Social & Community Services Department

Transcription

1 Halton Region & Business Plan Social & Community Services Department Social & Community Services Department

2 Social & Community Services Department Overview PROPOSED Strategic Plan and Departmental Goals Provide leadership and coordination in community services by partnering with the broader community Develop and implement strategies that provide accessible and affordable social services for children, youth, families, adults and seniors Improve the quality of life and financial independence of residents of Halton in need Strengthen family ties through the provision of client-focused services and programs including availability of basic needs through social housing; subsidized child care; employment training and long-term care facilities. Improve overall service quality through coordinated and applied research, planning, evaluation and technological/business solutions Key Department Service Delivery Initiatives These initiatives are listed below under current departmental priorities. Strengthen Our Capacity to Provide Services Expand the Service Coordination Strategy to additional service areas to provide a more integrated and comprehensive approach to clients who access multiple Social and Community Services Provide adequate supports for low-income clients by continuing to reinvest provincial funding from incentive programs A Coordinated Response to Meet Community Needs Work with the community to improve access to adequate and nutritious food for lowincome people through the expansion and coordination of food security programs Implement the vision for children and youth to ensure their health and well being, linking together the work of Our Kids; the Early Years and the School-Aged Years, the Best Start Initiative, the Parenting Strategy and the Youth Services Plan Implement the Child Care/Best Start Plan as year 1 of a 5 year plan Work with the community to support the implementation of the Youth Services Plan including the establishment of multi-resource youth centres Conclude the deliberation of the Regional Chairman s Round table on the Non-Profit / Voluntary Sector Conclude development of a comprehensive housing strategy that incorporates a continuum of housing types for all incomes and stages of life from emergency shelters and government assisted housing to private sector affordable housing Review the Domiciliary Hostel Program, which provides services to clients with mental health issues, to ensure that appropriate funding and standard levels are met. Promote skills training and apprenticeship opportunities to low-income clients through the Labour Force Employability & Marketing Strategy Maximize the development of employment and community placements for Ontario Works participants through enhanced business development marketing Promote services to seniors, including the two new long-term care facilities A57

3 Social & Community Services Department Overview PROPOSED Ensure that we continue to improve the quality of our services Identify the needs and challenges of low-income clients and develop expanded supports Explore the potential for clinical and research partnerships with a university/college to create a centre of excellence for seniors Ensure provincial funding and support is maximized by strengthening the business planning and policy development processes that support programs External Factors Influencing Activities & Outcomes Population growth and ageing resulting in increased demand for services Changes to provincial/federal legislation and/or new initiatives Funding formulas that result in funding shortfalls Insufficient core funding to community agencies providing services Advocacy efforts by Halton, its partners and sector associations A58

4 Social & Community Services Department Overview PROPOSED Department Performance Summary 2004 Projected Customer Service % of customers indicating they are n/a * 100% 97% n/a * satisfied or very satisfied with Regional Child Care services % of population receiving social assistance (based on average 4% 4% 4% 4% monthly caseloads) LTC beds as a % of Halton Region population greater than 75 years 1.6% 3.0% 3.0% 3.0% % of HCHC tenants satisfied or very satisfied 92% 90% N/A 90% *survey tenants every 2 years Social Housing Waiting List - # of new applications processed per month Financial Accountability Cost of providing one subsidized full day pre-school Child Care space at a Regional Child Care Centre as a % of average market rate HCHC tenant arrears as a % of rent collectible (does not include subsidy overpayments) Housing Subsidy costs per unit Average monthly cost per Ontario Works case (excluding ODSP costs) LTC Net operating cost per resident day (excluding debt charges), 2004 reflects annualized estimate Internal Process Placement rate of OW employment programs (avg monthly # of placements divided by the # of eligible participants) % of OW participants with earnings 96% 97% 93% 95% ** 0.7% 0.6% 0.54% 0.5% $4,243 $4,307 $4,500 $4,830 $1,274 $1,175 $1,173 $1,229 $44.37 $48.46 $46.74 $ % 25% 25% 28% 23% 25% 25% 28% A59

5 Social & Community Services Department Overview PROPOSED % of Co-ordinated Intervention Services intake calls returned within 24 hours Note: projection is less than anticipated due to re-assuming of eligibility screening function for Ontario Works from the Province midyear. A program change for increased staffing has been recommended to address for. LTC nursing hours on hand for all available resident beds in a 365 day period 2004 Projected 90% 80% 60% 80% Note: Amounts are based on OMBI staffed hours amounts were based on paid hours. * survey is not completed every year ** estimate for as market rate is not available at this time A60

6 TAX BUDGET DETAILS BUDGET REPORT DEPARTMENTAL OVERVIEW - SOCIAL & COMMUNITY SERVICES DEPARTMENT CHANGE IN BASE CHANGE IN 2003 ACTUAL 2004 ACTUAL APPROVED BUDGET PROJECTED ACTUAL BASE BUDGET PROGRAM CHANGE REQUESTED BUDGET BUDGET TO APPROVED BUDGET REQUESTED BUDGET TO APPROVED BUDGET $ $ $ $ $ $ $ $ % $ % OPERATING EXPENDITURES Personnel Services 27,973,666 29,272,124 41,036,300 36,804,980 44,804, ,000 45,218,900 3,768, % 4,182, % Materials & Supplies 1,502,617 1,607,267 2,659,439 2,185,119 2,817,513 1,850 2,819, , % 159, % Purchased Services 18,281,068 21,559,056 25,040,115 24,773,654 25,343,158 (82,160) 25,260, , % 220, % Minor Capital 170, , , , ,510 3, ,510 33, % 36, % Grants & Assistance 34,768,809 37,705,473 38,063,265 38,845,877 40,235,901 20,000 40,255,901 2,172, % 2,192, % TOTAL OPERATING 82,696,882 90,277, ,938, ,052, ,373, , ,730,672 6,435, % 6,792, % Financial Expenses 5,135 3,551 5,500 5,500 5, , % 0 0.0% Debt Charges 4,442,400 4,468,579 4,481,419 4,468,644 4,489, ,489,953 8, % 8, % Transfer to Reserves 5,246,534 3,080,970 3,050,139 3,050,139 1,880, ,880,991 (1,169,148) -38.3% (1,169,148) -38.3% Transfer from Reserves (796,254) (955,807) (1,365,961) (1,372,319) (1,177,313) 0 (1,177,313) 188, % 188, % CAPITAL FINANCING & RESERVES 8,897,815 6,597,292 6,171,097 6,151,964 5,199, ,199,131 (971,966) -15.8% (971,966) -15.8% DIRECT PROGRAM COSTS 91,594,697 96,874, ,109, ,204, ,573, , ,929,803 5,463, % 5,820, % ALLOCATED COSTS / RECOVERIES Direct Charges/Recoveries 1,922,030 2,139,616 2,801,064 2,597,715 2,911,213 9,000 2,920, , % 119, % Corporate Sustaining Charges/Recoveries 3,395,459 4,134,241 4,442,831 4,442,831 4,865, ,865, , % 423, % TOTAL EXPENDITURES 96,912, ,148, ,353, ,244, ,350, , ,715,948 5,997, % 6,362, % Subsidy Revenue (37,630,584) (40,176,787) (50,741,680) (48,651,394) (52,569,745) (62,300) (52,632,045) (1,828,065) 3.6% (1,890,365) 3.7% All Other Revenues (10,023,051) (10,119,297) (13,170,554) (11,991,151) (14,295,027) (72,100) (14,367,127) (1,124,473) 8.5% (1,196,573) 9.1% TOTAL REVENUE (47,653,635) (50,296,084) (63,912,234) (60,642,545) (66,864,772) (134,400) (66,999,172) (2,952,538) 4.6% (3,086,938) 4.8% NET PROGRAM IMPACT 49,258,552 52,852,321 56,440,777 55,602,326 59,485, ,290 59,716,776 3,044, % 3,275, % CHANGE IN BASE STAFF COMPLEMENT (F.T.E.) APPROVED BASE PROGRAM REQUESTED BUDGET TO BUDGET BUDGET BUDGET BUDGET APPROVED BUDGET CHANGE IN REQUESTED BUDGET TO APPROVED BUDGET Permanent % % Temporary % % TOTAL % % A61