Summary of Feedback from Staff Drop in Sessions

Transcription

1 Summary of Feedback from Staff Drop in Sessions Region of Peel Human Services Plan Status Report January 13 to 20, 2012 PREPARED FOR Strategic Planning, Policy & Partnerships Division by Taylor Newberry Consulting

2 Table of Contents Introduction & Purpose... 1 Methods... 1 Participants...2 Data Analysis...2 Findings... 3 Over Arching Themes...3 There is widespread buy in to the spirit of the plan...3 Staff members see progress...3 The plan continues to inform planning and innovation...4 The six objectives vary in form and specificity...4 Feedback on Department Wide Objectives...5 Objective#2: Accessible, High Quality Client Centred Services...6 Objective #1: A Culture That Values Employees & Recognizes the Importance of Continuous Learning and Collaboration...7 Feedback on Service Specific Objectives...9 Objective #3: A Continuum of Housing Options...9 Objective #4: Strengthen Individual, Family and Neighbourhood Capacity...11 Feedback on Advocacy & Engagement Objectives...13 Objective #5: Increased Investment in Human Services...13 Objective #6: Plans that Anticipate and Respond to the Growing and Competing Needs of Peel...15 Conclusions & Recommendations...16

3 Summary of Feedback from Staff Drop in Sessions Introduction & Purpose In 2009, the Region of Peel introduced a three year Human Services Plan. This plan emerged out of extensive consultation with clients, community members, and Human Services staff members. It was the first plan for the integrated Human Services Department, and it set out the priorities for the delivery of Human Services in Peel Region. Over the last three years, the Human Service Plan has guided the development of operational plans within the Department. It has also informed other, larger planning documents, including the Region wide Strategic Plan and the Term of Council Priorities. The Department has recently begun work on a Status Report that will track the progress that has been made towards the objectives in the Human Services Plan over the last three years. This summary is the first step in the development of the status report. It reviews input provided during four drop in sessions. During these sessions, all Human Services employees were invited to share the stories of how their work had advanced the Human Services Plan. Methods Four drop in sessions were held for the Human Services Department. Two were held at Regional Headquarters (on January 16th & 17th), and two at 7120 Hurontario (on January 13th & 20th). Each session lasted for most of a working day. Facilitators from Taylor Newberry Consulting were available throughout each drop in session. Sessions were promoted through an electronic letter distributed to all Human Services Staff by the Director of the Strategic Planning, Policy and Partnerships Division. The letter let staff know that the sessions would be informal, and that they could drop by at their convenience. Three reminder s were also distributed. During each session, staff members were asked to share reflections and examples about how their work mapped on to the Human Services Plan. The objectives, outcomes and actions included in the plan were written on large flip chart paper and posted around the room. They were also available in handout form. Staff members were asked to review the plan and to provide information about how they felt they were advancing the plan through their work. Summary of Feedback from Staff Drop in Sessions 1

4 Du ring each session, staff members could choose to share their thoughts in two ways. Staff members were provided with story sheets that they could choose to complete independently. This story sheet asked staff to list the Human Service Plan Outcome(s) they were working toward, as well as the Human Service Plan actions they were taking. The story sheet also included space for the staff member to describe a specific example or examples of what they were doing to achieve desired outcomes. Staff members were free to complete multiple sheets if they wished. Staff members were also invited to share their input verbally with facilitators. Facilitators asked visitors to identify the outcomes they felt they were working toward, and to describe what they were doing to achieve these outcomes. Some of the open dialogue sessions took place in groups, with members from the same division speaking together, while other staff spoke one on one with a facilitator. During these discussions, facilitators took detailed notes. Participants In total, 132 staff from the Human Services Department participated in the drop in sessions. Managers, supervisors and front line staff members were represented. Each of the Human Services Divisions were represented. In addition, at least 15 units were represented. Data Analysis All comments were coded according to objective and, where mentioned, specific actions and outcomes. In group discussions, it was not always possible to link comments to specific speakers, and for this reason it is difficult to produce accurate counts of how often each objective was mentioned. However, overall estimates were made. Summary of Feedback from Staff Drop in Sessions 2

5 Findings Over Arching Themes There is widespread buy in to the spirit of the plan Many staff members told us that the Human Services Department had a real commitment to high quality client services and a strong sense of shared purpose. In general, the staff members who came to the drop in sessions were able to provide good examples of their efforts to advance the objectives in the Human Services Plan. Some staff members were familiar with the plan, and told us that they refer to it when developing annual goals or project plans. Other people had less direct experience with the plan, but nonetheless saw the objectives as very important and very relevant to their work. Some participants told us that they use other planning documents (such as the Term of Council Priorities) more frequently. However, they felt the Human Services Plan was very consistent with the TOC Priorities. While reflecting on the objectives in the plan, staff frequently mentioned the integration process that has led to a major re structuring of the Department over the last 5 years. Staff members believed that both clients and employees were benefiting from the common intake and assessment as well as cross division collaboration. They appreciated the staff training opportunities that have been provided as part of the integration process. Staff members see progress When staff members were asked how they felt they had helped to advance the plan, there were a number of common themes in the examples they provided. People were often proud of their efforts to provide more seamless, accessible service to clients. They felt they had worked hard to listen to clients and become more responsive to client needs. People were also proud of the partnerships they had developed with other units, and with organizations in the community. People felt that the shift toward an integrated model of service delivery had led to important changes in their practices. They felt they were sharing more information with one another and with the community. They were proud of their success in helping their colleagues in other units reach clients they might otherwise have overlooked. Staff members reported working more closely with partners in a more coordinated, impactful way. As one drop in participant put it: "The integration and cross training and the common intake are all super helpful for supporting awareness about what exists or is going on in the Region. Before when applicants were on the waitlist they just had to deal with it. Now we offer supports and help them know what other resources exist." Summary of Feedback from Staff Drop in Sessions 3

6 The Human Services Department was recently awarded a large grant for upgrading social housing infrastructure. Many staff members saw this as an important achievement that would make day to day life better for many people in the Region. The plan continues to inform planning and innovation Many drop in participants acknowledged that there is more work to do in order to achieve the kinds of change described in the Human Services Plan. Staff members told us that they continue to develop integration initiatives and that they are looking forward to them being rolled out. Raising public awareness, neighbourhood development and advocating for more investment were areas where many staff felt more work was needed. Staff members saw a need for more measurement of progress and more frequent reporting. The six objectives vary inform and specificity The six objectives in the plan seem to inform practice in different ways. Some objectives related to work across the department, while others were linked more directly to the work of specific units or divisions. Objective #1 (A culture that values employees and recognizes the importance of continuous learning) resonated for people in many different units, playing a range of roles. Staff from across the organization talked about their contributions to Objective #2 (Accessible, high quality client centred service). Objectives #3 (housing) and #4 (neighbourhood capacity) came up frequently during the drop in discussions. Staff members across the organization clearly saw these objectives as important. However, action to address these objectives appeared to be linked more specifically to the work of units that specialized in these issues. Increased investment in Human Services (Objective #5) and Responsive Planning (Objective #6) generated relatively few concrete examples of action, although people frequently emphasized the importance of continuing to work on these issues. Staff members repeatedly mentioned that it was difficult for them to indicate how their work related to a specific objective. They felt that much of the work they were doing supported the attainment of multiple outcomes associated with a range of objectives. In the sections that follow, staff input around specific objectives is described. Objectives are organized into three categories: Department Wide Objectives; Service Specific Objectives; and Engagement & Advocacy Objectives. Objective #2 is presented first, for two reasons. It was discussed most frequently during the drop ins, and it was frequently described as the most central or universal objective. Summary of Feedback from Staff Drop in Sessions 4

7 Feedback on Department Wide Objectives Objective#2: Accessible, High Quality Client Centred Services In general, staff members across the Department saw this objective as the most relevant and important of the six. At least 30 visitors provided input connected to this objective, and at least one staff member from each division indicated that in some respect, they are working toward meeting this objective. Staff members saw themselves as working toward all of the outcomes associated with Objective #2. Most frequently cited was outcome 2A: Consistent high quality service. Many staff saw this outcome as central to the work of the Department, as illustrated by these quotations: "We have a no wrong door policy now it is a holistic approach and that has influenced our day to day and how we interact with clients. We help them problem solve and to figure out what they need." Outcomes: 2A Consistent high quality service 2B Integrated service delivery model in place 2C Clients feel safe and supported in providing information and feedback 2D Seamless service to address human services needs 2E Services are reflective of community need and sensitive to our most vulnerable populations 2F Services are available in a user-friendly manner Actions: 2.1 Develop a phased, integrated approach to service delivery 2.2 Provide client service in a manner that is sensitive to culture, language, location, ability, lifestyle, age and gender 2.3 Work with community partners and other governments to improve service delivery to clients 2.4 Build on existing relationships with other Regional departments to achieve further service integration opportunities 2.5 Implement an evaluation plan that actively solicits client feedback for continuous improvement 2.6 Develop a comprehensive performance management system for programs and services "If we can't meet client needs we never say that we can't help them. We always find a way to provide some form of support, whether it is referring to other departments or to other Regions. No matter what we try to provide options for them to think about. We try to be a one stop shop." Outcome 2B: Integrated service delivery model in place; 2C: Clients feel safe in providing information and feedback; and 2E: Services are reflective of community need and sensitive to our most vulnerable populations were also mentioned frequently. Staff indicated that they carry out/participate in the following actions most often: 2.1: Develop a phased integrated approach to service delivery; 2.2: Provide services in a Summary of Feedback from Staff Drop in Sessions 5

8 manner that is sensitive to culture, language, location, ability, lifestyles, age, and gender; 2.3: Work with community partners and other governments to improve service delivery to clients; 2.5: Implement an evaluation plan that actively solicits client feedback for continuous improvement. Among the actions linked to Objective #2, staff members were least likely to report examples linked to 2.6: Develop a comprehensive performance management system for programs and services. Staff members from the Community Partnerships Unit and units working on housing issues indicated that 2.4: Build on existing relationships with other regional departments to achieve further service integration opportunities, was beginning to take place more often. Staff members provided many concrete examples of their efforts to advance Objective #2. Five actions in particular were repeatedly emphasized as being important for the provision o f high quality, client centred services. o Staff indicated that the new integrated intake/application system is particularly beneficial for increasing access to services and providing seamless, holistic support. o Staff indicated that their training is driven by client feedback and evaluation. Staff request feedback from clients on a regular basis, as well as involve clients in planning processes. Such feedback and involvement in turn guides staff training and development, which helps to ensure staff skills match client needs. o Staff indicated that the divisional open houses have been particularly beneficial for supporting integration. Staff have appreciated the opportunity to learn about other divisions and to better understand how everyone can work together to meet the diversity of client needs. o Staff indicated meeting clients where they are at, by offering programs in places where clients can easily access, for example in apartment party rooms. Staff also indicated that they use materials that reflect the language and culture of community members. o Staff indicated forming partnerships in the community to help increase the profile of programs and help to recruit clients. The partners help to display information about regional programs. In addition, they often participate in the programs with clients. Summary of Feedback from Staff Drop in Sessions 6

9 Objective #1: A Culture That Values Employees and Recognizes the Importance of Continuous Learning and Collaboration Objective #1 attracted the secondhighest number of comments from staff members. At least 25 different people shared thoughts about how this objective was reflected in their work. Staff from across various divisions and units felt that Objective #1 was being met. One exception was staff members from Residential Property Management. Some staff members from this team felt that this objective was not relevant to their positions. One respondent explained: "Since we aren't integrated we are isolated, we feel de valued, and I feel like we have no opportunity for growth. It effects our morale." Outcomes: 1A Peel will be seen as an employer of choice 1B Increased client satisfaction 1C Employees will develop to their full potential 1D Employees will reflect the diverse profile of the Peel community 1E Well qualified employees successfully compete for internal positions Actions: 1.1 Recognize and utilize the broad range of staff skills and assets in the innovative and effective delivery of integrated services 1.2 Attract, train and promote Human Services staff who reflect the diverse profile of the community of Peel 1.3 Proactively develop and implement a comprehensive succession plan for staff in the Human Services Department 1.4 Create and manage a flexible work environment that supports both staff and client needs 1.5 Create opportunities for all staff to understand the needs of the community and actively participate in departmental planning 1.6 Enhance strategies to encourage staff with their career development and managing changes in the workplace When asked to identify specific outcomes that they felt were being achieved, staff members from across the Department were most likely to mention outcomes 1C: Employees will develop to their full potential; and 1E: Well qualified employees compete for internal positions. Staff from Residential Property Management were outliers in this respect, and indicated that these two outcomes in particular were not being met due to isolation, lack of integration and the high number of short contract positions. Staff members indicated that the following actions are most noticeable: 1.4: Create and manage a flexible work environment that supports both staff and client needs; 1.5: Create opportunities for all staff to understand the needs of the community and actively participate in departmental planning; and 1.6: Enhance strategies to encourage staff with their career development and managing changes in the workplace. Summary of Feedback from Staff Drop in Sessions 7

10 Examples frequently focused on staff training and on flexibility in working conditions. Staff indicated that the SAIL Supportive Approaches to Innovative Learning to all Human Services Staff was extremely useful. SAIL provides an opportunity for staff members from across the department to learn about what is happening in different areas creating a great environment and integration. Staff members indicated that the core training has been beneficial for meeting the different learning styles of staff and for supporting staff to think about their training needs. OW trainees have more hands on training in class and on the floor, which helps to prepare them for their job. Staff members also told us that they enjoy the job shadowing opportunities. Staff are able to shadow other staff in other departments, which helps staff learn about what other resources exist in the departments. Staff members indicated that flex hours and the ability to set their own appointments are crucial for their work life balance as well as for meeting client needs. Staff members were least likely to provide examples of ways in which they had helped to achieve action 1.3: Proactively develop and implement a comprehensive succession plan for staff in the human service department. Summary of Feedback from Staff Drop in Sessions 8

11 Feedback on Service Specific Objectives Objective #3: A Continuum of Housing Options At least 10 visitors to the drop in linked their work to Objective #3. Generally, staff members who commented on this objective worked in units that dealt with housing and issues connected to housing and homelessness. Staff provided examples related to all 5 outcomes. However, they highlighted outcomes 3E: Focus on the prevention of homelessness and 3D: Proactive approaches to personal housing supports that will ensure stable and successful tenancies, as being areas of special focus. As one participant said: "Our entire work revolves around trying to prevent eviction, while also maintaining our role to manage buildings and do property management work." Outcomes: 3A Adequate and appropriate housing for all Peel residents 3B Inclusive neighbourhoods 3C Peel residents accept and understand the need for social housing and housing support programs 3D Proactive approaches for personal housing supports that will ensure stable and successful tenancies 3E Focus on the prevention of homelessness Actions: 3.1 Explore creative solutions to maintain and expand affordable non profit and private housing options in the Region of Peel 3.2 Establish an integrated approach to respond to the human services needs of residents in social housing 3.3 Promote public acceptance and support for inclusive housing and neighbourhood models 3.4 Implement enhancements to the Region s homelessness prevention strategy 3.5 Promote strategies to enable suitable residents to move along the housing continuum towards independence Staff were most likely to link their work to three of the five actions: 3.4: Implement enhancements to the region's homelessness prevention strategy; 3.5: Promote strategies to enable suitable residents to move along the housing continuum toward independence; and 3.2: Establish an integrated approach to respond to the human services needs of residents in social housing. One group of staff members (from Residential Property Management) told us that they did not feel they had been included in the shift to integration. The sooner we are integrated the sooner we will be able to uphold or work toward the plan. We haven't even begun integration. We hear it, but we don't feel it. We don't have open information with OW because of legal reasons this stalls processes and makes a big difference for the client because they can't have seamless service." Summary of Feedback from Staff Drop in Sessions 9

12 Staff indicated action 3.1: Explore creative solutions to maintain and expand affordable non profit and private housing options in region of peel; and 3.3: Promote public acceptance and support for inclusive housing and neighbourhood models, take place the least. Staff members frequently mentioned five examples of the types of actions that meet the housing needs of tenants. o Heightened efforts to adopt a holistic approach to housing, working closely with tenants, landlords, property managers, and superintendents. This team approach ensures that all those involved in the system are working toward the shared goal to keep tenants housed. o Heightened efforts to include residents in planning and decision making. Through drop in programs, staff establish close relationship with residents and are able to see client strengths and visions for themselves and their family. This helps in planning their path along the housing continuum. o Staff indicated an increased emphasis to connect residents with other programs in the community that help them to find employment and move toward independence. o With the exception of Residential Property Management, staff indicated the new integration has permitted them to work with OW and ODSP to help better support clients facing eviction to stay housed. o Staff emphasized that they are adopting creative strategies to address housing needs, such as market rent, rent supplement, mediation and subsidy strategies. The strategies have been effective for providing affordable and desirable housing options to clients living on a low income. Summary of Feedback from Staff Drop in Sessions 10

13 Objective #4: Strengthen Individual, Family and Neighbourhood Capacity Objective #4 was cited by fewer participants from units working on community partnerships, community programs, and client relationships. Those who did reference this objective emphasized its importance, and several pointed to it as an area where they felt more action was needed. Staff working in Community Partnerships and Client Relationships primarily emphasized the relevance of this objective to their every day work responsibilities. In particular, they indicated that outcome 4E was being met: Peel willingly shares accurate, easily accessible information. One participant said: "We work hard to share information with the community in areas where they will be able to make sure that we accurately communicate what we do and what we don't do." Outcomes: 4A Understanding and acceptance of the Region s role in building and supporting self-sufficiency 4B An informed, engaged and empowered community 4C Consistent service approach and synergies amongst service providers 4D Healthy, productive, vibrant and resilient communities 4E Peel willingly shares accurate, easily accessible information Actions: 4.1 Define and develop the Region s role in community capacity building 4.2 Complete the development of the Neighbourhood Capacity Support Strategy 4.3 Support the expansion of the Community Investment Strategy 4.4 Share knowledge, expertise and tools related to programs and services, with the community 4.5 Prepare a departmental strategy for communicating information in a comprehensive and consistent manner Outcome 4A was also frequently noted: Understanding and acceptance of the region's role in building and supporting self sufficiency. Among the actions associated with this objective, staff members were most likely to mention that actions 4.4: Share knowledge, expertise and tools related to programs and services with the community, and 4.5: Prepare a departmental strategy for communicating information in a comprehensive and consistent manner, are primarily being taken to reach outcomes. Action 4.1 (Define and develop the region's role in community capacity building) was also noted, although to a lesser extent. Staff members mentioned two specific examples of actions that they take to share information with the community and encourage self sufficiency. Summary of Feedback from Staff Drop in Sessions 11

14 o Staff indicated that they make the Region's programs visible in the community. They do this by creating information tables in prominent community locations (e.g. barbershops, service centres), attending community events, hosting information sessions and workshops to highlight programs, and attending network meetings to share information about programs and crea te partnerships. o Staff also indicated that they are taking steps to develop community capacity, by mentoring community members and leaders on how to maintain the sustainability of programs. They indicated that they are trying to move away from the Region running all of the programs and toward empowering the community to take control. Some participants also made reference to the Neighbourhood Capacity Support Strategy, seeing it as having great potential to contribute to meeting this objective. Summary of Feedback from Staff Drop in Sessions 12

15 Feedback on Advocacy & Engagement Objectives Objective #5: Increased Investment in Human Services Relatively few participants mentioned Objective #5. Those who did tended to come from Early Learning Services, Children's Services, Client Relationships, and Community Partnerships. Early Learning Services emphasized this objective the most, and indicated that all outcomes are being met through their work. Outside of Early Learning Services, the majority of those that did discuss the objective indicated that outcome 5A: Human services are funded according to client needs and 5B: Peel's human services needs are well understood, were the most relevant. Early Learning Services indicated taking all of the actions outlined in the plan; however, the other Outcomes: 5A Human services are funded according to client needs 5B Peel s human services needs are well understood 5C Impacts of addressing/not addressing needs are known 5D Documentation and communication of positive outcomes as a result of funding 5E Other governments contacting Peel for input on funding, policy and programs Actions: 5.1 Build an evidence based business case for investing in human services 5.2 Prepare a coordinated, collaborative, strategic approach for dialogue with other levels of government 5.3 Increase public awareness of the importance of investing in human services 5.4 Engage prominent citizens as champions for human services initiatives 5.5 Provide information to Regional staff to enable them to understand and promote the human services needs in Peel departments emphasized actions 5.1: Build on evidence based business case for investing in human services, and 5.3: Increase public awareness of the importance of investing in human services. One participant commented: "We need to find a way to get people in decision making positions to read the information being provided about their constituents." Action 5.5 (Provide information to regional staff to enable them to understand and promote the human services of peel) was mentioned as well, although to a slightly lesser extent. People saw this action as being strongly linked to other objectives in the plan. Summary of Feedback from Staff Drop in Sessions 13

16 Two of the exa mples mentioned by staff members are described here. o Staff indicated that they frequently produce feedback reports on their programs and provide statistics about the needs for increased funding. o Staff also indicated that they do their best to transfer knowledge to the community about their programs. They indicated that they share their findings and reports with the other Regional Departments, as well as key members of the community, such as MP's, MPP's, community organizations, agencies and services. This sharing helps to demonstrate the value of investing in programs; however, the challenge is ensuring that decisionmakers make use of the information being provided. Summary of Feedback from Staff Drop in Sessions 14

17 Objective #6: Plans that Anticipate and Respond to the Growing and Competing Needs of Peel Objective #6 was primarily discussed by the Client Services, Community Partnerships, and Case Workers. In particular, Outcome 6A (People are supported through a continuum of human services) was discussed by drop in participants. More actions than outcomes were discussed. Staff members indicated that most of the actions were being taken. Actions 6.5: Develop a systematic approach for ongoing dialogue with community agencies, 6.1: Develop processes to understand/communicate factors that influence changing needs, and 6.3: provide leadership in planning and coordination to support the continuum of human service needs, were most frequently named as being an important part of day to day operations. Outcomes: 6A People are supported through a continuum of human services 6B Funding system that supports neighbourhood needs 6C Peel Region and its partners learn and benefit from each other 6D Collaborative working relationships with Regional departments, stakeholders, partners and the community at large 6E Peel Region is recognized and supported as the organization that is accountable for managing the service system Actions 6.1 Develop a process to understand and communicate the factors that influence changing human services needs in Peel 6.2 Engage community partners in the exploration of a Council of Agencies 6.3 Provide leadership in planning and coordination to support the continuum of human services needs 6.4 Strengthen the role of Peel in service system management 6.5 Develop a systematic approach for ongoing dialogue with agencies Staff members did not provide many examples of actions that are unique to Objective #6. They indicated that there i s a lot of overlap between Objective #2, #4, and #6. o Staff indicated that members of their team go out to the community to participate in open houses or new program launches. They indicated that they do this to share information about their programs, but also to take information about programs in the community back to the Region. This helps to make sure their department is aware of what is going on in the community so that they can refer clients to community resources. o Staff also indicated that they attend network groups in Peel with service providers so that they can learn what is needed on the ground. o Staff noted that the new assessment unit is also helping to explore the various needs of clients. The unit is noting client trends when they are applying for assistance, which helps to plan how to address multiple needs at the same time (e.g. childcare and housing needs). Summary of Feedback from Staff Drop in Sessions 15

18 Conclusions & Recommendations The Human Services Plan document is referenced directly from time to time. However, the core ideas of the plan are embedded in the daily practices of the department in a wide variety of ways, both large and small. For example, the plan informs divisional operational plans, employee development goals, and training agendas. It underscores the importance of client centred service, and articulates the rationale for service integration. For these reasons, the plan resonates with staff members across the Department, even when they haven t read it. Moving forward, it will be important to continue to find ways to embed the plan in daily practice, and to sustain ongoing reflection on central concepts like clientcentred service, continuous learning, and capacity building. The six objectives vary in focus and specificity. Two apply across the Department, two focus on more specific types of service, and two deal with more systemic issues like planning and community engagement. While Objectives #1 and #2 are useful rallying points for all staff, other objectives may be more narrow. While staff in some units have some ownership over distinctive programs or services that make unique, measurable contributions to advancing the plan, people in other types of positions (e.g., building managers, intake workers, case workers) are members of large teams that deliver the stable, ongoing services what might be called the Department s core business. Client centred service and a culture that values employees are objectives that lead to specific actions and outcomes. However, they are also core values that express something about the organizational culture of the Department. It may be helpful to find ways to emphasize this point in an updated Human Service Plan. Further reflection on the ways in which people in different types of roles link to the plan may be worthwhile. The Department may wish to consider adding additional focused objectives (like #3 and #4) that underscore the unique ways in which other services advance the plan. Among the six objectives, Objective #2: Accessible, high quality client centred services, is unique. Staff members see it as a foundational objective that applies to work throughout the department. Staff members can point to many examples of this objective being put into practice, and they feel that they are making concrete progress toward outcomes such as seamless client service, responsiveness to client needs, integration across divisions, and development of partnerships. Staff members told us that they are beginning to make gains in collaboration with other Regional Departments, and that more work is needed around performance measurement. Summary of Feedback from Staff Drop in Sessions 16

19 Ongoing measurement and feedback are crucial to any strategic planning process. Developing internal capacity around performance measurement is already an important Departmental priority, and feedback from staff members affirms the need for this focus. Most staff members who attended the drop in sessions told us that the Department was making good progress with respect to continuous learning and staff development (Objective #1). They appreciated the training opportunities and the option to use flex time or job shadow other employees. An important exception to this overall trend came from employees at Residential Property Management. Efforts to improve linkages across divisions, promote continuous learning, and ensure that staff members feel valued should continue. Outreach to employees at Residential Property Management should be a high priority. Longer term staff development strategies, including succession planning, may be an important next step for the Department. Over the last several years, The Human Services Department has made significant changes in the way it approaches issues of housing and homelessness. Staff members from many parts of the Department are justifiably proud of the progress that has been made towards the achievement of Objective #3, especially with respect to front line services and supports for people who are vulnerable. Although we heard several examples of ways in which Residential Property Management has been an important part of this movement, we also heard from several staff members in this unit who felt left out of the loop. Objectives #3, #5, and #6 all call for the Department to focus on changing public attitudes or increasing public support for the work of the Department (with respect to homelessness, investment in human services, and planning). This is an area where the staff members who visited the drop in sessions have not noticed a great deal of progress. The Department should review its role in public education and citizen engagement, and reflect on the reasons for limited progress. Actions and outcomes related to this type of work may need to be refocused or clarified. Building capacity in individuals, families, and neighbourhoods is the focus of Objective #4. Capacity building is a theme in the Term of Council Priorities as well as the Human Services Plan. Many staff members saw this objective as important, and some felt their efforts were helping to advance it. Examples provided by drop in participants tended to focus on increases in neighbourhood capacity, on sharing information more openly, and on raising awareness about Regional services. Several staff members saw this objective as an area with great potential for innovation. Summary of Feedback from Staff Drop in Sessions 17

20 Given the widespread interest in capacity building, it may be timely to review and consolidate the lessons learned to date about this type of work within Human Services. This may be an area where Human Services can identify additional actions. To date, Objectives #5 and #6 appear to have had less traction than Objectives #1 to #4. Although staff members appreciated its importance, they could offer relatively few examples of ways in which their work increased investment in human services. Those examples that were provided tended to focus on sharing information with the community. The exception to this trend was Early Learning Services. Perhaps because of the major transition current underway in their sector, staff members from this team have been very involved in collaboration with other levels of government, analyzing needs, and weighing the evidence in order to understand the pros and cons of various approaches to addressing these needs. The actions listed under Objective #5 are high level. They may be more relevant to the work of managers and planners than they are to front line workers within Human Services. Using the recent experiences of Children s Services as a case study, it may be helpful to reflect on how Objective #5 maps onto the day to day work of Human Services. Additional outcomes and actions may be needed to explain the ways in which frontline staff can contribute to this objective. Within Objective #6, the outcome that resonated with the highest number of staff members was the one that mentioned clients: supporting people through a continuum of services. Many staff members saw this outcome as being closely related to client centred services (Objective #2) and building capacity (Objective #4). They had less to say about the ways in which a continuum of services leads to responsive planning. As with Objective #5, many of that actions related to planning were high level. They dealt with the formation of partnerships, the redesign of systems, and strategies for citizen engagement. It may be that some of the objectives in the plan are useful touchstones for the entire Department, while others are directed primarily at specific units or at senior managers. Some objectives may contain concepts that are important to everyone (such as a continuum of services or building capacity) but name actions that few can take up. As the plan is renewed, reflection on these differences may be useful. A key question may be Do the actions in this plan offer staff throughout the organization concrete guidance about how they can advance the objectives? Summary of Feedback from Staff Drop in Sessions 18

21 The Human Services Plan was one of the first important planning documents created by the newly integrated Department. The philosophy of integration runs throughout the plan, and is mentioned in several different actions and outcomes. It might be said that the Human Services Plan helps to remind staff of the underlying rationale for integration. However, there is no section in the plan that foregrounds this important message. It may be helpful if an updated version of the plan spoke more directly about the linkages between the Objectives and the history and structure of the Department. Summary of Feedback from Staff Drop in Sessions 19