and recruitment. 3. Quality and Risk Management a. Topics related to this area will be included on the agenda each March, June, September and December. b. Decisions will be forwarded to the Board of Health at the subsequent meeting of the board. c. Topics shall include performance indicators, strategic planning and risk management. Staff request that this memo be received for approval. The recommendation, rationale and risk are included in the Appendix on page 3 of this memo. 103

106 Appendix: Excerpt from Audit of the Haldimand-Norfolk Health Unit Final Report, February 2017, p. 15. Page 3 of 3 Recommendation 1.6 Board of Health Sub-Committees The OIAD recommends that appropriate Board sub-committees be created. Rationale Organizational Standards section 2.10 Board of Health Policies requires that the board of health develop and implement policies or by-laws regarding the functioning of the governing body including the use of sub-committees. Board By-law section 21.1 states that the Board may establish advisory committees to help support their work. It is a better practice for boards to have sub-committees as they contribute to the effective and efficient functioning of a board by allowing board members to focus on specific areas and develop required expertise. We noted that the Board was in compliance with the organizational standards by developing and implementing a By-law regarding the functioning of the governing body including the use of sub-committees. The Board established a Health and Social Services Advisory Committee, however, there were no other sub-committees such as Finance and Audit, Human Resources, and Risk Management, to assist with the operation of the Board which would be a better practice. Risk Not having appropriate Board sub-committees may hinder the efficiency and effectiveness of the Board. 104

107 Leaders in Rural Health Simcoe: 12 Gilbertson Dr., Simcoe ON N3Y 4L1 Tel: / Fax: Caledonia: 282 Argyle St., S., Caledonia ON N3W 1K7 Tel: Fax: Dunnville: 117 Forest St., E., Dunnville ON N1A 1B9 Tel: Fax: MEMO TO: From: Members of the Health and Social Services Advisory Committee Susan Taylor, Director, Public Health Subject: Operational Audit Implementation of Recommendation 1.8: Information Provided to the Board of Health Date: 10-Jul-2017 In follow up to the Operational Audit Recommendation 1.8: Information provided to the Board of Health, staff has attached the first quarterly variance report for the Haldimand- Norfolk Health Unit. The remaining items identified in the recommendation will be incorporated into future Health & Social Services Advisory Committee meetings as noted in the memo related to implementation of Audit Recommendation 1.6 Board of Health Sub-Committees. Staff request that this memo and the attached quarterly variance report be received as information. The Operational Audit recommendation, rationale and risk are included in the Appendix on page 2 of this memo. 105