Business Plan: Ontario Works

Transcription

1 Business Plan: Ontario Works How does this service contribute to the results identified in the City of London Strategic Plan? A Strong Economy A Caring Community Ontario Works is a provincially mandated and legislated employment program that provides integrated financial and employment supports to help move people toward self-sufficiency. These efforts promote a strong, inclusive economy. The provision of employment and financial support services through the Ontario Works program is one of the key ways of promoting a caring community. The Ontario Works program enhances employability, increases employment, increases earnings and financial independence. Name the main activities done to provide this service: Name The Activities Done To Provide This Service How Much Did We Do? (optional) 1. Basic Financial Assistance In 2013, an average of 10,976 families was served per month at an average gross cost of $671 per case. 2. Employment Programs In 2013, there was an average of 13,149 Participants per month active in the Employment Program. 3. Addiction Services In 2013, there were a total of 497 Participants (including County) served in the Addictions Services Initiative. 4. Discretionary Benefits In 2013, approximately 13,500 individuals (not unique) were served. Is The City Mandated To Provide This Service? Can The Level Of Service Be Changed? No No 1

2 What is the current state of this service? Ontario Works provides integrated financial and employment supports to help move people toward self-sufficiency which is best measured by people gaining employment. Our employment results continue to be very strong despite London s economic downturn and having one of Canada s highest unemployment rates. Our model for the delivery of Ontario Works is pivotal to achieving success. Employment supports are geared to enhance employability, increase employment, and increase earnings and ultimately move Ontario Works Participants and ODSP (Ontario Disability Support Program) Spouses and Dependent Adults to sustainable employment. Our service delivery model is based on a combination of generic and more intensive case management services to address the needs of participants who face multiple barriers to employment and require additional supports. Basic financial assistance is provided for basic needs and shelter, benefits as prescribed in the regulations, and emergency assistance. The Ontario Works program includes the initial screening (through online or phone application), verification interview and ongoing case management. Ontario Works Participants are mandated by the Province to complete individual employment plans and participate in the Ontario Works Employment Program. This service provides employment information, access to employment resources, intensive and individualized job search support services, basic education and job skills training, community and employment placement, supports to self-employment and other specialized supports. Addiction Services is a targeted employment assistance activity designed to help participants whose substance abuse is a barrier to participation in Ontario Works and employment. London remains one of only 15 sites providing this innovative approach. The Discretionary Benefits program offers Social Assistance recipients and low income London residents financial assistance to purchase health related and critical items when all other resources are exhausted. Items may include emergency dental treatment, dentures, prosthetic appliances, eye glasses, infant car seats, cribs, funerals and burial expenses. Family Support Workers assist participants in obtaining financial supports for themselves and their children through support orders and agreements. Ontario Works Child Care subsidy assists Ontario Works participants to attend employment program requirements The Centralized Business Supports team helps to ensure that monies issued to, or on behalf of participants, are issued in accordance with legislation and provincial directives by performing compliance reviews and responding to complaints. 2

3 The overall objective of this service is to help our most vulnerable Londoners move to self-sufficiency through increased employment, earnings and financial independence. Key factors that impact the achievement of employment outcomes include: London s economy remains in a sluggish economy which commenced in Statistics Canada Labour Force Survey data shows that since the recession of 2008, London s unemployment rate has consistently been among the highest in the country and its labour force participation rate has been in the bottom quartile of Census Metropolitan Areas (CMAs). In the London CMA[1] in 2013, there was on average 6,500 fewer people working each month compared to 2008 and the labour force participation rate reached a low point of 62.5% by November Unemployment rates that are higher than the provincial and national averages are due in part to global industrial restructuring and major economic shifts which threaten London s economic base (Academica Group Inc., 2012). The Ontario Works caseload has increased since 2007 with the most significant increase experienced in Since 2011, the rate of caseload growth has slowed, however overall caseload size has continued to increase. During the first five months of 2014 the caseload has continued to grow in size. Caseload growth has been driven primarily by the growth in singles. The singles caseload which accounts for over 60% of the caseload has been responsible for over 80% of the overall growth in caseload since By comparison the sole support caseload which account for about 27% of the total caseload has been responsible for less than 10% of the overall growth in caseload since 2007 The profile of individuals served is very diverse and in many ways reflects the diversity of the general population. We are also seeing increasing numbers of individuals and families requiring intensive supports and interventions particularly related to addictions, mental health and homelessness. Provincial requirements for the delivery of Ontario Works continue to evolve which requires a nimble delivery system, ongoing change in processes, staff training, etc. Delivery of all components of Ontario Works is complex and challenged by the competing priorities of quickly needing to respond at our intake line to people in extreme financial need, while balancing ongoing case management that ensures provision of all eligible benefits, supports and eligibility as well as provision of employment supports. Provincial service standards must be met along with our internal key performance indicators. [1] The London CMA includes: London St Thomas, Townships of Middlesex Centre, Thames Centre, Central Elgin, Southwold and Strathroy- Caradoc. 3

4 New Provincial service delivery technology is scheduled for introduction in 2014 with work already actively underway in our office. Recent changes to how homelessness initiatives and hostels are funded will require us to consider how to most effectively support individuals and families in emergency shelters so that they are best positioned to achieve employment outcomes. Our structure and approaches are designed to meet the above noted business realities with a focus on achieving outcomes through a strong system that includes the following key actions and accomplishments: Ontario Works case management strategies support individuals and families on their path to stable employment opportunities and reduced reliance on social assistance. To ensure positive outcomes and to address varied needs of the individuals served, a varied and extensive set of employment strategies and supports are provided. This includes a number of specific intensive support initiatives including Intensive Case Management, Addiction Services, Youth and Young Parents, and No Fixed Address. These specialized programs rely on more intensive case management, person centred approaches, with unique services addressing the specific needs of the target populations. Employment supports and services, along with the specialized programs result in overall cost savings in the long term for Ontario Works. They also contribute to decreasing costs, impacts, and challenges associated with other service systems (substance use, mental health, homelessness, violence against women, etc). Employment outcomes for one of our intensive case management teams are higher than outcomes for the regular caseload. This is particularly significant as the individuals served have multiple barriers and usually have been on Ontario Works for significantly longer periods of time. These outcomes can be attributed to the Caseworker providing more intensive, coordinated and wrap around services, with a smaller caseload. In 2009, we commenced a planned and purposeful multi-phased transformation that saw us integrating some of our services where it made sense, and increasing specialization in other areas to provide more focused case management, where there is a need, such as with youth. Our strategies continue and we continue to see accomplishments. We are continuing to turn the curve from a highly reactive model to one that is proactive, with strong systems that are agile enough to expand and contract with changing caseload needs. Organizational structure changes and our continued commitment to better streamline how we do our work, better align resources and focused human resource strategies have allowed us to be much more effective in the way we do our work, so that we maximize the quality and quantity of time our frontline staff spend with Participants. In addition, we are able to see an applicant after initial contact within 2 to 3 days. This maximizes response time and allows sufficient time for the individual to gather necessary documentation so that the financial need can be addressed quickly. The Provincial standard to see an 4

5 applicant after initial contact is 4 days, a standard that we have been successful in achieving since the 2009 transformation activities. Caseworkers are located in community centres in South London and Glen Cairn and a number of caseworkers are actively engaged in work with specific populations and dispersed communities, including youth, persons experiencing homelessness, those with more intensive support needs, those leaving mental health services, and those in emergency shelters. These initiatives have been well received by the participants and our community partners. A comprehensive review of the delivery of employment services was completed and we received Council approval in March 2012 for the Ontario Works Employment Services Framework 2013 to The Framework, which sets out the planned structure of employment service provision for Ontario Works participants over a five year period, is an important tool for strategic planning and will assist us and employment service providers in developing service and business plans. It is consistent with the City of London s strategic priorities of developing a skilled workforce and partnerships with key private, institutional and community partners (City of London, 2011). Thirteen community agencies were selected through a RFP process in 2012 to provide delivery of employment services consistent with the new framework. What has been done to manage the budget? The service area has been actively managing its budget by implementing management-led initiatives aimed at creating efficiencies, avoiding costs and generating revenue. These include the following: Efficiencies / Costs Avoided Previous 3 Years The Ontario Works caseload trend has imposed significant budget challenges over the last 5 years. The Ontario Works caseload has increased since 2007 and London s unemployment rate is still one of the highest in the Province. Since 2011, the rate of caseload growth has slowed, however overall caseload size has continued to increase. To accommodate the 2014 corporate budget target, the full potential case cost impact that was forecasted with respect to the 2013 Provincial budget changes effective October 2013 was not included. There is some risk of over-expenditure in the operating budget which will be managed corporately. 5

6 Revenue Generation / User Fee Increases Previous 3 Years The City has benefitted from additional Provincial subsidy due to the Province's decision to upload the municipal share of eligible Ontario Works Financial Assistance and Employment Assistance costs originally cost shared at 80:20 provincialmunicipal basis. The upload schedule commenced in 2010 and will be completed in In 2015 the municipal share will be 8.6%; in 2016, 5.8%; 2017, 2.8%; and in 2018, 0%. Service delivery continues to be provided in partnership with the community with a focus on leveraging resources. The Federal and Provincial discussions related to the renewed Labour Market Agreements and the new Employment and Social Development Canada - Canada Job Grant along with ongoing MTCU (Ministry of Training, Colleges and Universities) transformation activities continue to create significant system instability as well as service delivery opportunities. What is the future direction of this service? What future initiatives can be contained within the maintain existing service level budget? In 2013 Council approved the Ontario Works Decentralization strategy to provide services closer to where people live. Decentralization of services will be the major transformative focus over the next few years and will include a review of service delivery approaches to develop a customer centred, effective and efficient model. The decentralized model of delivering Ontario Works is based on five community based centres, one in each quadrant of the city, and a central location in the core of the city that would also house administration and back office type functions. This delivery model is based on creating synergies with existing community and neighbourhood services and resources, such as employment, settlement and library services in order to meet the unique needs in each community. It also continues to include innovative, smaller scale co-location opportunities such as we currently have with Glen Cairn Community Resource Centre, Youth Opportunities Unlimited and South London Community Centre. The implementation of this decentralized model will be phased over a period of the next 3 years. In the northeast area of the city, Londoners will be able to access Ontario Works services at our new location in Northland Mall due to be open in the fall of The southwest area of London will be primarily served through the expansion of the South London Community Centre, with construction to start mid-2014, and expected completion by mid The phased implementation will continue with the southeast, northwest and core area locations through 2016 and

7 Transformation of Ontario Works service delivery at the City of London is ongoing, moving from one of primarily income support to a client centred, community engaged integrated financial and employment readiness program. In the Ontario Works Service Plan we have outlined a number of initiatives that show how we plan to deliver compassionate, effective, and outcome focused services that address individual needs and systemic solutions. As this transformation continues, we will continue to review our resources, including staff resources, to ensure that we are appropriately positioned to meet the needs of our community. We will continue to ensure that our staff roles and responsibilities are appropriately aligned to achieve our outcomes. A continued strategy within Ontario Works will be the identification of actions to support those relying on Ontario Works services who should more appropriately be on ODSP with associated community supports. This includes those individuals with multiple and complex needs and those who may be living in shelter or experiencing crisis in housing. As part of the Provincial-Municipal Fiscal and Service Delivery Review, Ontario will upload the cost of all social assistance benefits by 2018 and pay the portion of Ontario Works benefits which is currently paid by municipalities. The timing of the upload is scheduled as follows: Percentage of Net Costs 3% 6% 14% 29% 43% 57% 71% 86% 100% Uploaded to Province Revised Provincial Subsidy 80.6% 81.2% 82.8% 85.8% 88.6% 91.4% 94.2% 97.2% 100% Revised City Share 19.4% 18.8% 17.2% 14.2% 11.4% 8.6% 5.8% 2.8% 0% This review noted municipalities will continue to have a key role to play in delivering Ontario Works in their communities. Changes are forthcoming to the outcome-based funding with the addition of service quality measures being added to existing specific employment targets that need to be met as a condition of funding. An action plan will be implemented after more information is confirmed by the Province. Our Ontario Works governing objectives incorporate the Social Assistance Accountability Framework as well as align with the City of London corporate mission statement as a At Your Service: A respected and inspired public service partner. 7

8 Governing Objectives for Ontario Works: Service Excellence: Exemplify At Your Service to enhance all customer service delivery experiences Program Excellence: Continue to strengthen Ontario Works program through employment supports, activities and outcomes Organizational Excellence: Build organizational excellence through highly engaged, well trained and informed team members Accountability: Demonstrate, revise and create linkages between strategic goals and outcome measures that demonstrate success in service delivery, client outcomes and fiscal accountability All key priority activities, already ongoing, outlined below fall within one or more of our governing objectives: Implement Ontario Works Community Service activities including the opening of the North East Office Better connect the Ontario Works program, participants, and neighbourhood community in order that OW participants have a broad network of support while on assistance and upon leaving Initiate Service Delivery Integration for the OW North East Location Complete a service integration review of the current business practices and processes as they relate to Intensive Case Management, Family Support Program, Discretionary Benefits and Intake Maximize Caseworker s support to participants Implement Discretionary Benefits Review Process Transition from SDMT and implement the new SAMS technology Conduct end user training Conduct refresher training Review organizational impact assessments, conduct gap analysis, update business procedures and tools Strengthen and entrench Employment focus in all Ontario Works service delivery Enhance the OW Job Developer role supporting case management, liaison to Employment Purchase of Service organizations and Ontario Works participants Strengthen referrals to Ontario Works Employment Purchase of Service organizations 8

9 Operationalize Circles - Bridges out of Poverty initiative Employment Placement Innovation launched internally and externally with employment community partners including a formal Evaluation Fully implement 30 Day Participation Agreement review process Support continued implementation and activities of the London & Middlesex Local Immigration Partnership Revise monitoring process of monthly termination reports re: employment reason at exit Continue to deliver Addictions Services Initiative (ASI) and participate in Provincial ASI Renewal strategy Participate in all ASI Renewal activities, including representation on the MCSS ASI Renewal Committee Alignment with the Ministry s Addictions Services Initiative Guidelines and Service Delivery through an Addiction/Intensive Case Management model Focus on anchoring SAIL concepts and activities Develop a Leadership Strategy and multiyear training plan Develop and implement Risk Management Framework Review operational indicator reports and internal dashboard reports Revise File Review process and Compliance plan Initiate Employment Purchase of Service Compliance review Ensuring the strategies outlined above in OW Service Plans are realized and actioned 2015 Budget Establish the second community location of Ontario Works Decentralization implementation plan, by investing in the expansion of a city-owned facility, the South London Community Centre. This location will primarily serve the southwest area of the city. We will establish small scale satellite, co-location partnerships to serve areas of this quadrant that are beyond the catchment of the South London Community Centre. Enhance / strengthen partnership with South London settlement services 9

10 The 2014 Provincial Budget also includes changes around employment related benefits. This includes the integration of seven employment benefits. The details and implication of this change is less clear but the Province is expecting to implement these changes by April, Re-align staff resources Forecast Establish locations to serve the southeast, northeast and core areas of the City by 2017 Confirm the location of administration and back-office functions of the Ontario Works operations, including cheque production, finance administration, en masse letter production and central mail sorting (either core area location or any other location that provides the most effective and efficient means to run the operation). What service adjustments do you plan to make? 2015 Budget We currently have 2 Employment Assistance pilot projects, Circles and Employment Placement Innovations which address the needs of individuals with significant barriers. This is a growing population that has a negative impact on caseload size. These pilots are showing significant positive results and employment outcomes, therefore services need to be incorporated into ongoing service delivery Key Performance Indicators How Much? Description of measure Ontario Works Caseload 10,976 11,000 11,200 11,200 11,300 11, Number of Participants served in Addictions Services Program 3. Graduates from Learning, Earning and Parenting programs

11 How Well? Description of measure Monthly average cost per OW case $671 $679 $706 $713 $720 $ Intake Days between phone call and first appointment Is Anyone Better Off? Description of measure Percentage of OW Caseload Exiting to Employment 22.8% 22% 22% 22% 22% 22% (% of Participants that leave OW for employment 7. Percentage of addictions caseload exiting to 22.1% 22% 22% 22% 22% 22% employment (% of Participants that leave OW for employment) 8. Percentage of intensive case management caseload 43.2% 44% 44% 44% 44% 44% exiting to employment (% of Participants that leave OW for employment) 9. Cases terminated as a result of complaint records Recoveries achieved by Family Support ($000) $820 $820 $820 $820 $820 $ ODSP Participating in Employment