Aisling Discoveries Child and Family Centre Service Plan CONTENTS

Transcription

1 AISLING DISCOVERIES CHILD AND FAMILY CENTRE

2 CONTENTS OUR CENTRE... 1 VISION, MISSION AND VALUES... 1 STRATEGIC PLAN... 2 Strategic Direction: Enhance the Presence of Aisling Discoveries... 2 Strategic Direction: Strengthen the Capacity for Service Excellence... 2 Strategic Direction: Increase Funding Sustainability... 2 Strategic Direction: Promote Organizational Health and Resiliency... 2 WHO WE SERVE... 3 SERVICE EVALUATION AND ACCOUNTABILITY... 4 OPERATING PREMISES... 4 STAFFING AND ORGANIZATION STRUCTURE... 5 Organizational Structure... 6 SERVICE PLAN ACHIEVEMENTS I. Strategic Direction: Enhancing the Presence of Aisling Discoveries... 7 II. Strategic Direction: Strengthen the Capacity for Service Excellence III. Strategic Direction: Increase Funding Sustainability IV. Strategic Direction: Promote Organizational Health and Resiliency SERVICE STATISTICS I. Registered Client Service Statistics II. Non-Registered Client Service Statistics III. Total Clients Served IV. Clients Served in Day Treatment V. Clients Served in Residential Treatment VI. Clients Served in Autism TPAS ABA VII. Agency Summary: Part I VIII. Agency Summary: Part II PROFILE OF CLIENTS REGISTERED IN MENTAL HEALTH AND AUTISM PROGRAMS (from April 01, 2015 to March 31, 2016)31

3 I. Main Professional Referral Sources for Mental Health and Autism Programs II. Age Grouping of Children in Mental Health and Autism Programs III. Gender of Children in Mental Health and Autism Programs IV. Primary Language Profile of Children in Mental Health and Autism Programs V. Presenting Problems Reported by Families in Mental Health Programs PROFILE OF FAMILIES REGISTERED IN BABIES BEST START PROGRAMS (from April 01, 2015 to March 31, 2016) I. BBS Referral Sources for Parents Served II. Primary Language of BBS Parents COMMUNITY SUPPORT and CHILD CARE CONSULTATION NON-REGISTERED SERVICES I. Types of Individuals Served (Attending Groups, Presentations and Workshops) II. Areas of Focus in Community Support III. Types of Provided WORK PLAN FOR I. Strategic Direction: Enhance the Presence of Aisling Discoveries II. Strategic Direction: Strengthen the Capacity for Service Excellence III. Strategic Direction: Increase Funding Sustainability IV. Strategic Direction: Promote Organizational Health and Resiliency FINANCIAL INFORMATION Projected Revenues and Fund Balances for the 2016/2017 Fiscal Year Budgeted Expenditures for the Period April 1, March 31, Community-based Committees and Working Groups... 52

4 OUR CENTRE Aisling Discoveries Child and Family Centre (Aisling Discoveries) provides service for children from prenatal to age 12 who are experiencing or are at risk of developing social, emotional or behavioural problems; and children and youth with autism up to the age of 18. The organization is committed to promoting and strengthening the emotional, social and developmental well-being of children and their families through a variety of prevention, intervention and treatment services. Families are an important part of the treatment and decision-making process. We strive to make services accessible and culturally sensitive. VISION, MISSION AND VALUES VISION An inclusive community where all children reach their full potential. MISSION STATEMENT We serve children living with developmental and mental health needs by enhancing emotional capacity and social well-being in partnership with families and communities. VALUES Excellence, Integrity and Accountability Diversity and Inclusion Leadership and Innovation Partnership and Collaboration 1

5 STRATEGIC PLAN The board of directors of Aisling Discoveries approved a strategic plan for the agency on May 27, This plan involved input from children, parents, staff, union, managers, community agencies and funders. The plan included a review of the agency s vision, mission and values; an analysis of the external influences affecting the agency; identification of the capabilities of the organization in terms of strengths and weaknesses; and determination of the priorities for the future. From this process, the board of directors developed key strategic directions and goals for the period to address the identified priorities. The agency s service plan has been developed using the key directions and goals of the strategic plan as its framework. Four major strategic directions and 15 goals emerged during the strategic planning process. Strategic Direction: Enhance the Presence of Aisling Discoveries Engage in leadership, collaboration and partnership to create a seamless children s service system Identify and promote areas of uniqueness and differentiation that the Centre contributes to the children s service system Reinforce and raise profile through promotion and public education Increase accessibility for diverse communities Strategic Direction: Strengthen the Capacity for Service Excellence Enhance multi-service offerings through a continuum of prevention, early intervention and treatment services Build on areas of clinical expertise through evidence-informed practice Maximize positive outcomes for client service Develop and implement strategies for family engagement Strategic Direction: Increase Funding Sustainability Examine all potential sources of revenue Develop and implement funding sustainability strategies Leverage the relationship with the Foundation Strategic Direction: Promote Organizational Health and Resiliency Support a culture of inclusion in service and employment Attract and retain high quality staff Focus on succession planning Manage the growing operational requirements for accountability and reporting 2

6 Our service plan provides a review of our achievements in in relation to the directions and goals of our strategic plan. Service statistics are provided to illustrate the number of clients served, a profile of our clients, and areas that we focused on in Our service plan establishes our work plan and expected outcomes for in relation to each of the directions and goals in the second year of our strategic plan. It also identifies our service targets and approved budget for the year. WHO WE SERVE The Centre provides children s mental health services for children from the prenatal period to age 12 and their families, predominantly in the communities of Scarborough and East York. Children and youth in the Centre s autism services may be accepted into the program and receive service through to the age of 18. The residence accepts referrals from across Toronto through the Centralized Access to Residential (CARS) system. Some programs have specific catchment areas due to funding parameters. Referrals from those living outside of Scarborough/East York (within the boundaries of the City of Toronto) are accepted upon request. Children who receive services present with some combination of the following concerns: Behavioural, emotional and adjustment difficulties and disorders Speech and language delays and disorders Hyperactivity Attention deficit difficulties and disorders Autism spectrum disorders Trauma which may have resulted from abuse, family violence, significant loss or family disruption. In addition to the above, the Centre provides prevention and early intervention services to children who are at risk of developing social, emotional or behavioural problems, and to women who require extra support during pregnancy. The Centre also provides consultation services to staff from other agencies and public education forums on issues related to children s mental health, autism and healthy child development. 3

7 SERVICE EVALUATION AND ACCOUNTABILITY A variety of methods are used to evaluate agency programs and maintain accountability to our clients, community, funders and donors. These methods include: Client ratings of goal attainment and regular review of goals and progress at clinical review meetings (in programs where appropriate) Client and referral source satisfaction or outcome surveys Consistent and regular use of standardized tools, including the Brief Child and Family Phone Interview (BCFPI) In-depth program evaluations on a rotational basis, including standardized outcome measures as well as file reviews, client interviews/surveys, and staff feedback Continuous quality improvement program, including quality assurance reports, program reviews, and collection and analysis of service and demographic data Annual budget submission, quarterly and annual financial status reports, service data collection and year-to-date quarterly reports Days of Care statistics submitted to the MCYS Toronto Regional Office (residential program) Annual Licensing Review Process (residential program) Accreditation through Canadian Centre for Accreditation every four years OPERATING PREMISES The Centre leases approximately 23,000 square feet of office and program space at 325 Milner Avenue in north-east Scarborough and an additional 15,000 square feet of space at 120 Middlefield Road (near McCowan and Sheppard) for our autism services. Three day treatment programs operate at Highland Heights Junior Public School (TDSB), Vradenburg Junior Public School (TDSB) and Holy Name Catholic School (TCDSB). The Centre owns a house in southwest Scarborough for its residential program. are offered in various other locations throughout the communities of Scarborough and East York such as schools, child care settings, family shelters, Ontario Early Years Centres, community health centres, etc. 4

8 STAFFING AND ORGANIZATION STRUCTURE The Centre has a complement of approximately 196 full and part time staff in 2015/2016, including direct service, management and administrative support. In addition to its services to children and families, the Centre provides a rich learning environment for numerous students from the fields of child and youth work, social work, psychology, intensive behavioural therapy, human resources and other related disciplines. During 2015/2016, the agency provided 23 students with field placements and internships that produced approximately 8,112 hours of service to our children and families. The Centre also encourages members of the community to support its work through various volunteer opportunities. During 2015/2016, the agency had a complement of 26 volunteers that provided over 638 hours of service to our Centre. The organization chart on the following page illustrates the structure of the Centre. 5

9 Organizational Structure Community Board of Directors Board Committees Executive Assistant Executive Director Manager Evaluation & Quality Improvement Evaluation & Quality Improvement Director Early Intervention Director Autism Director Clinical Director Human Resources Director Finance, Administration & IT Manager Community & Early Intervention Community Support & Targeted Prevention Child Care Consultation Home Visitor Supervisors Babies Best Start Home Visiting Supervisor Growing Healthy Together Manager Toronto Preschool Speech & Language Preschool Speech & Language Supervisors TPAS Intensive Behavioural Intervention Supervisors ABA & Autism Toronto Autism ABA Intake Autism Family Support Autism Supervisor Family Treatment Brief Counselling / Therapy Residence Intensive Child & Family Family Skill Building & Support Counsellin g/ Therapy Day Treatment Supervisor Family Treatment Brief Counselling / Therapy Here To Help Family Skill Building & Support Manager Family Treatment Supervisor Family Treatment Brief Counselling / Therapy Student Support Caring Dads Family Skill Building & Support *Clinical Consultants Supervisor Infant Child Treatment Infant Child Treatment Program Brief Counselling / Therapy Family Skill Building & Support Supervisor Day Treatment Highland Heights Day Treatment Site Vradenburg Day Treatment Site Holy Name Day Treatment Site Teachers Manager Residential Treatment Residential Treatment Manager Human Resources Manager Finance Manager Information Technology Manager, IT & Facility Executive Assistant Technical Support Worker Prenatal Nutrition Program Program Assistants and Receptionists report to managers in their respective areas of work. Parent Program & Home Visiting(CAP Revised as of September

10 SERVICE PLAN ACHIEVEMENTS I. Strategic Direction: Enhancing the Presence of Aisling Discoveries WORK PLAN LEGEND: Evaluation and Quality Improvement Governance Risk Management Training STRATEGIC PLAN GOALS Goal 1.1: Engage in leadership, collaboration and partnership to create a seamless children s service system Goal 1.2: Identify and promote areas of uniqueness and differentiation that the Centre contributes to the children s service system WORK PLAN LEAD ACHIEVEMENTS A Continue to build and implement lead agency model with East Metro Youth, the Core Agencies and the broader service system. B Monitor implementation of Special Needs Strategy and participate as required. C Continue the new partnership with Holland Bloorview to deliver ABA group services. A Seek opportunities to promote our agency in the community. B Participate in the Latency Age Work Group to inform the lead agency on the uniqueness of latency age children s mental health needs. Zel Fellegi, Director, Clinical Chetan Bahri, Director, Early Intervention Betty Kashima, Executive Director Betty Kashima, Executive Director Darryl Nurse, Director, Autism Service Directors, Managers and Supervisors of respective programs Zel Fellegi, Director, Clinical The Core Group has been meeting regularly, attended by executive director. Janet McCrimmon met with EMYS s executive director for a briefing. Agency directors participated in three work groups Access, Mapping and Residential. Partially achieved Information has been obtained through participation in other networks but there has not been opportunity to participate directly in the Special Needs Strategy. A Facing Your Fears group was run in collaboration with staff from Holland Bloorview. The author of the curriculum verified that we were delivering the content with a high degree of fidelity. We participated on work groups in the community, community resource fairs, early identification clinics, school orientation nights and many publicity events in order to promote our agency. This work is ongoing. Participated in the preparation of a document that identified the issues, gaps and barriers to serving latency age children in Toronto. 7

11 STRATEGIC PLAN GOALS Goal 1.3: Reinforce and raise profile through promotion and public education Goal 1.4: Increase accessibility for diverse communities WORK PLAN LEAD ACHIEVEMENTS C Explore interest in bringing infant mental health service providers together to discuss commonalities and potential gaps in service across the city. A Continue next phase of outreach plan to inform the community about our services. B Increase use of Crying Clinic through public awareness. A Provide non-traditional service hours to families requesting speech and language services. B Develop/plan a schedule of intervention programs at five community sites for speech and language services. C Explore the capacity to provide weekend counselling service. Diane Evans, Manager, Family Treatment Service Directors, Managers and Supervisors of respective programs. Norma Sockett-DiMarco, Supervisor, Infant Child Treatment Jean Kim, Manager, TPSLS Jean Kim, Manager, TPSLS Diane Evans, Manager, Family Treatment Not Other priorities took precedence. We have participated on work groups in the community, many community fairs, several publicity events to promote our agency. This is an ongoing activity. The Crying Clinic started to offer service and efforts are on-going to increase usage and outreach to the local community. Efforts will continue to grow attendance. Non-traditional service hours are provided on a regular basis and include early/late appointments (outside of 9am-5pm) as well as Saturday morning appointments. Partially A new service model has been introduced and implementation has just begun. A calendar of intervention programs is currently being planned for the year. Partially Service needs were identified and discussed with staff related to the length of time clients wait for a Brief Service. Supervisor learned that additional capacity existed with staff to provide more Brief during non traditional and traditional times between Monday to Friday. Staff service hours will be examined further. 8

12 STRATEGIC PLAN GOALS WORK PLAN LEAD ACHIEVEMENTS D Create effective pathways for internal referrals between the Babies Best Start, Growing Healthy Together and Infant Child Treatment programs. E Obtain an additional site for the Family Play Mobile. Chetan Bahri, Director, Early Intervention Paula Carrie, Manager, Community and Early Interventions Pathways have been developed for external and internal referrals and for consultation for Babies Best Start, Growing Healthy Together with Infant Child Treatment programs. The Family Play Mobile is now serving the mothers and children at Dr. Roz s Healing Place, a violence against women shelter in Scarborough. 9

13 II. Strategic Direction: Strengthen the Capacity for Service Excellence STRATEGIC PLAN GOALS Goal 2.1: Enhance multiservice offerings through a continuum of prevention, early intervention and treatment services WORK PLAN LEAD ACHIEVEMENTS A Develop behaviour intervention approach for families who have children who present with features of autism. B Strengthen the new connection between the Scarborough post partum network and adult mental health services. C Increase outreach efforts for services to child welfare clients including Dads Connection, Beyond the Basics, Priority Access, Community Action Program-Children (CAP-C) and Growing Healthy Together D Support TDSB s Mental Health and Wellness strategy through the development of workshops for each school committee responsible for this strategy. Diane Evans, Manager, Family Treatment Darryl Nurse, Director, Autism Norma Sockett-DiMarco, Supervisor, Infant Mental Health Diane Evans, Manager, Family Treatment Paula Carrie, Manager, Community and Early Interventions Paula Carrie, Manager, Community and Early Interventions Consultation was provided to staff who were assigned families who required support for their children with autism. Partially A protocol to access psychiatric services at the Rouge Valley Health System Centenary site was established. The same protocol with the Scarborough Hospital has not yet been established. Efforts have been made to connect with an interested psychiatrist at the Scarborough Hospital Grace site, as well as, with Scarborough Hospital s Adult Outpatient Program and will continue. Partially Four staff were trained in Caring Dads which has now replaced the Dads Connection. Both of these groups are evidence-based and we are now delivering Caring Dads in partnership with child welfare and participating in the Caring Dads research project with Katreena Scott. Outreach with CAST for Beyond the Basics resulted in a clarification of referral process and improved access for clients. Community Support staff have presented at three large TDSB mental health forums. They also provided six workshops to school committees. 10

14 STRATEGIC PLAN GOALS Goal 2.2: Build on areas of clinical expertise through evidenceinformed practice WORK PLAN LEAD ACHIEVEMENTS E Consider how more intensive inhome support can be provided to parents during the time their children are in Residence. F Prepare and submit a response to the Child Care Consultation RFP if a call for proposals is released and if conditions are viable for our Centre. A Implement Triple P groups in Child Care Consultation. B Implement Facing Your Fears group in the Counselling and Day Treatment programs. Shane McDonough, Manager, Residence Chetan Bahri, Director, Early Intervention Paula Carrie, Manager, Community and Early Interventions Diane Evans, Manager, Family Treatment Partially Sessions provided in the home as a transition to children being discharged from the Residence. A stronger connection to Intensive Child and Family will be provided moving forward. Not The City of Toronto did not release an Expression of Interest for Child Care Consultation in Child care consultants provided Triple P groups to families in two child care centres. Partially A group was provided at one of the Day Treatment sites. Goal 2.3: Maximize positive outcomes for client service C Examine ways of increasing evidence-informed practice to Babies Best Start program. A Evaluation and Quality Improvement: Strengthen collaborative working relationship among managers to implement evaluation processes. B Evaluation and Quality Improvement: Conduct Quality Assurance Review of all components of Babies Best Start Program. Chetan Bahri, Director, Early Intervention Manager, Evaluation and Quality Improvement and service; Managers involved in evaluation processes. Chetan Bahri, Director, Early Intervention Paula Carrie, Manager, Community and Early Interventions Partially Babies Best Start staff have been further trained and supported to integrate evidenceinformed PIPE into family home visiting. Partially achieved Although there was a vacancy of the manager position this year, time sensitive evaluation projects were carried out. Quality Assurance Review was completed with Babies Best Start HBHC and CAPC. A plan and surveys have been developed to continue this work in

15 STRATEGIC PLAN GOALS C D E F WORK PLAN LEAD ACHIEVEMENTS Evaluation and Quality Improvement: Complete the final year of the evaluation phase PACE grant regarding Facing Your Fears. Evaluation and Quality Improvement: Continue to evaluate the core service in the Residence Treatment program. Evaluation and Quality Improvement: Begin the evaluation of the Circle of Security groups Evaluation and Quality Improvement: Continue to evaluate Community Parents Count G Evaluation and Quality Improvement: Continue to evaluate Helping Hands H Evaluation and Quality Improvement: Continue to evaluate Partners for Success Diane Evans, Manager Family Treatment Shane McDonough, Manager, Residence Norma Sockett-DiMarco, Supervisor, Infant Mental Health Paula Carrie, Manager, Community and Early Interventions in collaboration with Manager, Evaluation and Quality Improvement Paula Carrie, Manager, Community and Early Interventions in collaboration with Manager, Evaluation and Quality Improvement Paula Carrie, Manager, Community and Early Interventions in collaboration with Manager, Evaluation and Quality Improvement A final report was submitted to the funder (CHEO) in February Partially The Residence program continues to collect data on the children admitted and discharged from the Residence. Partially The evaluation has begun and will continue in the coming year. Partially We continue to collect post service activity evaluation feedback from participants. The vacancy in the Manager, Evaluation and Quality Improvement impacted full achievement of this objective. Partially We continue to collect post service activity evaluation feedback from participants. The vacancy in the Manager, Evaluation and Quality Improvement impacted full achievement of this objective. Partially We continue to collect post service activity evaluation feedback from participants. The vacancy in the Manager, Evaluation and Quality Improvement impacted full achievement of this objective. 12

16 STRATEGIC PLAN GOALS Goal 2.4: Develop and implement strategies for family engagement WORK PLAN LEAD ACHIEVEMENTS A Involve the parents on the current wait list for behaviour management or those that have recently received service to determine ongoing Parent Coaching service development. B Evaluation and Quality Improvement: Explore new methods to capture client feedback and implement as appropriate. C Provide verbal and written feedback to parents on outcomes of measurement questionnaires completed. Diane Evans, Manager, Family Treatment Darryl Nurse, Director, Autism Service Directors and Managers Managers and Supervisors of the respective programs Prior to changing to our new Parent Coaching service, individual consultations were completed with families waiting for behaviour management services. Partially An IPAD survey has been introduced for parents at reception. Data began to be collected in March Partially Feedback has been provided to parents related to several measurement questionnaires (e.g., SCARED and the Triple P Behaviour Skills Checklist) mostly in summary or narrative format. 13

17 III. Strategic Direction: Increase Funding Sustainability STRATEGIC PLAN GOALS Goal 3.1: Examine all potential sources of revenue Goal 3.2: Develop and implement funding sustainability strategies WORK PLAN LEAD ACHIEVEMENTS A Review and analyze existing funds and create protocols for usage. B Identify other sources of revenue and begin selection of those to study in depth. C Identify facility repairs and upgrades and implement minor capital projects as funds become available. A Build on current fundraising activities to enhance service delivery. B Governance: Complete Strategic Plan. C Explore opportunities for program expansion and enhancement. Betty Yam, Director, Finance, Administration and IT; Budget and Finance Committee Betty Kashima, Executive Director; Board of Directors Jacob Matthew, Manager, Facility Management, staff and Board of Directors Board of Directors Zel Fellegi, Director, Clinical Chetan Bahri, Director, Early Intervention Betty Kashima, Executive Director A comprehensive review was completed of agency funds. Results were shared and discussed with the Budget and Finance Committee. The Board was apprised of the review. Not achieved and to be carried forward With the transition to a new executive director, this task will be carried forward. The Board s priority was to fill the executive director position. $127,655 in minor capital improvements was approved by MCYS. All projects were completed before year end and on budget. Partially achieved Although new sources of funds were not sought, the agency s 2015 golf tournament was the most successful to date. The fundraising target for 2015/2016 was surpassed. The new strategic plan was approved by the Board in May 2015 and launched at the agency s annual general meeting in June The Child Care Consultation program, funded by the City of Toronto was expanded by two positions and two existing positions were converted. The new positions were the result of successful submissions to RFPs. A proposal to create a demonstration program for children with early signs of autism was not successful. 14

18 STRATEGIC PLAN GOALS Goal 3.3: Leverage the relationship with the Foundation WORK PLAN LEAD ACHIEVEMENTS D Streamline and implement new purchasing procedures. A Examine available resources in conjunction with 3.1 (a) and (b) above. Betty Yam, Director, Finance, Administration and IT Betty Yam, Director, Finance, Administration and IT Budget and Finance Committee Each program has identified a designated program assistant as the purchaser and executive assistants are responsible for central administration purchases. The new purchasing process ensured the appropriate cost allocation to programs. The Foundation resources were included in the analysis of Centre resources. 15

19 IV. Strategic Direction: Promote Organizational Health and Resiliency STRATEGIC PLAN GOALS Goal 4.1: Support a culture of inclusion in service and employment Goal 4.2: Attract and retain high quality staff WORK PLAN LEAD ACHIEVEMENTS A Governance: Seek representation of former service user to join the Board. B Governance: Seek new Board members who reflect the diversity of our community. C Continue translation of key documents into French (to meet FLS Act) and other priority languages. D Risk Management: Organize training to move forward with the next phase of the AODA legislation related to individuals with disabilities. A Provide additional coaching to staff that work with parents who have children with autism. Nominating Committee and Board of Directors Nominating Committee and Board of Directors Chetan Bahri, Director Early Intervention Aviva Attas, Director, Human Resources Diane Evans, Manager, Family Treatment A former service user joined the board, effective the annual general meeting in June Her experience accessing the Centre s autism services in addition to her expertise in speech and language services are assets to the board. Not A board skills and composition audit was implemented. More work needs to be done to increase the number of women, racialized community members and individuals who live in Scarborough or East York. Not There needs to be a review of the documents that are actively used and a prioritization of which of these documents will be translated into French. A new policy was developed with respect to accessible employment. Managers received training. All staff received mandatory online training as per legislative requirements. Partially A series of workshops was provided to staff related to ASD and some case consultation was done with a member of the Autism supervisory team. 16

20 STRATEGIC PLAN GOALS WORK PLAN LEAD ACHIEVEMENTS B Training: Organize training re children with Fetal Alcohol Syndrome Disorder (FASD) C Seek opportunities to integrate staff assignments from treatment and community service programs D Training: Increase management training and coaching. E Assess the workload for program assistant role. F Training: Source training opportunities that will enhance skills of staff and managers to potentially advance within their fields of expertise. G Training: Positive Parenting -Triple P Zel Fellegi, Director, Clinical Zel Fellegi, Director Clinical ; Chetan Bahri, Director Early Intervention Aviva Attas, Director, Human Resources Zel Fellegi, Director, Clinical ; Chetan Bahri, Director, Early Intervention Zel Fellegi, Director, Clinical Diane Evans, Manager, Family Treatment Two staff were trained to become consultants to others working with children diagnosed with FASD and four staff received two days training to better understand children with FASD symptoms. Group work services have been planned to ensure that staff across the agency are partnered to provide psycho-educational group counselling. This work will continue. One supervisor enrolled in the George Brown Leadership course this year. All managers participated in two management training sessions. Two staff were provided opportunities to fill supervisory positions on an interim basis. Management training topics will continue to be covered during regular management team meetings. The review resulted in specific tasks being realigned between program assistants and program evaluation activities being redistributed to the data analyst position. One supervisor enrolled in the George Brown Leadership course this year. All managers participated in two management training sessions. Two staff were provided opportunities to fill supervisory positions on an interim basis. Two new staff were trained in Triple P. 17

21 STRATEGIC PLAN GOALS WORK PLAN LEAD ACHIEVEMENTS H Training: Parent Child Interaction Therapy (PCIT) Diane Evans, Manager, Family Treatment Partially A staff on the ICT team provided in-service training to others on the team to help transfer knowledge and build skills. Goal 4.3: Focus on succession planning I J Training: Staff will receive training in attachment, mindfulness and cognitive behaviour approaches Examine workloads for therapists to balance group, brief and counselling requests. K Training: Seek group training opportunity for Program Assistants and other administrative staff L Risk Management: Ensure employee professional credentials meet legislative and funder requirements. A Governance: Complete by-law review with respect to Board succession planning and to comply with the new Not-for-Profit Corporations Act. Zel Fellegi, Director, Clinical Diane Evans, Manager, Family Treatment Zel Fellegi, Director Clinical Chetan Bahri, Director Early Intervention Aviva Attas, Director, Human Resources Board of Directors; Betty Kashima, Executive Director Partially Training sessions were provided for attachment and cognitive behaviour approaches utilizing an external trainer. Service targets were formulated based on work load expectations and a focus on non traditional service hours being provided. Not This item will be carried forward to the new plan. All job descriptions were updated in 2014 to include professional credentials to meet legislative and funder requirements. The focus during the current year has been on ensuring that required credentials are on file. A new By-Law Number 1 was approved by the board and affirmed by the members in readiness for the new Not-for-Profit Corporations Act. This by-law cannot come into effect until the Act is proclaimed. In the interim, the Centre s current by-law was reviewed and revised to ensure flexibility for succession planning of the board. 18

22 STRATEGIC PLAN GOALS Goal 4.4: Manage the growing operational requirements for accountability and reporting WORK PLAN LEAD ACHIEVEMENTS B Governance: Recruit and fill position of Executive Director due to incumbent s departure in December C Risk Management: Continue leadership training for managers to increase skills and prepare for future vacancies. A Determine additional supports required in Corporate department. B Implement new Human Resources Information System. C Implement a more effective supply ordering process. D Continue to develop and implement an agency-wide content-management solution with respect to current electronic data and the eventual conversion of hard copy to soft copy. Board of Directors Senior Management Team Aviva Attas, Director, Human Resources Aviva Attas, Director, Human Resources Betty Yam, Director, Finance, IT and Administration Betty Yam, Director Finance, IT and Administration Betty Yam, Director Finance, IT and Administration Jacob Mathew, Manager, Facility Edgar Silva, Manager, IT Janet McCrimmon started as Executive Director on February 22, Partially One supervisor enrolled in the George Brown Leadership course this year. All managers participated in two management training sessions. Two staff were provided opportunities to fill supervisory positions on an interim basis. Work in Progress Several modules of the ADP human resources information system were implemented. Work will continue to implement additional modules. An agreement has been signed with Staples through the Ontario Education Collaborative Marketplace. An on-line ordering process with Staples has been setup to ensure proper workflow and approval processes are in place. Partially Different options have been explored to convert hard copy to soft copy. Storage cost verses the conversion cost will be evaluated. The plan has now focused to reduce and limit the paper copy produced going forward. 19

23 STRATEGIC PLAN GOALS WORK PLAN LEAD ACHIEVEMENTS E Risk Management: Fine-tune Business Continuity and Disaster Recovery Plan F Implement Phase 2 of Intranet project. G Risk Management: Update analysis of all servers and consider data centre hosting versus in-house licensing. H Risk Management: Identify and implement new automatic back-up system. I Implement outstanding HR document filing project. Edgar Silver, Manager, IT Jacob Mathew, Manager, Facility Betty Yam, Director Finance, IT and Administration Edgar Silver, Manager, IT Edgar Silver, Manager, IT Shazia Sohail, Manager, Human Resources Partially Work has begun to update the Business Continuity and Disaster Recovery Plan. This work will continue in the new year. The revised/updated Business Continuity and Disaster Recovery Plan has been presented to the Executive Director. The plan will be uploaded to SharePoint once it has been finetuned. All staff were provided with access to public documents on SharePoint. Trainings were provided to all admin and management staff. Two new servers were purchased as a result of the analysis of the existing servers. Not This will be carried forward to next fiscal year. New guidelines were developed with respect to retention and filing of HR documents (not including employee HR file documents, which follow existing agency policies and procedures). Files have been organized as per new guidelines. 20

24 SERVICE STATISTICS I. Registered Client Service Statistics Due to changes in service clusters required by MCYS, service targets for 2014/2015 have not been charted with comparative figures from prior years. Programs/ Actuals Service Targets Variance Variance Explanation Service Targets Brief Counselling a. 425 Counselling and Therapy Caring Dads b. 30 Family/Caregiver Skills Building and Support Intensive Treatment Day Treatment Intensive Child and Family Service c. 50 Residential Autism ABA d. 384 Autism Family Support Coach (transition) Autism Family Support Coach (waitlist coming into service) e. 25 Autism Family Support Coach (waitlist total served) Toronto Partnership for Autism Babies Best Start (BBS)-CAPC Program f. 100 BBS-Healthy Babies Healthy Children (HBHC) Program g. 575 Child Care Consultation (CCC) h. 160 Behaviour Consultation (CCC) CCC - Intensive Resource Support i. - Growing Healthy Together Early Abilities Preschool Speech and Language Program Initial Assessments by Speech Language Pathologists 1, j. 780 Total , ,330 21

25 Variance Explanations: a. Brief Counselling : Under target due to staff availability and staff capacity (e.g., due to length of service open in ongoing counselling) impacted the total number of clients served in the year. b. Caring Dads: Under target due to low referral rates. We have developed a different partnership with Child Welfare which has already significantly increased the number of referrals to the next group scheduled for April c. Intensive Child and Family Service: Under target due to staff changes and illness. d. Autism ABA : We were able to serve more clients per quarter than anticipated and thus surpass our annual target. e. Autism Family Support Coach (Waitlist): A slightly higher number of clients have entered service to date and therefore we surpassed our annual target. f. Babies Best Start (BBS), CAPC Program: Factors contributing to the target not being met included the program transitioning to serve a targeted group, separation of Babies Best Start, staff vacancies, review of Home visiting program criteria and realignment of service activities. g. BBS - Healthy Babies Healthy Children (HBHC) Program: Referrals exceeded expectations. h. Child Care Consultation (CCC): Over target due to the increase in January 2016 from two to five staff as an enhancement of the Every Child Belongs model. i. CCC Intensive Resource Support: Under target as a result of the City of Toronto phasing out this service. Staff transitioned to Child Care Consultant positions. j. Early Abilities Preschool Speech and Language Program: Over target due to the following: (i) received one-time funding that was dedicated for assessment and intervention with Junior Kindergarten aged clients before they age out of the program. (ii) surplus from vacancies and one-time funding was used towards increased work hours for part-time staff, the addition of a part-time contract Speech-Language Pathologist position and fee-for service contracts. The target from funder was increased to 781 new assessments part-way through the contract year. 22

26 II. Non-Registered Client Service Statistics Non-registered clients are individual children, parents or professionals who participate in a service provided by the Centre, for whom a client file is not opened. Programs/ Actuals Service Targets Variance Variance Explanation Service Targets Babies Best Start CAPC-Community Families a. 100 Babies Best Start CAPC-Community Children b. 100 Community Support - Children 1,966 1,109 3,463 1,500 1,963 c. 2,000 Community Support - Professionals d. 400 Community Support - Parents 2,729 1,647 1,961 2, ,000 Targeted Prevention Partners for Success - 2,657 1,826 2, ,000 TOTAL Non-Registered Clients 5,771 6,097 8,303 6,060 2,243 6,600 Variance Explanations: a. BBS CAPC Families: More children attended than anticipated. Program targets are being examined. b. BBS CAPC Children: More families attended than anticipated. Program targets are being examined. c. Community Support Children: Over target due to large schools being involved in school-wide projects. d. Community Support Professionals: Over target due to large schools being involved in school-wide projects. 23

27 III. Total Clients Served Actuals Actuals Actuals Service Targets Registered Clients and Non-registered Clients 10,208 10,504 12,783 10,930 24

28 IV. Clients Served in Day Treatment Types of Service Transactions YEAR Actuals Actuals Actuals AVERAGE Number Carried Forward from Previous Year Number of Admissions Number of Clients Served Number of Discharges Caseload at March Space Capacity Number of Potential Instructional Days 7,214 6,772 7,156 7,047 Total Instructional Days Provided 6,652 6,428 6,092 6,391 Utilization Rate 92.2% 94.9% 85.1% 90.7% 100% 95% 90% 85% 80% Utilization Rate 94.9% 92.2% 85.1% Our utilization rate in day treatment declined last year compared to previous years. The decrease was related to lower attendance in the program, the number of professional development days and other program closures. The number of children served was similar to last year. 25

29 V. Clients Served in Residential Treatment Types of Service Transactions YEAR Actuals Actuals Actuals AVERAGE Number Carried Forward from Previous Year Number of Admissions Number of Clients Served in Residential Treatment Number of Clients Served in Respite Number of Discharges Caseload at March Number of Potential Days of Care 2,555 2,555 2,562 2,557 Total Days of Care Provided 2,190 1,988 1,856 2,011 Occupancy Rate 85.7% 77.8% 72.4% 78.6% Average Length of Service for Discharged Clients in Months Average Length of Service in Months

30 VI. Clients Served in Autism TPAS Types of Service Transactions Actuals Actuals Actuals 3 YEAR AVERAGE Number Carried Forward from Previous Year Number of Admissions Number of Clients Served Number of Discharges Caseload at March Space Capacity (at March 31) Total Service Hours Provided 50,717 52,397 51,181 51,432 Average Length of Service in Months TPAS Average Length of Service in Months for Discharged Clients

31 ABA A child may attend more than one group. This chart represents units of service provided Actuals Actuals Actuals 3 YEAR AVERAGE Clients Served Total Hours of Service Received 9,577 8,889 8,683 9,050 Discharges Hours of in Person Service Received by Parents ,545 2,077 2,715 Average Length of Service in Days Total Number of Days in Service 24,663 21,660 22,930 23,084 28

32 VII. Agency Summary: Part I This chart reflects the number of services provided by the Centre in programs serving registered clients. A child or parent may receive more than one service within the year. Programs/ Actuals Actuals Actuals Child Care Consultation Individual Consultation Intensive Resource Support Direct Program Consultations Family Brief Family Counselling Infant Mental Health Parent Coaching ICFS Counselling ICFS Counselling day treatment ICFS Counselling residence Group Children Served Parents Served Children Individual Treatment Day Treatment and After Care * 61 Residential Treatment Speech and Language Caregiver Consultation Group Treatment ,181 Home Programming Individual Treatment ,182 Initial Assessments by Speech ,009 Language Pathologists Parent Training ,207 Babies Best Start Home Visiting Birth Companion Parents Served in Group Children Served in Group

33 Programs/ Actuals Actuals Actuals TPAS IBI Family Support Coach - Wait List Family Support Coach - In Service Transition Service (post IBI treatment) ABA Group Treatment-children Group Treatment-parent * This figure does not include aftercare, due to changes in reporting categories. VIII. Agency Summary: Part II This chart reflects non-registered services provided by our Centre s Community Support and Child Care Consultation teams. Provided Children Professionals Parents TOTAL INDIVIDUALS SERVED Beyond the Basics Community Parents Count 1, ,200 Helping Hands Ontario Early Years Centres ,448 Other Community Support Child Care Consultation Workshops Partners for Success 1, ,859 Parenting Program Ready, Set, Go TOTALS 4, ,911 8,159 30

34 PROFILE OF CLIENTS REGISTERED IN MENTAL HEALTH AND AUTISM PROGRAMS (FROM APRIL 01, 2015 TO MARCH 31, 2016) I. Main Professional Referral Sources for Mental Health and Autism Programs Shelters 1.0% Physicians 25.3% Schools 13.0% Self Referrals 15.8% Toronto Public Health 1.6% Hospitals 0.4% Agencies 36.5% Child Welfare 6.3% This chart excludes cases where the client did not specify a referral source. 31

35 II. Age Grouping of Children in Mental Health and Autism Programs 11 to 14 7% 6 to 10 39% 15 to 18 1% 0 to 5 53% The 0 to five age group represents 53% of the clients served this past year. Our outreach to this age group continues to assist with our focus to reach children as early as possible. III. Gender of Children in Mental Health and Autism Programs Female 28% The percentage of females served has decreased from 36% the previous year to 28% in Male 72% 32

36 IV. Primary Language Profile of Children in Mental Health and Autism Programs Language Language Afrikaans 2 1 Kurdish - 1 Albanian 3 3 Macedonian 1 1 American Sign Language 1 1 Malayalam 9 10 Amharic 4 8 Mandarin Arabic Pampangan 1 1 Armenian - 1 Pashto 7 8 Assyrian - 1 Persian 2 5 Balochi - 1 Portuguese 1 1 Bengali Punjabi 2 2 Cantonese Romanian 1 1 Creole 4 4 Russian 1 2 Dari Sindhi 2 3 English Sinhalese 2 4 Farsi 9 6 Slovak - 1 Filipino - 3 Somali 9 7 French Spanish Fukien 1 1 Tagalog Greek 2 2 Tamil Gujarati Telugu 3 10 Harare 2 2 Tigrinya 4 5 Hindi 4 4 Turkish 3 4 Hungarian 5 4 Twi 2 1 Ibo 1 - Ukrainian 2 2 Ilocano 1 1 Urdu Italian 1 1 Vietnamese 6 5 Japanese 1 1 Yoruba 1 1 Kachi 1 1 Not Indicated Korean 3 2 Most commonly languages spoken by clients after English include: Mandarin, Cantonese, Tamil, Bengali, Urdu, Tagalog and Arabic. The Centre has staff who speak 22 different languages. When needed, interpreter services are used to meet the language needs of families. 33

37 Problem Aisling Discoveries Child and Family Centre V. Presenting Problems Reported by Families in Mental Health Programs Presenting Problems Reported at Intake- Average Score (normal population average is 50, borderline is 65, clinical is 70) This tool is administered for children six years and over. Informant depression Global family situation Family anxiety and conflict Family activities Global child functioning Child's school participation & achievement Child's quality of relationships Child's social participation Internalizing and Externalizing Internalizing 6 mood + 3 self-harm indicators Managing mood Managing anxiety Separation from parents Externalizing Conduct Cooperating Regulating attention, impulsivity, and activity Regulating attention T-Score The normal population has a T-score of around 50, which represents "expected functioning". The borderline-clinical population has a T- score of around 65, which indicates problematic functioning that requires treatment intervention. Approximately 7% of the population will score above a T-Score of 65. The clinical population has a T-Score of 70 or more, which indicates that symptoms are extreme and require specialized treatment. Approximately 2% of the population will score above a T-Score of 70. Families requesting service last year scored very close to or at the borderline-clinical range or above on several domains. The most severe problems reported by families were in the Global Family Situation [T=72.49] and Family Activities (relationships with others in community) [T=70.85] domains. Parents also reported borderline clinical levels of problems with Family anxiety and conflict [T=68.54], Global child functioning [T=65.09], Child s social participation [T=67.75], their child s Internalizing and Externalizing behaviours [T=65.43], and their child s Externalizing behaviours [T=65.99]. 34

38 PROFILE OF FAMILIES REGISTERED IN BABIES BEST START PROGRAMS (FROM APRIL 01, 2015 TO MARCH 31, 2016) I. BBS Referral Sources for Parents Served CAPC Hospitals 0.3% Community Centres 0.3% Child Care or Early Years Centres 0.3% Child Welfare 1% Physicans/Midwives 0.1% Self Referrals 10% HBHC Agencies 4% Toronto Public Health (CAPC) 5% Toronto Public Health (HBHC) 80% Agencies include: Internal agency referral, Centennial Infant and Child Centre, Native Child and Family Life Centre, Scarborough Centre for Healthy Communities, Toronto Children s 35

39 II. Primary Language of BBS Parents Language Language Albanian 1 2 Malayalam 1 2 Amharic Mandarin Arabic Nepalese 1 - Armenian 2 1 Pashto 1 2 Bengali Persian 3 2 Cantonese Punjabi 1 3 Creole 1 1 Russian 1 2 Croatian 4 1 Sinhalese 2 1 Dari 13 6 Slovak 2 1 English Somali 1 - Farsi Spanish French 8 6 Tagalog 4 15 Greek - 2 Tamil Gujarati 6 9 Telugu - 1 Hindi Tigrinya 2 5 Hungarian 1 1 Turkish 5 6 Indonesian - 1 Ukrainian - 1 Japanese 1 - Urdu Kurdish 1 - Yoruba 2 2 Luganda 1 - Not Indicated 9 6 Macedonian 1 - Most commonly spoken languages after English include: Tamil, Mandarin, Cantonese, Bengali and Urdu. 36

40 COMMUNITY SUPPORT AND CHILD CARE CONSULTATION NON-REGISTERED SERVICES I. Types of Individuals Served (Attending Groups, Presentations and Workshops) Children 4,345 Parents 2,911 Professionals II. Areas of Focus in Community Support School Based 32% Community Strengthening 30% Parent Education 32% Families Living in Shelters 6% Community Strengthening increased from last year as a staff vacancy was filled. Families living in shelters were a lower percentage of participants than last year. This was due to more families being away from the shelter during the day and early evening with work, school and appointments. 37

41 III. Types of Provided Consultation to Children and Families 4% Consultation to Professionals 7% Other 4% Workshops 53% Groups 32% Other: School and Community Information Fairs Increase in community requests for group services and issues related to changes in shelter referrals led to decrease in consultation to children and families. 38

42 WORK PLAN FOR WORK PLAN LEGEND: Evaluation and Quality Improvement Governance Risk Management Training I. Strategic Direction: Enhance the Presence of Aisling Discoveries STRATEGIC PLAN GOALS Goal 1.1: Engage in leadership, collaboration and partnership to create a seamless children s service system WORK PLAN EXPECTED OUTCOMES LEAD A Participate in the development of a centralized referral process for Day Treatment. B Continue to build and implement the lead agency model with East Metro Youth (lead agency), the core service agencies and the broader service sector. Families will be able to navigate the referral process to Day Treatment which will occur jointly with school boards and other children s mental health centres. The Centre will have input into the development and implementation of the centralized access system and the Community Health Plan. The Centre will be subcontracted for the delivery of mental health services. Director, Clinical Day Treatment Supervisor Executive Director, Directors and Manager Family Treatment (FTS) C Monitor the implementation of the Special Needs strategy and participate as required. D Work with autism service providers and the Ministry to implement the new Ontario Autism Program. We will be aware of implications to our agency as the Strategy unfolds and take appropriate action. The new program will address challenges in the current program and will meet the needs of children and families with a range of needs. Directors, Autism, Clinical and Early Intervention Executive Director, Director, Autism E Training: Explore opportunities for collaboration and training with OEYC Partnerships. A coordinated approach to improve families access to community resources as part of the continuum in supporting child development; increase capacity building within community partners/program Manager, Speech and Language 39

43 STRATEGIC PLAN GOALS Goal 1.2: Identify and promote areas of uniqueness and differentiation that the Centre contributes to the children s service system Goal 1.3: Reinforce and raise profile through promotion and public education WORK PLAN EXPECTED OUTCOMES LEAD A Seek opportunities to promote our agency in the community. B Participate in city-wide work groups to ensure core children s mental health providers consider the uniqueness of infants, preschool and latency age children s mental health needs in planning. C Participate in the Residential Work Group to inform children s mental health transformation on the need for residential programs. D Increase our capacity to provide infant mental health services. A Post the service plan on the agency website to meet Ministry directive. B Post group calendar for the year on the website. Referral sources and families will be more aware of the Centre s services and access them when needed. Those participating in children s mental health transformation in Toronto will have a clear understanding of how the specific needs and services provided to children fit within a spectrum from early intervention to youth intervention and treatment services. Those participating in children s mental health transformation will have a clear understanding of the specific needs and services for children in need of residential treatment. More young families will receive services and/or consultation for their infants and toddlers. The public will be informed on the various achievements, goals and data reported. Service referral sources and clients will have information related to the group work the agency plans to offer. Senior Management Team (SMT) Management team Executive Director, Directors, Clinical and Early Intervention Director, Clinical FTS/ICT Supervisor, Manager FTS Director, Finance, Administration and IT Director, Finance, Administration and IT C Update the agency website to ensure that it contains up-to-date information that is accessible to parents and referral sources. D Identify opportunities to present at conferences about the areas of excellence in our work. E Produce and print copies of the annual report for distribution to stakeholders, community partners and for fundraising initiatives. The agency website will help inform parents and referral sources of current agency services and programs. Increased awareness of our work amongst conference attendees. Increased agency profile using targeted distribution to all relevant parties. Director, Finance, Administration and IT Management team Executive Director Directors 40

44 STRATEGIC PLAN GOALS WORK PLAN EXPECTED OUTCOMES LEAD F All staff will promote and deliver materials to community locations related to the services they are delivering. An increased level of material distribution and awareness on the community of the services we offer. All Staff G Explore marketing campaign for specific priority neighbourhoods. Raise awareness of our agency and services offered in specific priority neighbourhoods. SMT Goal 1.4: Increase accessibility for diverse communities A Reduce wait times for clients that require Brief. B Increase accessibility for clients requesting non-traditional service appointments (i.e., early mornings, evenings and weekends). C Participate in initiative to serve Syrian refugees. D Offer two additional community locations for Early Intervention services. Staff schedules will be optimized to serve more clients assigned to Brief. Families will receive Brief Service appointments within four weeks of their request for service. Staff schedules will be optimized to serve more clients that request non-traditional service appointments. Refugee women will have information needed to settle in and parent in their new community. They will also have facilitated access to our agency s service. Increased access for families. Director, Clinical, FTS Manager Director, Clinical, FTS Manager Manager, Community and EI Manager, Community and EI E Explore community setting(s) for FTS services. Suitable community settings for FTS services will be identified. FTS Manager F Explore options for dedicated funds related to increased translation and interpretation services. Increase use of interpretation and translation to make our services more accessible to families. Directors G Work to recruit staff and management that are reflective of the diversity of the city. Increased diversity amongst staff and management. Management team 41

45 II. Strategic Direction: Strengthen the Capacity for Service Excellence STRATEGIC PLAN GOALS Goal 2.1: Enhance multiservice offerings through a continuum of prevention, early intervention and treatment services WORK PLAN EXPECTED OUTCOMES LEAD A Training: Support more integrated staff assignments and training across all agency programs. B Promote timely referrals to the Caring Dads group. C Develop and implement a pilot project transitioning appropriate prenatal participants to family home visiting service. Staff from different programs will have more opportunities to work together and share expertise. More fathers will be served through the Caring Dads groups in collaboration with child welfare. Prenatal participants will be transitioned to needed home visiting service more easily and quickly Directors All Programs FTS Manager Supervisor, Growing Healthy Together D Training: Increase collaboration and training opportunities between Early Abilities and Autism. E Integrate Behaviour Consultant role into Every Child Belongs model. F Explore FTS walk-in services at the Centre. G Work to integrate services across departments and implement clear service pathways between services. A more cohesive and integrated approach to service delivery and cross-training to optimally meet the needs of client as there is a significant overlap in the client base between these two services. Enhancement of service to Special Needs Resource Consultants and child care centre staff resulting in more inclusive practices related to special needs children. Enhancement of our Brief and shorter wait times for families. Improved client service including smooth transitions between services and coordinated multi-disciplinary service planning (as warranted). Directors, Autism and Early Intervention and Manager, Early Abilities Manager, Community and E I FTS Manager, FTS Supervisors Service Directors 42

46 STRATEGIC PLAN GOALS Goal 2.2: Build on areas of clinical expertise through evidenceinformed practice WORK PLAN EXPECTED OUTCOMES LEAD A Training: Provide Circle of Security evidence based training to new staff working with infants and preschoolers. B Implement lessons learned from the Facing Your Fears (anxiety group). More clients will receive evidence-based treatment for young children. More children will receive evidence-based strategies to help children with anxiety build coping skills. FTS Manager, Supervisor, FTS/ICT FTS Manager, FTS Supervisors C Training: Explore training in Facing Your Fears strategies that can be used outside a group format. More children will receive evidence-based strategies to help children with anxiety build coping skills. FTS Manager D Training: Explore use of SNAP programs (SNAP boys; SNAP girls; SNAP school) in Targeted Prevention. Increased capacity to provide evidence-based programs that improve outcomes for children Manager Community and Early Intervention Goal 2.3: Maximize positive outcomes for client service E Explore and implement evidence-based parent groups in Growing Healthy Together. A Evaluation and Quality Improvement: Promote use of effective outcome measurement tools. B Evaluation and Quality Improvement: Explore use of Inter-Rai measurement tool. Community families will have access to more evidence-based parent groups. Measurement tools will help therapists understand their clients needs and assist with developing formulations and setting goals. A standardized, cost effective assessment tool will support service delivery. Manager Community and Early Intervention Directors All Directors and Managers C Evaluation and Quality Improvement: Implement use of Fidelity Checklists across all EBPs. Supervisors will support staff by providing a more structured focus on service methodology. All Managers and Supervisors D Evaluation and Quality Improvement: Join the Ontario Triple P database. The Centre will have easy access to obtain service outcome data for clients served in Triple P. Manager, FTS 43

47 STRATEGIC PLAN GOALS WORK PLAN EXPECTED OUTCOMES LEAD E Revise recording templates. Reports will be easily read by families with a focus on service provided, goals identified and service outcomes achieved. Director, Clinical All Managers F Expand Crying Clinic walk-in service to include Brief Service appointments. G Evaluation and Quality Improvement: Participate in provincial evaluation for ABA. H Evaluation and Quality Improvement: Develop and implement a quality assurance plan for B.B.S.-HBHC. I Evaluation and Quality Improvement: Implement a quality assurance plan for CAPC. J Evaluation and Quality Improvement: Conduct Quality Assurance review for all Community Support services activities. K Evaluation and Quality Improvement: Participate in the development and implementation of a client satisfaction survey. L Standardize client communication for the Early Abilities team (i.e., correspondence). More clients will be seen during the designated walk-in time as all intakes for families with children birth to three years will be directed to the Crying Clinic. Use outcome data and report to plan future service offerings based on client and family needs. Improve opportunities for families to provide feedback about HBHC service. Goals of service will be more closely linked with outcomes; outcomes will be documented and shared with funder and stakeholders. Improve program efficiencies to improve outcomes for clients. Evaluate Early Abilities service delivery. Use the data to identify both areas of service achievements and service needs or future planning. Establish consistent messaging and information to families and other professionals. Manager/Supervisors FTS Director, Autism Family Home Visitor Supervisor- HBHC Supervisor, Growing Healthy Together Manager, Community and Early Intervention Manager, Early Abilities Manager, Early Abilities 44

48 STRATEGIC PLAN GOALS Goal 2.4: Develop and implement strategies for family engagement WORK PLAN EXPECTED OUTCOMES LEAD A Identify best practices in family engagement from research and the field. B Incorporate best practices to increase family involvement. Increased knowledge of best practices in family engagements. An increase in family engagement and involvement across all services in an attempt to help improve overall service outcomes. SMT All Supervisors and Managers C Training: Provide training on Father involvement for Family Home Visitors D Participate in community planning tables related to parent coaching, training and education. Family Home Visitors will become aware of the importance of involving Fathers during home visits To develop an inter-professional speech and language service delivery model and implementation plan for children who demonstrate early signs of social communication disorders and/or diagnosed with Autism Spectrum Disorder and their families. Supervisor, Growing Healthy Together; Family Home Visitor Supervisor- HBHC Manager Early Abilities, Director and Supervisors, Autism 45

49 III. Strategic Direction: Increase Funding Sustainability STRATEGIC PLAN GOALS Goal 3.1: Examine all potential sources of revenue Goal 3.2: Develop and implement funding sustainability strategies WORK PLAN EXPECTED OUTCOMES LEAD A Governance: Hold facilitated conversation with board and senior management team about this strategic direction and identify priorities for moving forward. B Research fee for service models and explore possible fee for service options related to areas of need in local communities. C Explore options in terms of funding from foundations and submit proposals where this makes sense. A Risk Management: Develop a multi-year budget. B Based on the outcome of the governance strategic discussion, development plan for funding sustainability. C Identify possibilities for efficiencies in operations and services. Priorities for moving forward identified and an action plan developed. Increased knowledge of fee for service models. Potential for fee for service offerings explored. Possible foundation funding sources identified and acted upon. A multi-year budget will be developed to ensure financial sustainability. Funding sustainability plan developed. Opportunities for efficiencies identified and acted upon. Board, SMT Directors and Executive Director SMT Executive Director Director, Finance, Administration and I.T. SMT Management team D Risk Management: Identify needs for facility repairs and upgrades and implement minor capital projects as funds become available. E Explore opportunities for program expansion and enhancement. Facilities maintained well and funding received to support this. New funding obtained to support the Centre s mission. Director, Finance, Administration and I.T. Manager, Facilities and IT Management team Goal 3.3: Leverage the relationship with the Foundation A Identify how best to use the Foundation s annual gift in aid of the Centre s work. Foundation funding will be well used to benefit the Centre s mission. SMT 46

50 IV. Strategic Direction: Promote Organizational Health and Resiliency STRATEGIC PLAN GOALS Goal 4.1: Support a culture of inclusion in service and employment WORK PLAN EXPECTED OUTCOMES LEAD A Training: Provide orientation and training related to relevant human resource policies and practices for all staff. B Review all documentation to ensure that they meet accessibility standards. C Review the role of the Diversity Committee within the agency. Staff will interact within clearly understood employment and service policies (e.g. Code of Conduct policy and guidelines). All agency documentation will be available in an accessible format. Staff will have a clearer understanding of the Diversity Committee s role. Directors Director, Clinical Director, Autism SMT Goal 4.2: Attract and retain high quality staff D Governance: Seek new board members who reflect the diversity of our community. E Continue translation of key documents into French (in accordance with the French Language Act) and other priority languages. F Training: Continue cultural competence training. A Implement multiple opportunities for communication and dialogue with staff. B Explore additional strategies for recognizing employees and celebrating successes. Increased diversity on the board of directors. Written materials are accessible to more members of our community. Increased cultural competence amongst staff. Staff will be able to take advantage of multiple communication mechanisms to keep up to date about the Centre and its environment. To the greatest attempt possible, staff will have opportunities to give input on decisions that affect them. New ideas for strengthening this aspect of our work will be identified and implemented. Nominating Committee, Executive Director Management team Diversity Committee SMT SMT SMT 47

51 STRATEGIC PLAN GOALS WORK PLAN EXPECTED OUTCOMES LEAD B Create information on the Intranet system to reflect current information on all programs. C Training: Increase management training and coaching. D Training: Family Home Visitors will be trained on how to use KIDS. E Strengthen agency-wide procedures and processes for recruitment, interviewing and hiring. Identified sections on the Intranet will showcase the programs and services we provide. Management team members will receive orientation, coaching and/or training to build their skills and ensure consistency of human resource practices. Family Home Visitors will develop the skill and ability to input documentation into KIDS. A consistent approach to hiring practices will be achieved across all programs. Corporate SMT Supervisor, Growing Healthy Together; Family Home Visitor Supervisor- HBHC Director, HR Manager, HR All Managers and Supervisors F Implement the recruitment module within the ADP human resource information system. Increased consistency in approach to hiring and efficiencies achieved in the hiring process. Director, HR Manager, HR Goal 4.3: Focus on succession planning G Training: Seek group training opportunity for Program Assistants and other administrative staff. A Training: Source training opportunities that will enhance skills of staff. Staff will add to their administrative tool kit to support them in their work. Staff will be supported to develop skills to potentially advance within their field of expertise. SMT SMT Management Team B Risk Management: Continue leadership training for management team to increase skills and prepare for future vacancies. C Risk Management: Employ systematic approach to increasing SMT knowledge about the work of the Executive Director. Management will be supported to develop skills to potentially advance within their field of expertise. SMT members will be able to cover for the Executive Director during vacations and absences. SMT Executive Director SMT 48

52 STRATEGIC PLAN GOALS Goal 4.4: Manage the growing operational requirements for accountability and reporting WORK PLAN EXPECTED OUTCOMES LEAD A Risk Management: Provide training regarding Confidentiality and Privacy Legislation as it relates to service practices. B Risk Management: Fine tune Business Continuity and Disaster Recovery Plan. C Review allocated central administration (ACA) needs and funding. D Explore options in terms of implementing an agency-wide content management solution to potentially move to a less paper intensive office. E Risk Management: Identify and implement new automatic backup system. Staff will write reports, maintain work spaces, and follow through with procedures in place to respect confidentiality and privacy laws. Business Continuity and Disaster Recovery Plan will be reviewed and updated as needed. It will be tested and staff will be knowledgeable about it. Identify opportunities to increase ACA funding to address organizational needs. A preferred option identified and costed. Funding obtained and a project plan developed. New automatic back-up system implemented and working well. SMT Director, Finance, Administration and I.T. Manager, Facilities and I.T. Director, Finance, Administration and I.T. Executive Director Director, Finance, Administration and I.T. Manager, Facilities and I.T. Director, Finance, Administration and I.T. Manager, Facilities and I.T. 49

53 FINANCIAL INFORMATION Projected Revenues and Fund Balances for the 2016/2017 Fiscal Year MCYS ASSORTED CONTRACTS UNITED WAY Child Care Consultation Speech and Language CITY OF TORONTO Babies Best Start - HBHC Investing in Neighbourhoods PUBLIC HEALTH AGENCY OF CANADA Growing Healthy Together Babies Best Start - CAPC SURREY PLACE Sub-Contract ABA Surrey Place CONSOLIDATED BUDGET FEDERAL and PROVINCIAL SUBSIDIES Ministry of Children and Youth 9,814,948 9,814,948 City of Toronto 544,758 1,203, ,268 42,776 2,741,406 Surrey Place - Sub-Contract 1,076,335 1,076,335 Public Health Agency of Canada (PHAC) 368, , ,680 Sub-total 9,814, ,758 1,203, ,268 42, , ,300 1,076,335 14,457,369 UNITED WAY United Way - Success by Six and Membership 297, ,058 CONTRACT REVENUES Agincourt Community Assoc. 12,500 12,500 Early Years Centres 24,350 24,350 YWCA 54,360 54,360 Sub-total 91,210 91,210 EXPENDITURE RECOVERIES Children's Special Allowance 26,000 26,000 Misc. Income and Recoveries 74,842 74,842 TRANSFER FROM DEFERRED 50,000 10,000 27,974 87,974 SPECIAL PURPOSE FUND 100, ,000 Sub-total 250, , , ,816 TOTAL - ALL REVENUES 10,065,790 91, , ,758 1,231, ,268 42, , ,300 1,076,335 15,134,453 EXPENSES BUDGETED EXPENSES 10,065,790 91, , ,758 1,231, ,268 42, , ,300 1,076,335 15,134,453 FUND BALANCE

54 Budgeted Expenditures for the Period April 1, March 31, 2017 MCYS ASSORTED CONTRACTS UNITED WAY CITY OF TORONTO PUBLIC HEALTH AGENCY OF CANADA SURREY PLACE Sub-Contract CONSOLIDATED BUDGET Child Care Consultation Speech and Language Babies Best Start - HBHC Investing in Neighbourhoods Growing Healthy Together Babies Best Start - CAPC ABA SALARIES 7,200,119 73, , , , ,038 37, , , ,623 10,731,062 BENEFITS 1,450,482 3,892 43,518 76, , ,203 4,920 31,001 68, ,162 2,212,162 TRANSPORTATION and COMMUNICATION 109,079 4,200 5,150 9,600 12,180 33, ,250 16,000 14, ,779 SERVICES 1,254, ,750 53,550 82,840 47, ,280 48,600 82,000 1,652,320 SERVICES and EQUIPMENT 168, ,463 4,500 14,500 5, ,800 16,000 10, ,130 ADMIN RECOVERIES/ EXPENSE (116,630) 8,400 28, ,730 - TOTAL 10,065,790 91, , ,758 1,231, ,268 42, , ,300 1,076,335 15,134,453 51

55 COMMUNITY-BASED COMMITTEES AND WORKING GROUPS The Centre is actively involved in a broad range of external committees and networks as noted below. Our intention is to leverage our role at these tables as appropriate to promote the Centre s services and to align these services into a more cohesive system of service for children and families. EXTERNAL COMMITTEES / NETWORKS Canadian Centre for Accreditation (CCA) Site Reviewer CARS (Centralized Access to Residential ) Catholic Children s Aid Society High Risk Review Committee Central Zone CAPC/CPNP Coordinators Committee Children s Aid Society Child Abuse Review Committee Children s System Review and Consultation Child Welfare- Quick Access Bed Advisory Committee AGENCY ROLE / STAFF INVOLVED Site Reviewer/ Team leader Paula Carrie Service provider Kathleen Jobin/Elizabeth Robson Advisory to CCAS Linda Roy Chair/Members Paula Carrie Loraine Bairstow (Chair) Member Kim Surchin Member Zel Fellegi Advisory to child welfare and MCYS Kathleen Jobin/Zel Fellegi (alternate) ROLE OF COMMITTEE AND BENEFIT TO COMMUNITY Provide input for changes and revisions to administrative and clinical standards. Ensure the most efficient use of CARS system and agency beds for children most in need. Children s mental health perspective provided to CCAS in their assessment of child abuse cases. The sharing of information between the funder and the projects provides the opportunity for better coordination of services and better planning. Children s mental health perspective provided to CAST in their assessment of child abuse cases. Families with complex, multiple needs will receive the joint attention of service providers. Improve access to assessment beds for child welfare clients. 52

56 EXTERNAL COMMITTEES / NETWORKS Chinese Social Service Workers Network CITYKIDS Interagency Team and CITYKIDS Planning and Evaluation Group City of Toronto Healthy Babies Healthy Children Supervisors Network City-Wide Intake Workers Committee Clinical Directors Group Core Agencies -- EDs Group Core Agencies -- Centralized Point of Access Working Group Core Agencies Work Groups Residential Working Group Core Service Agencies Work Groups Latency Age Working Group Core Service Agencies Work Groups Infant Mental Health AGENCY ROLE / STAFF INVOLVED Members Monica Por or Connie Tse (alternate) Member Paula Carrie Member Marian Crockford Member Becky Dolbear Member Zel Fellegi Member/Core Agency Janet McCrimmon Member New representative to be determined. Member Zel Fellegi Member Janet McCrimmon Member Norma Sockett-DiMarco ROLE OF COMMITTEE AND BENEFIT TO COMMUNITY Workers are able to share information and provide effective and coordinated services to their families. City-wide forum to ensure that families requiring specialized services will receive a coordinated response; families requiring specialized services will receive a coordinated response. Improve city-wide service delivery, plan training opportunities and share researched resources. Enhance and increase integration of intake services across agencies. This group identifies issues such as service gaps, brings forward relevant data to the EDs group and works toward consistent delivery of child and youth mental health services across the city. This group of 34 agencies funded within MCYS Moving on Mental Health is working under the direction of East Metro Youth to develop a Core Service Delivery Plan and a Community Mental Health Plan. This work group is responsible to develop a centralized access model to the child and youth mental health services offered by the 34 agencies above. This work group will review and make recommendations regarding the future of residential services within Moving on Mental Health. This work group will review and make recommendations regarding latency age services within Moving on Mental Health. This work group will review and make recommendations regarding infant mental health services within Moving on Mental Health. 53

57 EXTERNAL COMMITTEES / NETWORKS Developmental Finance Group Every Child Belongs Model Review Work Group Growing Healthy Together Program Steering Committee GTA Local Evaluation Committee for CPNP HBHC Contract Agencies Network Infant Mental Health Promotion Steering Committee Joint Evaluation Group and Program Directors Committee Scarborough Postpartum Support Network Scarborough Special Needs Committee AGENCY ROLE / STAFF INVOLVED Member Betty Yam Member Paula Carrie Leadership and Accountability Loraine Bairstow Paula Carrie Co-Chair Loraine Bairstow Member Paula Carrie Member Rachell Skinner Member Zel Fellegi Member Leigh Armour Member Nicole Burke Alicia Artman ROLE OF COMMITTEE AND BENEFIT TO COMMUNITY Share information, promote best practices, provide analysis and information to Ontario Agencies Supporting Individuals with Special Needs (OASIS) to help them with their advocacy. Review and make improvements to Children s model to support inclusion of all children in childcare. Ensure that GHT program meets community needs. Develop and implement collaborative evaluation tools for program enhancement and effective service delivery. Enhance service coordination and integrated planning. Enhance infant mental health services and enhance the profile of young children and their needs. Provide training opportunities for staff working with young children. Toronto evaluators and Clinical Directors are working together to decide upon a potential set of common outcome/evaluation tools, so that we can make comparisons amongst agencies and meet new MCYS reporting requirements. Community will have access to and integrated, coordinated, local, accessible, culturally appropriate network of services supporting mothers, their infants and their families struggling with Perinatal mood disorders. To support child care staff in working with children who have special needs. 54

58 EXTERNAL COMMITTEES / NETWORKS Toronto Autism ABA Operations Committee Curriculum Committee Supervisors Group Intake Committee Toronto District School Board (TDSB) Section 23 Partnership TDSB Central Intake Committee Toronto East Quadrant (Scarborough) Local Immigration Partnership Council and Health Action Group Toronto Partnership for Autism Executive Directors Group Operations Committee Supervisors Group Professional Development Committee Standards Committee Parent Education Committee Intake Group AGENCY ROLE / STAFF INVOLVED Partner / Service Provider Darryl Nurse Darryl Nurse Jessica Case/Pat LeClair Pat LeClair/Darryl Nurse Member/Service Provider Zel Fellegi/Rose Medeiros- Pogue (alternate) Member/Service Provider Rose Medeiros-Pogue Member Inna Sepia Partner / Service Provider Janet McCrimmon/Darryl Nurse Darryl Nurse All TPAS Supervisors Darryl Nurse, Sanaz Quashem Janet Mann, Caitlin Macdonell Leanne Small Darryl Nurse, Pat LeClair ROLE OF COMMITTEE AND BENEFIT TO COMMUNITY Ensure that consistent, high quality ABA services are provided across the City. Ensure consistent understanding and implementation of service dynamics, potentially streamline processes, improve transition of children and improve collaboration and service delivery. Working on establishing a centralized intake system for Section 23 classrooms Scarborough newcomers and immigrants will have enhanced awareness of and access to services. Ensure that consistent, high quality IBI services are provided across the City. 55

59 EXTERNAL COMMITTEES / NETWORKS Toronto Preschool Speech and language /Early Abilities (EA)-Preschool Speech and Language Program EA System Planning Committee EA Operations Management Committee AGENCY ROLE / STAFF INVOLVED Janet McCrimmon and Rachelle Skinner Jean Kim and Rachell Skinner ROLE OF COMMITTEE AND BENEFIT TO COMMUNITY Participate with the lead agency (TPH) and 4 other GSA (Geographic Service Area) providers to create a coordinated, consistent preschool speech and language service across the city. To support, develop, coordinate consistent service delivery guidelines at the operational level for services across the city in partnership with other GSAs and service providers EA Best Practices Committee 1) ASD Best Practice table for the TPSLS/Early Abilities system - Subcommittee of TPSLS 2) Motor Speech Best Practice 3) Parent Capacity Building Darryl Nurse Lisa Tomilson (SLP) Rachelle Mazin (SLP) Jean Kim /Sherry Hastie (CDA) To develop best practice standards for children with a diagnosis or presentation consistent with ASD, children with a Motor Speech disorder and Parent Capacity Building. EA Communications Committee Professional Advisory Committee for CDAs (Durham College) Erin Henechowicz (SLP) Sherry Hastie (CDA) To oversee the development of communications plan/strategy /key messages to parents/caregivers, health care professionals, partners and stakeholders Liaise between the CDA training programs and workplace organizations/services to support students and professionals. 56

60 EXTERNAL COMMITTEES / NETWORKS Toronto Public Health Liaison Committee Toronto Public Health/CPNP Coordinators Steering Committee Trauma Network Training Subcommittee Intake Subcommittee Managers Subcommittee AGENCY ROLE / STAFF INVOLVED Members Paula Carrie, Marian Crockford, Sharon Li, Marta Palamoudian Alas Member Loraine Bairstow Members Zel Fellegi and Angela Ball Grace Liu Grace Liu Angela Ball ROLE OF COMMITTEE AND BENEFIT TO COMMUNITY Enhance service coordination and ensure delivery of high quality HBHC service. For CPNP program staff and TPH staff to share relevant information in order to improve service delivery. Ensures consistency of delivery of Trauma across the City. Plans and organizes city-wide training opportunities. 57

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