Business Plan Summary

Transcription

1 Owner: Business Plan Summary Program Social & Health Services Service grouping Social & Community Support Services Service Type Public Service Cindy Howard, Director, Social & Community Support Services, Community Services Strategic Priority Community Vitality Purpose Promotes a strong, inclusive economy and a caring community through a program that enhances employability, increases employment, increases earnings and financial independence. Ontario Works is a provincially mandated and legislated employment program that provides integrated financial and employment supports, necessary skills, tools and support to help move people toward self-sufficiency. This program enhances employability, increases employment, increases earnings and moves Ontario Works Participants and ODSP Spouses and dependant adults to self-sufficiency. Income assistance is also provided for basic needs, emergency shelter and other specific needs through the Ontario Works Program to Londoners without income or with low income. Our service delivery model is based on a combination of generic and more intensive case management services (ex Addictions Services Initiative) to address needs of participants who require additional supports. (eg addiction assessment & treatment via ASI) Key processes Basic Financial Assistance Financial & Staffing In $000s Operating budget 2010 Actual 2011 Revised Budget Expenditure: 119, ,020 Non-tax revenue: 93,156 95,698 Net (tax supported): Capital budget Expenditure: Non-tax revenue: Net (tax supported): 26,560 33, Revised Budget 2011 Revised Budget 0 0 Staffing FTEs: Percentage of expenditures budget (all rate sources): Annual per household cost of net budget ($): Basic financial assistance includes the provision of income assistance for the purposes of basic needs and shelter, benefits as prescribed in the regulations, and provision of emergency assistance. This encompasses initial intake and applicant screening as well as ongoing case management. The administrative (i.e. staffing) components of emergency assistance is also included in this service; however the purchase of service for emergency shelters is included under the Homelessness Support and Emergency Shelters Service. This service ensures monies issued to or on behalf of Participants and is in accordance with legislation and provincial directives by performing compliance reviews and responding to complaints Outsourced percentage 0% Page 1 of 11

2 London's service delivery model is based on a combination of generic and more intensive case management services (ex ASI) to address needs of participants who require additional supports. (eg addiction assessment & treatment via ASI) Participants are also assisted in obtaining financial supports by negotiating support orders for child, spousal, sponsorship and parental support. % London works closely with the Province on innovative strategies that deliver services in a more comprehensive integrated manner for key vulnerable populations. orders of government are lobbied on funding issues to ensure valuable programs needed in our community are adequately funded. Employment Programs Ontario Works Participants are mandated by the Province to participate in the Ontario Works Employment Program. This service provides employment information, referral and direct client service that will enhance Participant knowledge and attachment to the labour market, provide access to employment resources and enhance marketability toward employment. Ontario Works Participants are assisted with their individual employment plans that will achieve the most effective route to employment including the identification of significant barriers and the necessary remedies to achieve employment. This includes 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; eg youth and young parents and other populations with unique needs. % Outsourced percentage 60% Community agencies are contracted to deliver specialized employment services. Partnerships with community agencies also provide holistic client supports. Addiction Services Initiative This is a targeted employment assistance activity designed to help participants whose substance abuse is a barrier to participation in Ontario Works and employment. Addiction assessment and treatment services are provided by a Ministry of Health and Long Term Care provider. London remains one of only 15 sites providing this innovative approach. Discretionary Benefits Provides subsidy to help acquire health and critical items (such as dental, prosthetic appliances, vision care, medical travel and transportation, surgical supplies, hearing aids, utilities, wheelchairs, baby cribs, funeral and burial services) not otherwise funded to assist Social Assistance Recipients and low income Londoners. Ontario Works Child Care Provides Ontario Works child care subsidy to assist Ontario Works participants to attend employment program requirements. % % % Outsourced percentage 39% Outsourced percentage 17% Outsourced percentage 100% Page 2 of 11

3 Regulatory/Policy landscape Service Delivery method Mandatory Legislative New council direction, new regulations, legislative changes London was selected as a pilot site for the new Provincial web-based online application process for Ontario Works. Council endorsed a community-based strategy for Ontario Works (July 2010) Council approved the Ontario Works Service Plan for (June 2010) Provincial budget announced 1% rate increase for social assistance effective December, Provincial budget announced changes to OW directives around Special Diet. The Province released the first Provincial poverty reduction strategy in December In December 2009 a Social Assistance Review Advisory Council was formed to review Ontario's social assistance system and to streamline it with other key programs and initiatives. This would also include improved communication of program rules to better serve individuals. Provincial upload of Ontario Works reducing the City's net cost by 3% in 2010; 6% in 2011; 14% in 2012; 29% in 2013; 43% in 2014; 57% in 2015; 71% in 2016; 86% in 2017 and 100% upload in The Provincial Municipal Fiscal and Service Delivery Review is underway. A new Ontario Works Funding model was implemented in April, 2011 combining 50% Ontario Works Cost of Administration funding with provincially uploaded Employment Program funding. Two year time limited project, Enhanced Employment Services for vulnerable persons 100% funded by Province expired March Council approved the London Community Housing Strategy (LCHS) in June, The LCHS outlined strategies related to the local integration of housing and homelessness programs and also included recommendations related to Ontario Works service delivery including Ontario Works in Community and ongoing review of emergency shelter operations. Included within this strategy are changes to our emergency shelter system as well as an increased focus of support on those living with mental health needs who are not currently being served. The local Child and Youth Network Ending Poverty initiative also addresses policy recommendations that are related to basic needs. This may help move people from Ontario Works to employment or Ontario Disability Support Program. Current state of this service The City of London is the Consolidated Municipal Service manager for the City of London and the County of Middlesex. The County of Middlesex delivers the Ontario Works program on our behalf for the County through a purchase of service agreement. Services for London are provided in-house. Community agencies are contracted to assist in delivery of specialized employment services and other client services where possible. Ontario Works delivery agents are required to provide basic financial assistance as well as a range of employment assistance activities with a focus on engaging participants in a client centred approach to attaining sustainable employment and actively contributing to their communities. Delivery agents must operate with integrity and compliance to Provincial regulations and directives and provide reliable and responsive services within specific time parameters. Page 3 of 11

4 The Ontario Works program continues to deal with increasing numbers of individuals and families requiring intensive supports and interventions. Traditional Ontario Works case management strategies support individuals and families on their path to stable employment opportunities and reduced reliance on social assistance. The City has developed a number of specific intensive support initiatives to address the increased needs and supports required by the most vulnerable Ontario Works individuals and families 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. Not only do these specialized programs reflect overall general cost savings in the long term, they also point to the costs, impacts, and challenges associated with other service systems (substance use, mental health, homelessness, violence against women, etc). Investment in the Ontario Works addictions program and intensive case management has resulted in positive employment outcomes. The success rate of participants with multiple and complex barriers (intensive case management) leaving Ontario Works for employment continues to meet or exceed the success rate for the general OW caseload. Recent enhancements to economy, efficiency and effectiveness Organizational structure changes have been made to transform Ontario Works skills and resources to better align support areas to frontline business priorities. Phase 1 of OW Transformation in late 2009 implemented a more integrated casework team model of case management and employment staff. This provided more effective management of caseload during a period of rapid growth. As a result of these changes, there was an increase in participants getting employment and improved customer service through improved intake turnaround time. Phase II of OW Transformation was implemented early 2011 and further integrated casework teams by reclassifying OW Supervisors and Community Service Officers into Community Support Services Specialist (CSSS). There is one CSSS on every case management team. There are also CSSS staff in Family Support and Centralized Business Support Training. Future direction of this service Ongoing transformation of Ontario Works service delivery at the City of London from one of primarily income support to a client centred, community engaged integrated financial and work 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. Part of this transformation also includes moving the services of Ontario Works out into the community. Currently we have caseworkers located in community centres in South London and Glen Cairn and a number of caseworkers 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. The goal is to decentralize into the community over the next few years and continue to explore the best methods of service delivery for all OW participants. Council endorsed a community-based strategy for Ontario Works in July, Page 4 of 11

5 The Labour Market Agreement (LMA) was signed between the Province and the Federal government in Nov to transfer the responsibility for employment and training to the Province. Accountability transferred from HRDC to the Ministry of Training Colleges & Universities (MTCU) effective Jan With this new opportunity and resources, MTCU commenced their Employment Ontario Transformation. Key aspects of the transformation included the integration of the former federal staff to the Province, development of service delivery technology ( ), as well as a redesign of the service system to integrate former federal and provincial services. The system redesign is underway with selected organizations developing Business Plans. The impact of this re -design not yet known. Our CLEAR program is funded by MTCU. Current MTCU funding is for information and referral services. This funding supports the operation of the Employment Resource Centre at Market Tower. This Resource Centre is one component in the full range of employment services that are delivered to our Ontario Works participants. Our employment services are holistic, outcomes focused and form part of a community continuum of services. The City s response to MTCU's Service Provider Capacity Survey outlined our extensive experience and current delivery of a full range of employment services. Decisions about ongoing funding of stand alone Resource Centres is currently pending from MTCU. A continued strategy within OW will be the identification of actions to support those relying on OW services who should more appropriately be on the Ontario Disability Support Program (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: % 6% 14% 29% 43% 57% 71% 86% 100% This review noted municipalities will continue to have a key role to play in delivering Ontario Works in their communities. A joint working group was formed in 2009 to discuss the current approach to Ontario Works administration and employment funding and to recommend principles for simplifying and strengthening accountability. A new funding model was implemented April Changes are forthcoming to the outcome-based funding and the specific employment targets that need to be met as a condition of funding. The Province is in the process of replacing the current social assistance technology with a new case management software solution within 3 three years. London has been selected by the Province to be a pilot site for a web-based online application program for Ontario Works. Objectives next 4 years Ontario Works in the Community Bring Ontario Works services closer to where participants live and make more neighbourhood connections and partnerships with allied services and employment training. Expected completion year 2015 Division responsible Social & Community Support Services Actions Decentralize Ontario Works office by developing community-based locations and reducing the Page 5 of 11

6 footprint in the current centralized location in the downtown area. Expand the South London Community Centre (SLCC) to include an OW office, space for growing settlement services as well as additional space for community and recreation programming. Select another strategic location(s) to house a community-based OW office(s) based on identified community need. Outcomes and measures Community-based locations opened Reduced space in central location in downtown area Reduced lease costs to municipality Increased visits at SLCC Increased program registrations at SLCC Increased number of people served by Settlement Services Improved caseload management and outcomes Employment Assistance Review of Purchase of Service Review employment services to ensure the menu of services provided to OW Participants meets the diversified needs of our caseload and provides maximum employment outcomes and targets. Expected completion year Division responsible 2012 Social & Community Support Services Actions Evaluate services currently provided Seek input from Employment partners Incorporate experiences from pilot projects such as 100% Provincial Enhanced Employment Services for Vulnerable Persons Consider implications from Employment Ontario Transformation currently underway by Ministry of Training Colleges and Universities Consider potential changes to employment outcomes in the Ontario Works Funding Model (expected by 2013) Issue a Request For Proposal (RFP) for Employment services Outcomes and measures RFP issued New contracts issued Customer Service needs met Improved employment outcomes Emerging issues and challenges The reorganization and service redesign at MTCU is creating tremendous community and system instability. Agencies that serve Ontario Works clients are unsure as to what level of funding they will receive, how their organizational mandates may be impacted and what their service requirements will be. The system change will continue for a number of years as more services are impacted (e.g. Employment Resource Centres, Self Employment and Literacy and Basic Skills) Economy London s local economy has suffered significantly during this last recession and this is anticipated to impact caseload size. Data from the recession of the early 1990 s demonstrates Page 6 of 11

7 that social assistance caseloads continued to grow for some time after the economy began recovering. Given that London s economy is not expected to recover until 2011, caseload increases could continue until 2012 or even into Caseload growth and increased demand for addiction services. Employment Insurance (EI) is in need of reform. About 14% of total unemployed EI contributors or at least 118,000 Canadians have historically remained without coverage because of insufficient hours on the job. Similar to Ontario, London s population is growing older. The rapidly aging population is a significant trend that impacts the local economy with changing demands for goods and services, increasing demand for health care services, and a potential for mismatches in labour market skills and labour market needs as the labour market evolves. Even though the cost of benefits will be uploaded to the Province the City will be responsible to administer in accordance with Provincial guidelines and will share in the cost of administration. The new Ontario Works Cost of Administration funding model implemented in April 2011 provided additional 50% subsidy which helped municipalities like London who were previously incurring 100% cost of administration. Although more 50% Provincial subsidy was made available province-wide, London lost a portion of the Employment Program envelope which is part of Provincial Upload (previously cost shared 80:20 in 2009 and scheduled to be fully uploaded in 2018). Develop strategies and processes to assist those applying for, or potentially eligible for, ODSP who are currently relying on OW and emergency services. This may include contracted services and specialized internal practices to guide and support individuals to apply for ODSP. Review and implement revised practices with shelter partners related to OW based shelter services to align with LCHS Service changes with financial impact (+/-) Ontario Works (OW) in the Community Strategy Objective This strategy will bring OW services closer to where participants live; integrate OW services with community based employment, settlement services and general community programming; as well as reduce City costs, through increased revenue and reduced cost of rent for the OW function. The key principles inherent in this strategy include 1) increase the ease clients can interact with OW caseworkers, 2) provide opportunities for neighbourhood connections, 3) consider partnerships with immigrant settlement and employment training, 4) reduce occupancy costs by looking at municipally owned facilities that are accessible with Page 7 of 11

8 the target areas, and 5) improve employment opportunities and outcomes. Implementation year 2012 Budget Implications in $000s Target year 2015 Year Gross Expenditure Funding type One time Non -Tax Supported Revenue Net Budget (Tax Supported) Operating budget Year 1: 0 Year 2: 0 Year 3: 0 Ongoing annual: Beginning year Capital budget Year 1: ,500 6,500 Year 2: ,500 6,500 Year 3: 0 Future years: Beginning year The OW in the Community strategy includes maintaining one central location in our downtown core area, with significantly reduced footprint in the current space, and community based locations. A purpose built capital addition to the South London Community Recreation Centre is being proposed to house both an OW office and expanded space for the new settlement service program of the South London Neighbourhood Resource Centre. In addition, another community based location(s) will be selected based on identified community need. There will be savings generated through reduced lease payments from Ontario Works and lease revenue from settlement services. There will be additional operating costs for the expansion and additional Recreational and Community Program costs. Overall, there will be net savings in the operating budget which will be applied against the entire capital project cost of $4.3M. 0 0 Statistics and performance measures A Activity measures Ontario Works Caseload (e.g., the number, type or level of service delivered) 7,515 7,524 8,192 9,945 11,000 10,636 11,500 11,500 11,000 10,500 10,500 10,500 Caseload forecasts are adjusted to changing labour market and trends. Page 8 of 11

9 Number of Ontario Works Participants served in Addictions Services Programs Number of Ontario Works Participants served through Addiction Treatment Program Graduates from Learning, Earning and Parenting programs B Efficiency measures Monthly average cost per OW case Average case cost will vary with caseload demographics (varying number of singles versus family units). Future forecasts include an anticipated annual 1% increase in social assistance rates. Intake - Days between phone call and first appointment An improved case management model was implemented late 2009 which resulted in improved customer response time. Page 9 of 11

10 C Effectiveness/Quality/Satisfaction measures Number of Participants gaining employment while on Ontario Works (includes County) 3,352 3,480 3,297 2,896 2,800 3,702 3,500 3,500 3,500 3,500 3,500 3,500 Notwithstanding a sluggish economy in 2010, we were able to support OW Participants better through an improved case management model that was implemented late 2009 and improved employment outcomes were experienced. Participants leaving Ontario Works for employment 1,153 1,183 1, ,100 1,559 1,100 1,100 1,150 1,150 1,150 1,150 This indicator is dependent on economic trends. Future years are very difficult to forecast. % of OW caseload exiting to employment This indicator is dependent on economic trends. Future years are very difficult to forecast. % of caseload with earnings This indicator is dependent on economic trends. Future years are very difficult to forecast. Page 10 of 11

11 % of Addictions caseload exiting to employment This indicator is dependent on caseload demographics and economic trends. Future years are very difficult to forecast. Cases terminated as a result of Review Unit complaint records Reductions expected due to increased focus on upfront controls. Recoveries achieved Family Support ($000) , , OSDP Participating in Employment Program Provincial funding for the ODSP Participating in Employment Program expired at the end of 2009 but the program is still mandated by the Province to continue. Since the costs had to be absorbed within the Employment Program infrastructure, our ability to serve the same number of Participants was impeded by the staff cuts required as a result of the funding ending. Page 11 of 11