MANITOBA DEVELOPMENTAL CENTRE WORKFORCE PLANNING COMMITTEE

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1 The Government of Manitoba/ Manitoba Government and General Employees Union MANITOBA DEVELOPMENTAL CENTRE WORKFORCE PLANNING COMMITTEE FINAL REPORT December

2 MDC MGEU Workforce Planning Committee Report TABLE OF CONTENTS EXECUTIVE SUMMARY... 1 I. INTRODUCTION... 2 II. MANITOBA DEVELOPMENTAL CENTRE: CURRENT STATUS... 3 Staff... 4 Labour Adjustment Activities... 5 Infrastructure... 6 III. LABOUR ADJUSTMENT IN MANITOBA AND ONTARIO... 8 Ontario s Deinstitutationalization Initiative... 8 Closure of Pelican Lake Centre... 9 IV. POTENTIAL WORKFORCE PLANNING OPPORTUNITIES Learning Assessments/Training Day Programming Sex Offender Treatment and Rehabilitation Facility Out patient assessment, consultation and care for people living in the community Training Centre for community agency staff, First Nations communities and/or personal care home staff Ongoing service contracts with local institutions Expansion of the MDC s Employment Centre for Persons with Intellectual Disabilities Additional infrastructure for Addictions Foundation of Manitoba Additional infrastructure for Child and Family Services Infrastructure for a Specialized Personal Care Home Crisis Stabilization Unit V. CONCLUSION

3 MDC MGEU Workforce Planning Committee Report EXECUTIVE SUMMARY The Government of Manitoba/Manitoba Government and General Employees Union Workforce Planning Committee was struck in early It was composed of representatives from the Manitoba Government Employees Union (MGEU), FSCA and the Treasury Board Secretariat (Labour Relations Division). The Committee was tasked to examine the labour issues arising from the declining resident population at the MDC and consider possible future labour adjustment activities. The Committee considered background information on MDC s programs, staff numbers; past labour adjustment activities in Manitoba and Ontario; possible roles for MDC staff and infrastructure in other capacities in future years; and various strengths, weaknesses and opportunities that should be considered. The Committee s work concluded with an examination of the strengths and weaknesses of possible future opportunities for MDC staff and infrastructure. The opportunities discussed include: 1. Learning Assessments/Training 2. Day Programming 3. Sex Offender Treatment and Rehabilitation Facility 4. Out patient assessment, consultation and care for people living in the community 5. Training Centre for community agency staff, First Nations communities and/or personal care home staff. 6. Ongoing service contracts with local institutions 7. Expansion of MDC s Employment Centre for Persons with Intellectual Disabilities 8. Additional infrastructure for Addictions Foundation of Manitoba 9. Additional infrastructure for Child and Family Services 10. Infrastructure for a Specialized Personal Care Home 11. Crisis Stabilization Unit The Committee recommends that in moving forward in examining any of the options identified in the report, that Government pursue additional consultation with all relevant stakeholders, including but not limited to, MDC residents, family members, the Portage La Prairie community, other government departments, other levels of government, and community organizations. While the Committee feels that its current mandate has been filled, it is prepared to serve again at the pleasure of the Minister with a new mandate. 1

4 I. INTRODUCTION On December 10 th 2009, the Minister of Family Services and Consumer Affairs (FSCA), Gord Mackintosh, committed to a joint Government of Manitoba/Manitoba Government and General Employee s Union (MGEU) working group to address the labour adjustment issues that could result due to the declining resident population at the Manitoba Developmental Centre (MDC). This working group, officially named The Government of Manitoba/Manitoba Government and General Employees Union Manitoba Developmental Centre Workforce Planning Committee, ( the Committee ) met for a total of five times between April and November The focus of the Committee s discussions was labour issues arising from the declining resident population. Discussion also included possible roles for MDC staff and infrastructure in other capacities in future years, and potential opportunities to promote economic development in Portage la Prairie. Strategic decisions related to operational efficiencies of MDC were considered to be outside the scope of this committee. The purpose of the Committee was: To provide open and consistent communication between government representatives and MGEU where labour adjustment activities related to the declining MDC resident population is concerned; and For government to provide regular updates to MGEU regarding labour adjustment activities related to the declining MDC resident population. The Committee was comprised of representatives from: MGEU FSCA MDC Executive; Disability Programs and Employment and Income Assistance, Community Service Delivery, Human Resources Labour Relations Division, Treasury Board Secretariat The Committee was co chaired by Bruce Buckley, Director, Rural and Legal Services, MGEU, and Cynthia Winram, Acting Chief Executive Officer for MDC. See Appendix A for the Committee s Terms of Reference and Membership. The Committee has concluded its discussions on labour issues arising from the declining resident population at MDC. The Committee s discussions included: background information on MDC s programs, staff numbers; past labour adjustment activities in Manitoba and Ontario; possible roles for MDC staff and infrastructure in 2

5 other capacities in future years; and various strengths, weaknesses and opportunities that should be considered when looking at future labour adjustment activities. This report represents a summary of the information collected for Government s consideration. The Committee recommends that in moving forward in examining any of the options identified in the report, that Government pursue additional consultation with all relevant stakeholders, including but not limited to, MDC residents, family members, the Portage La Prairie community, other government departments, other levels of government, and community organizations. While the Committee feels that its current mandate has been fulfilled, it is prepared to serve again at the pleasure of the Minister with a new mandate. II. MANITOBA DEVELOPMENTAL CENTRE: CURRENT STATUS Programs MDC is an accredited residential facility providing specialized care, supervision and developmental habilitation for 273 adults. 1 On site interdisciplinary teams provide a wide range of services to residents to ensure each individual s needs are met and his/her quality of life is enhanced. Services provided at MDC include: Activities of Daily Living Support Audiology Clinical and Psychiatric Nursing Clinical Nutritionist Dental Services Life Skills Development Medical Services Music Therapy Occupational Therapy Pharmacy Physiotherapy and Rehab Devices Psychiatric and Psychology Services Recreation/Leisure Resident Employment Services Social Services Speech and Language Services Spiritual Care Most current residents are profoundly physically and mentally disabled and many have significant behavior issues which put themselves or others at risk. 78% of the current population has lived at MDC for 30 years or more (since last admission date) and 49% of the current population has lived at MDC for 40 years or more (since last admission 1 As of December 15,

6 date). Only 1% of residents have lived at MDC for 9 years or less. Under The Vulnerable Person s Living with a Mental Disability Act, which came into effect in 1996, new admissions to MDC beyond 21 days require a placement order by the Court of Queen s Bench. The court must be satisfied that the following criteria have been met: o demonstration that reasonable efforts have been made to arrange alternate placement and no suitable alternative exists; o that placement at the developmental centre is in the best interest of the vulnerable person; and o that the developmental centre is willing to accept the vulnerable person. The MDC Admissions Committee ensures that all reasonable efforts have been made to find a community placement for the vulnerable person and no suitable alternative placement is available before accepting the vulnerable person for admission to MDC. Staff MDC currently employs approximately 663 staff. MDC Staff Years (SYs) have declined from 590 (as of April 2000) to (as of April 2010), a reduction of 40.1 SYs. Table 1 provides a breakdown of MDC staff. TABLE 1. BREAKDOWN OF MDC STAFF 2 Position Percentage Psychiatric Nursing Assistants (PNAs) 40% Nurses (includes RPNs, RNs, LPNs, and Nurse Managers) 23% Support Services (includes housekeeping, laundry, nutrition and food services, transportation, materials management) 20% Clinicians (includes professional within the clinical fields such as physiotherapists, occupational therapists, audiologists, speech language 5% pathologists and pharmacists, etc. Administration (includes executive management, clerical, financial, IT, records management, safety and health, staff education, switchboard, etc.) 5% Vocational (includes workshops, and supported employment) 4% Recreational/Leisure/Personal Development (includes Therapeutic Recreation Specialists, and Recreation Facilitators, Personal Development Counselors) 3% 2 The percentages in this table are reflective but are approximates only, due to vacancies and ongoing hiring. 4

7 Table 2 illustrates the number of MDC staff eligible for retirement (based on reaching the rule of 80) as of April 30, 2010, 2015 and The percentage of staff eligible for retirement is a significant factor that should be considered when reviewing future potential uses for MDC staff. TABLE 2. RETIREMENT RATE OF MDC STAFF BY CLASSIFICATION Percent eligible to retire as of: Position April 30, 2010 March 31, 2015 March 31, 2020 Psychiatric Nursing Assistants 2.5% 26.4% 49.7% Nurses 6.3% 34.8% 56.3% Support Services 7.7% 40.7% 60.4% Clinicians 12.5% 43.8% 43.8% Administration 5% 25% 40% Vocational/Recreational/Personal Development 2.7% 25% 58.3% TOTAL 5.0% 32.0% 53.6% Labour Adjustment Activities Since 2005, (FSCA) has accelerated discharges from themdc. Based on recent trends, it is expected that, over the next decade, the MDC resident population will be reduced by 20 to 25 residents each year due to discharges and deaths. During the same period, admissions will be very limited. The resident population of the MDC has declined from 467 residents as of April 2000 to 275 residents as of August 2010 (a net loss of 192 residents or 40%). MDC Staff Years 3 (SYs) have declined from 590 (as of April 2000) to (as of April 2010), a reduction of 40.1 SYs (a reduction of 6.8%). These reductions were solely the result of vacancies not being filled and terms not being renewed. Further reductions in the resident population will necessitate further reductions in SYs. Fewer staff will be hired for casual relief, and fewer opportunities will be available for local summer relief students. MDC management and Human Resources staff have identified the need for a labour adjustment strategy to manage the impact on permanent, full time, part time, term and casual personnel as additional residential areas close and/or support services (laundry, housekeeping, dietary, transport) are reduced. 3 One staff year is equivalent to 1.0 full time equivalent (FTE). 5

8 Infrastructure The MDC complex currently consists of 34 buildings totaling 425,000 square feet on a 100 acre site, with buildings dating back as far as In December 2004, the Minister of Family Services and Consumer Affairs (then Family Services and Housing) announced a $40 million capital project to modernize and upgrade the MDC facilities. Government has moved forward investing in capital projects in a balanced manner considering the health and safety needs of residents. The 2003 MDC Risk Assessment Report [completed by Stantec Architecture (formerly GBR Architects) at the request of Treasury Board] indicates that there are critical life safety deficiencies at the MDC which must be addressed in the short term regardless of other plans of action. These include the: inadequacy of water pressure to ensure proper and reliable operation of fire sprinklers; lack of proper smoke and fire containment in some areas and proper ventilation. improper emergency communications; lack of proper access for emergency response vehicles; elevators in Southgrove and Westgrove buildings and mechanical and electrical systems, which are at the end of their 20 year life cycle (frequent breakdowns now occur impacting on the safety and quality of life of residents); and replacement of the cooling system before 2012 to comply with new legislation. 4 MDC s program needs that must be addressed include: the need for private/semi private rooms with self contained and updated washrooms to replace the outdated, overcrowded resident dormitories with shared washrooms and inadequate hand washing and bathing facilities; and the lack of wheelchair access in living/activity areas. Representatives of the MDC and Manitoba Infrastructure and Transportation (MIT) worked with the consultant, Stantec Architecture, to complete a Functional Space Program and amend the overall redevelopment plan to reflect new government initiatives, like the Green Buildings Policy and accelerated discharge of residents to the community. 4 Bill 15 The Climate Change and Emissions Reduction Act. 6

9 Please see Table 3 for a list of major capital projects that have been completed at MDC since TABLE 3. MAJOR CAPITAL PROJECTS COMPLETED AT MDC ( ) Project Status Life safety and fire security deficiencies report (Southgrove Completed August 2005 and Eastgrove) Fire alarm system upgrade Completed Fall 2005 Repairs to roof of Westgrove Building Completed Summer 2006 Cedar Cottage Redevelopment Completed December 2006 Life safety upgrades to Southgrove and Eastgrove Completed Fall 2007 (including the installation of smoke detectors, smoke alarms and new sprinkler heads as well as improvements of smoke containment areas) Geotechnical survey Completed March 2007 Functional Space Program / Redevelopment options Completed April 2007 Topographical survey Complete May 2007 Elm Cottage Redevelopment Completed July 2008 Boiler fix and emergency generator repair Completed December 2008 Infrastructure changes in Pineview Completed Summer 2009 Laundry Building Roof Repair Completed in 2009 Domestic hot water replacement in Cedar and Elm Completed March 2010 Cottages Emergency Generator Completed April 2010 Life/safety issues in the Westgrove building related to smoke containment and evacuation of residents is being addressed Sprinkler system in power house The project was tendered in May This project is currently in the final stages of verification and will be completed by the end of March Scope of work is currently being engineered. To be tendered in the fall of 2011 and work to be completed in The Spring of In addition, studies are currently underway to determine the project scope for replacement of both the boiler and chiller. 7

10 III. LABOUR ADJUSTMENT IN MANITOBA AND ONTARIO Ontario s Deinstitutationalization Initiative On March 31, 2009 Ontario closed the last three of its large scale government operated institutions. More than 6,000 residents left institutions in Ontario during the last phase of closures. At the time of the closure announcement, in September 2004, the final three facilities employed 2,126 full and part time staff. Rideau Regional Centre employed 837 staff; Huronia Regional Centre employed 729 staff; and Southwestern Regional Centre employed 560 staff. As a result of the closures in Ontario, staff considered the possibility of retirement, or pursued opportunities through a variety of different sectors of the Ontario Provincial Government, including the health and correctional system, developmental opportunities within the Ministry of Community and Social Services, community transfer payment group home settings, and others. At the time of the request for information, Ontario officials cannot confirm where the largest proportion of staff sought further employment opportunities. Staff from the final three facilities were provided with advanced opportunities to apply for posted positions within the Ministry of Community and Social Services; and were considered for these opportunities in advance of any other applicants. All employment opportunities for positions within the Ministry of Community and Social Services were posted in a restricted manner for facility employees only, for a period of five days. If an appropriately qualified successful applicant was not identified from any of the three facilities, only then was the position posted for all other Ministry or Ontario Public Service employees to apply, or for open competition. All advance postings for facility employees were managed as a standard competition, with respect to the consideration of applicants, regardless of the number of candidates that applied for any given position. Seniority is taken into account in Ontario s policies and collective agreements only where two or more qualified candidates are assessed as being substantially equal. When former facility employees were successful in obtaining employment with a community agency, their employment status within the Ontario Public Service was terminated, and the individual assumed the regular conditions of employment of the agency in which they began to work (including wages and union representation). Community agencies are separate entities from the Ontario Public Service. The Ontario Public Service Employees Union (OPSEU) collective agreement has provisions for 8

11 surplus staff and layoff of staff. These clauses provide for options of redeployment and displacement (bumping), as well as notice and severance payments. Closure of Pelican Lake Centre Established in 1973, Pelican Lake Centre (PLC) was a 70 bed developmental centre for adults living with intellectual disabilities, located in Ninette, Manitoba. Due to a number of factors, including the withdrawal of long time management, the lack of building structure viability and questions surrounding the quality of care, then Minister of Family Services and Housing, Tim Sale, announced that PLC would be closed by December 31, PLC employed a total of 102 staff. The majority of the staff (98) were unionized and provided programs, nursing, food, housekeeping, laundry, maintenance and administrative services. In addition to these were four non unionized staff members, including the director of domestic services, the administrative assistant, the project manager and the supervisor. As of March 2000, 30% of staff had been employed at PLC for more than 15 years, while 47% had been employed for five years or less. Before the public announcement, the Minister met with employees at PLC to inform them of the impending closure. He indicated that government was committed to establishing a severance package, an effective labor adjustment strategy and a redevelopment strategy with the Regional Heath Authority for employees of the Centre. An information sheet was handed out to employees at that time. Following their meeting with the Minister, all staff were provided with training on the current community options available for individuals leaving PLC. A Management Committee and five task teams were formed to manage the various aspects of PLC s closure. The five teams were focused on community transitions, labour adjustment, ongoing PLC operations, financial arrangements and communications. The Labour Adjustment Team was responsible for supporting the PLC employees throughout the transition to closure. This included two major tasks: the development of a severance package identifying staffing requirements relating to downsizing; and ongoing workforce adjustment training, preparing information for incorporating these components into the relevant agreements and acting as the liaison with Manitoba Labour, Manitoba Education and Training and Manitoba Health. An initial meeting of the Labour Adjustment Team for the employees of PLC was held on March 21, The Team, which included representatives from the union and the 9

12 Employment Center in Brandon, selected a labour liaison consultant. The consultant provided the staff of PLC with services for job searches, resume preparation and interview preparation. The Labour Adjustment Team also assisted employees with financial planning, retirement planning, retraining and educational opportunities, as well as redeployment within the regional health authorities. Additionally, the PLC interim manager, along with union representatives, provided counseling services and a wellness program to assist the employees with stress caused by the announcement of the closure. Additionally, the Director of Human Resource Services, FSH and the interim manager of PLC, negotiated a severance package for employees of PLC as the collective agreement did not contain these provisions. The negotiations included a proposed severance package similar to that provided to the Civil Service, including one week of severance for each year of employment, up to a maximum of 22 weeks. Ultimately PLC staff received severance packages, support finding employment and retraining. Some staff also gained employment with Southwest Community Options, a newly constructed group home also located in Ninette, Manitoba. In its first year of operations, Southwest Community Options opened seven residences and a centre for day service to support adults with intellectual disabilities. At this time, Southwest Community Options was home for 17 former Pelican lake residents. Today, Southwest Community Options operates a comprehensive service with a range of programs which require the active participation of all who attend. They operate 11 different homes; offer day services to 12 people and in total provide services to 32 people. 5 Southwest Community Options contributes to the economy of the community of Ninette by employing a significant number of staff (approximately 75 staff members, some former PLC staff) and by buying local products and services whenever possible. 5 As of May

13 MDC MGEU Workforce Planning Committee Report IV. POTENTIAL WORKFORCE PLANNING OPPORTUNITIES The desired goals and outcomes for this Committee included: To provide open and consistent communication between government representatives and MGEU where labour adjustment activities related to the declining MDC resident population is concerned; and For government to provide regular updates to MGEU regarding labour adjustment activities related to the declining MDC resident population. The MDC MGEU Workforce Planning Committee s work concluded with an examination of the strengths, weaknesses and opportunities associated with MDC s staff and infrastructure as well as a listing of possible opportunities for alternative functions for MDC staff and infrastructure. Opportunities were brought forward by either the MGEU or FSCA Committee members for the Committees discussion. When reviewing the opportunities identified by the Committee the following factors should be considered: 1. The opportunities should not be considered in an either/or manner, but rather as a series of opportunities alone or in combination that could be explored as potential future opportunities for MDC staff and infrastructure. 2. Further consultation should be pursued with other parties, including but not limited to, the regional health authority, the City of Portage la Prairie, and the Department of Justice to fully examine any service gaps in the Central Region. 3. When exploring opportunities to maintain and/or expand programming at MDC, it is essential to consider the rate at which current MDC staff are retiring and the ability to support the opportunities presented with qualified individuals on an ongoing basis. The following is a list of the possible opportunities identified and the factors the Committee believes should be considered when reviewing these potential opportunities. 1. Learning Assessments/Training A Prior Learning Assessment and analysis of the MDC s in house Psychiatric Nursing Assistants (PNA) training curriculum could be conducted to assess the training gaps that exist between MDC s PNAs and Correctional Officers and Health Care Aids (HCAs) (both trained at Red River College). 11

14 To ensure skill and pay equivalency and be marketable as a Health Care Aid for the Home Care Program or a long term care facility, PNAs would have to be fully certified as HCAs. Without this additional training and certification PNAs would not be able to earn a competitive wage in the health care sector. PNAs could be given an alternative of participating in the 10 week correctional officer training. Further consultation should be pursued with the regional health authority and the Department of Justice to fully examine any service gaps in the Central Region. Strengths PNAs make up 40% of MDC s staff and have unique skills providing care to specific populations. Once certified, PNAs would earn a comparable, and in some cases increased wage as either an HCA or correctional officer. Weaknesses Access to training opportunities in Winnipeg could be a challenge for the MDC staff. The majority of the MDC staff live in Portage and the surrounding community. 2. Day Programming The staff and infrastructure at the MDC could be repurposed to expand and/or enhance ongoing day programming for individuals with intellectual disabilities living in the community. Services and day programming could include vocational programming, transportation, recreational services, therapy services and palliative support. Further consultation should be pursued with Community Service Workers and community agencies currently supporting persons with intellectual disabilities in the community to fully examine any service gaps in the Central Region. Strengths The MDC s size and location, the existence of facilities and staff that are specifically geared for vocational and day supports could benefit individuals with intellectual disabilities living in the community in the Central region. Maintaining certain supports at the MDC may help individuals when they are transitioning to the community as they will be able to maintain some of their routine and interact with familiar staff and other program participants. Weaknesses The current status of the MDC s buildings, their expected lifespan and the funding required for renovations and maintenance should be considered when looking at 12

15 alternative uses for all or part of the facility. Further analysis of the facility will need to be completed to determine the feasibility of alternative uses for the site and buildings. When maintaining services at the MDC, consideration should be given to the aging workforce and the ability to sustain services. When exploring opportunities to maintain and/or expand programming at the MDC, it is essential to consider the rate at which current MDC staff are retiring and the ability to staff these programs with qualified individuals on an ongoing basis. The history and designation as a developmental centre will be factors if supports and services are maintained on the MDC site. Providing day services on the MDC site presents challenges related to supervision, liability and funding. Consideration would need to be given to who is ultimately responsible for the individual when they are receiving services at the MDC. 3. Sex Offender Treatment and Rehabilitation Facility The staff and infrastructure at the MDC could be utilized as a treatment and residential centre for sex offenders. This unit could include treatment and housing for sex offenders currently in the justice system, as well as inmates diagnosed with a mental disability, mental illness, fetal alcohol spectrum disorder (FASD), and/or addictions. This centre could also include a crisis stabilization unit for those living with mental disability in the community. Further consultation should be pursued with the Department of Justice to fully examine any specific service gaps in the Central Region. Strengths The most recent admissions to the MDC have been those individuals who the Supported Living Program (SLP) cannot consistently or safely accommodate in the community because of a need for a secure setting with a high level of supervision. There is a need for a sustainable system of supports for very high risk/complex needs individuals, including sexual offenders and individuals who demonstrate very high aggressive tendencies, many of whom have a dual diagnosis or are affected FASD. Crisis supports as well as supports for those with a mental disability, mental illness, fetal alcohol spectrum disorder, or addictions are in demand in Manitoba, particularly in rural regions. Some staff at MDC have experience working with challenging, high risk/high need adults with intellectual disabilities. 13

16 Weaknesses The MDC is a 100 acre site and is currently not secure. MDC currently operates without on site security and is not fenced. The history and designation as a developmental centre will be factors if supports and services are maintained on the MDC site. When exploring opportunities for alternate uses for the MDC s staff and buildings, consideration will have to be given to promoting the Centre differently. The development of a treatment and residential centre would result in an increased number of high risk individuals. Consideration would need to be given to the extensive renovations required to support the needs of these individuals. Increasing the high risk population at MDC will create challenges in managing the mix of vulnerable populations with those individuals who are assessed as high risk. Mixing these populations could have a negative impact on the quality of life for existing residents. The development of a sex offender unit at MDC would not be a viable option, unless the current vulnerable population no longer resides on the MDC site. While certain MDC staff have experience working with high risk individuals with intellectual disabilities, they do not have the skills/experience or the counseling qualifications required to support individuals with addictions. Further developing specialized services, particularly services that support individuals with complex needs, depends on the availability and sustainability of professional clinical services (psychiatry and psychology) at the MDC or in the Portage area. Currently, because of the MDC s inability to attract professional staff, psychology/psychiatry services utilized at the MDC are contracted out of Winnipeg. Consideration should be given to the sustainability of these services as they are currently not available in Portage la Prairie. 4. Out patient assessment, consultation and care for people living in the community The staff and infrastructure at the MDC could be utilized for out patient assessment and consultation. These services could include: transportation; recreational services; multi sensory stimulation programs; vocational services; communications services such as music and speech therapy; occupational therapy; physiotherapy, pastoral care; and palliative support. Further consultation should be pursued to fully examine any specific service gaps in the Central Region. 14

17 Strengths Staff at the MDC have unique skills providing care to specific populations. The MDC has dedicated staff, space and resources for specific supports, including orthotics and dentistry. The resources at the MDC including specialized staff, vehicles, and specialized therapy space could be used to expand and enhance the services available to persons with intellectual disabilities living in the community. Weaknesses When considering options for the continued use of infrastructure at MDC, consideration will need to be given to the status of the buildings and their expected lifespan. When maintaining services at MDC consideration should be given to the aging workforce and the ability to sustain services. The MDC currently experiences challenges attracting and retaining staff, such as speech language pathologists, psychiatric nurses, physicians, psychologists, psychiatrists and physiotherapists. 5. Training Centre for community agency staff, First Nations communities and/or personal care home staff. The staff and infrastructure at the MDC could be utilized to develop a training program for community agency staff, First Nations communities and/or personal care home staff. Training programs currently offered at MDC could include: non violent crisis intervention; first aid and CPR; Eden philosophy; Mandt Training; Vulnerable Persons Living with a Mental Disability Act training education; Epilepsy, Deaf/Blind and Autism T training; and team building, anger management and ethics workshops. Consideration could be given to exploring future opportunities for the development and facilitation of training programs on supports and services for individuals who are deaf/blind, with FASD or the unique needs of individuals with intellectual disabilities living in personal care homes. Further consultation should be pursued with community agencies, local organizations and First Nations communities to fully examine any specific service gaps in the Central Region. Strengths Staff at MDC have unique skills providing care to specific populations that they could share with agency staff supporting similar individuals in the community. The cottages at MDC could be used as a resource to house this training. Capitalizing on the skills of MDC staff and their knowledge of the unique personalized supports 15

18 required by specific MDC residents may allow for more effective and sustainable community placements in the future. Using the MDC infrastructure for training purposes would allow for the development of a training resource and increase the capacity to hold training sessions on a variety of topics in the Central Region. Weaknesses When maintaining any services at the MDC consideration should be given to the aging workforce and the ability to sustain services. When exploring opportunities to maintain and/or expand programming at MDC, it is essential to consider the rate at which current MDC staff are retiring and the ability to staff these programs with qualified individuals on an ongoing basis. The history and designation as a developmental centre will be factors if supports and services are maintained on the MDC site. When exploring opportunities for alternate uses for MDC s staff and buildings, consideration will have to be given to promoting the Centre differently. The cottages on the MDC site would require renovations and equipment to be used as training facilities. 6. Ongoing service contracts with local institutions Specific staff and infrastructure at MDC could be utilized to continue service contracts with local institutions. This work could include meal preparation and delivery to Agassiz Correctional Centre as well as laundry services and delivery to Agassiz and Regional Health Authority (RHA) facilities. Further consultation should be pursued with local institutions to fully examine any specific service gaps in the Central Region. Strengths Currently staff in the laundry, food services and transportation areas of MDC comprise approximately 10% of the workforce. Contracts for these services could mean that those staff will be retained. Weaknesses When considering options for the continued use of infrastructure at MDC, consideration will need to be given to the status of the buildings and their expected lifespan. 16

19 In order to maintain service contracts with local institutions, Government would need to maintain large buildings and equipment on the MDC site that will require significant maintenance and renovations. Currently, staff in the laundry, food services and transportation areas of MDC only comprise approximately 10% of the workforce. A minimal number of staff would be impacted by maintaining these services on the MDC site. 7. Expansion of the MDC s Employment Centre for Persons with Intellectual Disabilities The MDC s staff and infrastructure could be used to enhance the current employment centre for persons with disabilities. These services could include: job search, training and support; skill development; and partnerships with private sector employers that would involve job shadowing and onsite support. Further consultation should be pursued to fully examine any specific service gaps in the Central Region. Strengths Staff at the MDC have unique skills providing care to specific populations. MDC already has dedicated staff, space and resources for specific supports, including vocational programs. Maintaining certain supports at MDC may help individuals when they are transitioning to the community as they will be able to maintain some of their routine and interact with familiar staff and other program participants. Weaknesses Providing day services on the MDC site presents challenges related to supervision, liability and funding. Consideration would need to be given to who is ultimately responsible for the individual when they are receiving services at the MDC. The history and designation as a developmental centre will be factors if supports or services are maintained on the MDC site. When exploring opportunities for alternate uses for MDC s staff and buildings, consideration will have to be given to promoting the Centre differently. 8. Additional infrastructure for Addictions Foundation of Manitoba The MDC s infrastructure could be utilized by the Addictions Foundation of Mantioba in Portage la Prairie for an adolescent treatment unit, a methadone treatment unit for rural Manitobans, and/or a family treatment centre for addicted mothers who have custody of their children. 17

20 Further consultation should be pursued with the Addictions Foundation of Manitoba to fully examine any specific service gaps in the Central Region. Strengths Specific buildings on the MDC site may be repurposed for alternative uses. Weaknesses The history and designation as a developmental centre will be factors when considering maintaining any level of support or services on the MDC site. When exploring opportunities for alternate uses for MDC s staff and buildings, consideration will have to be given to promoting the Centre differently. The development of an addiction treatment facility on the MDC site while MDC residents still reside on the site would not be possible because it would not be safe or appropriate to mix the two populations. Mixing these populations could have a negative impact on the quality of life for existing residents. Building addictions supports on the MDC site would not likely provide any employment opportunities for MDC staff as they do not have the skills or experience required to support this population. When reviewing options for the continued use of infrastructure at MDC, consideration will need to be given to the status of the buildings and their expected lifespan. When exploring opportunities to maintain and/or expand programming at MDC, it is essential to consider the rate at which current MDC staff are retiring and the ability to staff these programs with qualified individuals on an ongoing basis. 9. Additional infrastructure for Child and Family Services MDC s infrastructure could be utilized for an onsite safe house and/or overnight, shortterm and emergency housing. Strengths Further consultation should be pursued with the Child and Family Services (CFS) Authority to fully examine any specific service gaps in the Central Region. Weaknesses The history and designation as a developmental centre will be factors if maintaining any level of support or services are maintained on the MDC site. When exploring opportunities for alternate uses for MDC s staff and buildings, consideration will have to be given to promoting the Centre differently. 18

21 The development of Child and Family Services supports on the MDC site while a certain segment of the current MDC residents still reside on the site would not be possible because it would not be safe or appropriate to mix the two populations. Building CFS supports on the MDC site would not provide any employment opportunities for MDC staff as they do not have the skills / experience required to support this population. When reviewing options for the continued use of infrastructure at MDC, consideration will need to be given to the status of the buildings and their expected lifespan. 10. Infrastructure for a Specialized Personal Care Home The infrastructure at the MDC could be repurposed for a personal care home. These supports could include: a specialized psycho geriatric centre; a non geriatric, medicallyfragile patient centre; and a psychiatric centre. Strengths There are seldom open PCH beds anywhere in the Province, with waiting lists of paneled residents in all Regional Health Authorities. Many individuals with intellectual disabilities are not best served in a traditional PCH, because of unique needs including specific behavioral issues. The staff and the MDC provide many of the same services and supports that are provided at a PCH. Given this, many of the current MDC staff could remain employed in a specialized PCH. Weaknesses The history and designation as a developmental centre will be factors if supports or services are maintained on the MDC site. When exploring opportunities for alternate uses for the MDC s staff and buildings, consideration will have to be given to promoting the Centre differently. When considering options for the continued use of infrastructure at MDC, consideration will need to be given to the status of the buildings and their expected lifespan. Given the status of the current buildings on the MDC site and the specialized code requirements of a PCH, it is unlikely that Government would be able to use any of the existing buildings on the MDC site. Given the current economic climate, Government may not be in a position to fund the development of a new PCH. MDC currently experiences challenges attracting and retaining staff, such as speech language pathologists, psychiatric nurses, physicians, psychologists, psychiatrists and physiotherapists. 19

22 11. Crisis Stabilization Unit The staff and infrastructure at the MDC could be utilized to provide interim placements, beyond the current court ordered placements, for individuals in crisis, currently residing in a hospital or the remand centre that are awaiting permanent placement in the community. Further consultation should be pursued to fully examine any specific service gaps in the Central Region. Strengths Staff at the MDC have unique skills providing care to specific populations. MDC already has dedicated staff, space and resources for specific supports. Utilizing the MDC for interim placements will ease some of the pressures faced by the Supported Living Program. Weaknesses MDC may experience challenges balancing the needs of current residents for specific services and supports with similar needs of individuals in the community. Any changes to the way individuals are admitted to MDC would require a review of The Vulnerable Persons Living with a Mental Disability Act and legislative amendments as well as a comprehensive review of MDC s mandate. Increasing admissions to MDC runs counter to the Government s preferred option of community living. The history and designation as a developmental centre will be factors if supports or services are maintained on the MDC site. When exploring opportunities for alternate uses for MDC s staff and buildings, consideration will have to be given to promoting the Centre differently. V. CONCLUSION This report serves to summarize the Committee s examination of the strengths, weaknesses and opportunities associated with MDC s staff and infrastructure and considered potential opportunities for MDC staff and infrastructure in future years. Beyond recommending that Government pursue additional consultation in examining any of the opportunities identified in the report, there are no direct recommendations for Government arising from the Committee s work. 20

23 While the Committee feels that its current mandate has been fulfilled, it is prepared to serve again at the pleasure of the Minister with a new mandate. 21

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