City of Ottawa: Outreach and Mobile Services Team

In the fall of 2020, as non-essential services were being scaled back, essential human services were needed more than ever; COVID-19 was creating new and exacerbating existing inequities in our community.  A team of Employment and Social Services staff at the City of Ottawa developed an innovative solution to bring wholistic, wraparound services and supports directly to residents who were living in poverty, socially isolated, experiencing homelessness or precariously housed and at greatest risk during the pandemic. The Outreach and Mobile Services Team (OMST) initiated their outreach services to individuals and families accessing the City of Ottawa’s COVID-19 Physical Distancing and Respite Centres. Not only did the team provide streamlined and simplified access to employment, financial, childcare and stability supports, they provided system navigation by leveraging their experience, knowledge, and relationships with community partners to connect residents to other needed services and supports. In their work the OMST fosters a sense of safety, inclusion, and respect for the diversity and worth of every individual. Their client-centric approach and unwavering commitment to working together across programs and services is breaking down barriers and helping people when and where it is needed the most. Positive feedback from residents, community partners and the team themselves has resulted in the OMST’s continued expansion and effective work into our community.

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City of Windsor: Housing Hub

At the beginning of COVID, the closure (for day programming and limited numbers) at local homeless shelters, created a situation whereby the City of Windsor's Homelessness team created in very short order the H4 Centre (Housing and Homelessness Help Hub). The purpose of this program was to create a safe, low barrier place for the homelessness population to access multiple support services in one location during daytime hours.  Partnerships included CMHA, Income Supports (OW/ODSP), Housing First support, justice involvement and addiction resources. The H4 Centre was able to build trust with the population being served which has led to positive outcomes in housing, health, addictions, and mental health. Even with the lifting of many Covid restrictions, the H4 Centre has still been seeing a significant amount of clients on a daily basis, 7 days per week. H4 has seen a steady increase in the volume of program participants accessing the service. As of June 2022, H4 has welcomed over 2,200 unique clients, with 59,654 visits. The program averages attendance between 110-150 unique visitors per day on most days, and often reaches capacity shortly after opening the doors. The Housing Hub model is rooted in best practices for reducing community homelessness by focusing on both housing loss prevention, creating pathways to housing and other support services, and serving those that are actively experiencing homelessness. As new people use the service, it helps to inform and validate the region's By Name List for homeless individuals. Due to the success achieved in providing this ad hoc model, Windsor City Council has authorized the exploration of creating a new permanent Housing Hub model, that will include permanent supportive housing, and the support services identified in the H4 model.  If a permanent center is created, this will become a regional asset that will help support homelessness efforts in our community. 

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County of Lambton: Integrated Homelessness Prevention Team

To support integration efforts and meet the needs of the increasing number of Individuals and Families experiencing homelessness due to the Pandemic, the County of Lambton developed an Integrated Homelessness Prevention Team. Made up of staff from both the Ontario Works and Homelessness Prevention Departments, the integrated team utilizes an intensive case management model to assist people in exiting the emergency shelter system, provide stability supports and secure housing. Individuals and Families are being linked to numerous support services within the community including but not limited to primary health care, harm reduction services and mental health supports. The Integrated team has been successful at developing a quality By-Name List using HIFIS and in supporting Community Partners in using these valuable tools as well. Relationships and communications were enhanced both internally and with key Community Partners, and the integrated team was successful in transitioning over 230 people into safe, affordable, and permanent housing.  The creation of this integrated team not only resulted in a significant reduction in those experiencing homelessness but was part of a catalyst in working to make tremendous gains in the service system that supports the homelessness sector. This successful initiative has demonstrated that an integrated approach to Service System Management can improve the lives of the Individuals and Families we provide services to within our communities. 

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Halton Region, Region of Peel, Durham Region, City of Toronto: GTA ECE Recruitment and Retention

Recruitment and retention of Early Childhood Educators (ECEs) has been a long-standing provincial issue. Staff at the City of Toronto, Region of Peel, Regional Municipality of Durham, and the Regional Municipality of Halton worked together with seven Greater Toronto Area (GTA) post-secondary institutions, George Brown College, Durham College, Centennial College, Sheridan College, Mothercraft College of Early Childhood Education, Seneca College and Humber College, to increase the number of ECEs across the GTA. Through a collaborative effort, staff worked with the colleges to implement a fully funded fast-tracked ECE program for 210 additional graduates by 2023. Staff also worked with the post-secondary institutions to implement stabilization grants to fund additional expenses for almost 1,900 students in the accelerated and existing ECE programs. The partnership also allows for individualized local community characteristics of the post-secondary institutions to ensure the diversity of students is incorporated and respected in the program choices. This will directly address the recruitment and retention issues identified by local child care operators across the four municipalities, and support increased child care spaces, and high-quality care for families. The initiative was based on existing relationships but has sparked further collaboration between municipal partners and post-secondary institutions across the GTA in support of addressing the sector-wide recruitment and retention issues. The relationships can be leveraged to support collaborative opportunities in other sectors e.g. Social Assistance stability supports, employment services, etc. 

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Region of Peel: Youth Caseworker Teams

In 2019, the Region of Peel created a dedicated team within the Ontario Works portfolio to provide integrated services for youth. The Peel Youth Caseworker Team serves people 14 to 29 years old who are experiencing complex barriers and living in poverty. Through this passionate and committed team, youth receive specialized case management and access to community services, housing support, mental health support, life skills developmental, education, and employment opportunities. There’s also a streamlined intake process for young people who are victims of human sex trafficking, ensuring they receive appropriate and compassionate services. The Youth Caseworker Team works in partnership with community agencies, housing providers, health services, school boards, trusteeship programs, and others to ensure youth get the specific wrap-around care services they need. Youth receive specialized and flexible case management and stability support to increase their employment opportunities and help them move out of poverty and towards greater independence and self-sufficiency.

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County of Simcoe: Community Services Department

The County of Simcoe identified and accelerated opportunities for transformational human services integration practices through pandemic driven interventions involving a broad range of internal and external stakeholders. Highlights include a partnership between Community Services and Ontario Works combining service system management with direct Ontario Works service delivery in shelter settings to connect homeless individuals and families to a range of services and supports including financial benefits to improve life stability. This integrated approach fosters improved outcomes and contributes to further informing service system management through early identification of successful outcomes driven strategies and; the successful outcomes of County of Simcoe Paramedicine Services, deployed on site at shelter based settings as a pandemic response, resulting in a successful funding application for the continuation of on-site services within the shelter system to support the needs of the vulnerable, at-risk homeless population. Examining post-pandemic system needs, the County of Simcoe Community Services Department is embarked on a review of the funded system of homelessness prevention services and supports in the fall of 2022 to identify needs and action further opportunities for system transformation to improve outcomes for homeless individuals and families. 

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Stratford-Bruce Peninsula: Employment Service System Manager

Bruce, Grey, Huron, and Stratford partnered as a consortium to successfully apply to be the Employment Service System Manager for the Stratford-Bruce Peninsula catchment area. Through this application, leadership and staff from human services from each member municipality collaborated to develop an application that would see the Service System Manager focus on improving the integration of Ontario Works, ODSP, local employment services providers, and the needs of local employers. Working together across traditional silos, the consortium will support the creation of an integrated human services model that does not leave people behind. The Employment Service System Manager for the Stratford-Bruce Peninsula took a truly local approach to service system management. Within the Employment Service Transformation, the Bruce, Grey, Huron, and Stratford consortium is the only Service System Manager that formally brought together the four CMSMs into an integrated model to delivery employment services to the catchment area. 

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The District of Thunder Bay Social Services Administration Board: Community Resource Centres

Over the past five years TBDSSAB has worked to create community resource centres for tenant and clients, creating centralized access for neighbourhood enhancement. The resource centre is a dedicated unit within the neighbourhood that provides a variety of services and supports to the households in the area. On a scheduled basis, staff from the Integrated Social Services team--including Social Assistance, Housing, and Child Care--attend at the resource centres and meet with clients/tenants with the goal of delivering integrated supports to tenants close to home. Additional services include life skills sessions, community kitchens, community gardens, access to computers, printers and the internet,  and provision of space for community partner organizations to offer services. Other services offered through community partners include medical access via a nurse practitioner, local health unit support, healthy kids sites, harm reduction supplies and support referrals for mental health and addictions programming, cultural programming opportunities and employment supports. Feedback from individuals accessing the resource centres has been overwhelmingly positive, with many stating they appreciate the convenience of being able to access supports without needing to travel to the TBDSSAB office. 

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York Region: Children Services Portal

In April 2022, the York Region Ontario Child Care Management System (OCCMS) team in partnership with the York Region EarlyON Child and Family programs team implemented a system-wide, centralized online registration platform for EarlyON programs. The platform was developed in collaboration with EarlyON agencies and other Consolidated Municipal Service Managers/District Social Service Administration Boards (CMSMs/DSSABs), to increase access to available programs, make it easier for families to find and register for programs across the Region (which expanded parent choice), and enable data collection and integration, which will support future program planning. The platform was first launched in the Regional Municipality of York (York Region) and is now being used by seven CMSMs/DSSABs across the province. From April 1 to October 30, 2022, a total of 6,913 families have used the registration portal in York Region.

Chatham-Kent Employment and Social Services: Income Tax Support

In Chatham-Kent, the team of Community Relations Workers (CRW), Community Navigators (CN) and Learning, Earning and Parenting (LEAP) Case Managers recognize that for the people they work with, completing annual income tax returns is costly and confusing. They also know that failing to do so could have many negative affects on the participant and their financial situation.  To remedy that situation, during the 2020 tax season, the team of 6 participated in the Community Volunteer Income Tax program (offered by the Canada Revenue Agency – CRA) which allowed them to complete simple income tax returns, free of charge, for the individuals they were supporting in the community, allowing their participants to be able to file their income tax without incurring any financial burden.  This also allowed them to update their client’s CRA accounts, which helped them gain access to rebates and other financial considerations they would otherwise not have been eligible to receive.  Over the course of the income tax season* (as of October 21, 2021); the team of 6 has supported 267 individuals/families in the completion of their income tax returns and have put an additional $727,115.92 into the hands of some of CK’s most vulnerable citizens.

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City of Windsor: Centralized and Automated Intake

The City of Windsor’s Employment & Social Services department continues to support the Ministry’s goal of Accelerating Digital Delivery and was excited to launch the Centralized and Automated Intake (CAI) project in the spring of 2021. As CAI advances Human Service Integration and is the first major step for municipalities issuing benefits to support life stabilization, Windsor’s Ontario Works team implemented an effective change management model to maximize not only staff engagement, but also community engagement. The model included establishing a common agenda and determining clear roles and responsibilities for the forty-two committee members who enthusiastically volunteered to be part of this project.  The model also included a unique collaboration approach as community partners in Windsor Essex County were invited to attend one of four virtual presentations to learn more about the new delivery system. This also gave the department the opportunity to promote MyBenefits and the new Messaging features in SAMS. In total, one hundred and twenty-four staff from 27 different organizations attended these presentations and the feedback was phenomenal.  Throughout the implementation process, employee engagement increased as staff were dedicated to complete specific pre-launch, go-live, measurement and evaluation activities. In addition to the volunteer committee members, Intake Service Representatives; Caseworkers; Local Business Experts; Trainers; Supervisors; and more were also able to champion the process and assist both their peers and community agencies throughout the transition.  This was truly a departmental initiative that yielded tremendous success!

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County of Renfrew: Human Services Integration

The County of Renfrew’s Human Services Integration transformation began during 2018 with the development of a local vision and plan to improve the service experience of clients accessing Ontario Works, Housing, and Child Care programs by having a no wrong door philosophy.  Achieving this involved implementing strategies to unite services in the areas of bricks and mortar, processes, communications, staffing, and technology. The County’s two main service hubs in the Town of Renfrew and City of Pembroke were renovated to collocate our Ontario Works, Housing, and Child Care programs and create one Community Services counter for all three programs. Local policies and processes were shifted to enhance collaboration between programs and to simplify and improve the accessibility of services.  Relationships and communications were enhanced with key partners internally and externally.  Investments were made in supporting a healthy corporate culture through a transformative leadership approach and enhanced succession planning to retain and cross-train staff.  Efficiencies were achieved through shared technology and equipment. HSI in the Community Services department has led to other integration efforts in the corporation and throughout the two locations, County services are working collaboratively, sharing resources, staffing and providing a more seamless service to the residents.

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County of Simcoe: Supporting Relationships for Learning (SRL)

Consolidated Municipal Service Managers have historically taken a 'checks and balances' approach to assessing 'quality' in licensed child care. Related analysis suggests that these approaches duplicate the work of compliance partners (i.e. Licensing, Health, Fire etc.) and much of the time fail to produce quality improvement. Given this, and taking a Results Based Accountability lens, County of Simcoe staff invited early learning system partners to join them in re-conceptualizing ways in which 'quality' could be more meaningfully experienced and evaluated, and responsibility for enhancing quality could be collectively shared. This was the genesis for Supporting Relationships for Learning (SRL).  Essentially, County of Simcoe SRL staff take up pedagogic work alongside educators and children, with an emphasis on values, dialogue, and research. This process produces documentation for collective study and assists program staff in articulating visions of a preferred future state.  Educators subsequently express related objectives in annual commitment plans and report annually on outcomes.  During the first year of implementation, data demonstrated that 82% of licensed programs engaged in SRL work, resulting in positive changes in learning conditions for children, educators, and in relationships with families.  Anecdotally, significant increase in operator-initiated interactions with County staff has been observed, whereas quality assurance work was previously County-initiated, unidirectional and instructional. Through SRL, educators' learning needs are identified which additionally helps to inform system capacity building opportunities and experiences. Through SRL, the County of Simcoe and licensed operators undertake meaningful work together, to ensure enhanced quality and capacity across the licensed system.

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Lanark Country Children's Services: Early Childhood Educator Recruitment and Retention

Lanark County’s Early Childhood Educator recruitment and retention initiative is a notable example of the ongoing commitment to both the ECE profession and service system management. The nominated team brought strong ties to community groups that were typically segregated. The team was instrumental in creating a community wide system driven to achieve three specific outcomes: Retain current ECEs; Attract new individuals to the ECE course; and Guarantee employment for ECE graduates. Multiple initiatives have been established to support these goals including standardized training, provider succession planning tool, media and social media blitz, mentorship opportunities, and guaranteed employment pathways. Preliminary findings indicate child care and early years providers and their staff feel supported and valued, families appreciate stability in staffing, and soon-to-be graduates of the local community college are able to find work in their home community. The circular system supports ECE’s from pre-entrance to the field to becoming active long-term professionals.

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York Region: Homelessness COVID-19 Response Team

In the spring of 2020, as COVID-19 began to impact York Region communities and the number of cases rose, York Region took proactive steps to develop a comprehensive and integrated strategy to support people experiencing or at risk of homelessness, to prevent/stop the spread of COVID-19, and prevent housing loss while proactively ensuring community and client needs were met through wraparound supports and services. Partnerships fostered among York Region staff across the corporation as well as with external partners including the United Way Greater Toronto, non-profit service providers, local business and the Provincial Government were instrumental to the Region’s success. Consistent planning, coordination and integration with service providers in the community, Emergency Housing and Violence Against Women Sectors, and Housing with Supports providers, helped to create innovative systems-focused solutions. The specialized supports (e.g. primary health care clinic at the Transitional Shelter) offered by various internal and external partners demonstrates how York Region leveraged funding such as the Social Services Relief Fund, resources and expertise to fill service gaps and facilitated integration across the sector to better provide timely support to individuals at risk of or experiencing homelessness. At a program/service level, York Region continues to adapt and enhance planning and delivery of core services to address the barriers and inequities exacerbated by the pandemic. This includes the creation of the following initiatives that thrived because of innovative partnerships: The Transitional and Self-Isolation Shelters, primary health care and mental health and addictions supports clinic, temporary arrears benefit program, digital access support, and training to build capacity to address anxiety and promote mental health wellness in children. York Region is using continuous quality improvement methods along with Key Performance Indicators to monitor success, track client outcomes and inform the development of current and future programs.

City of Brantford: Seniors' Studio Team

In 2018, the City of Brantford launched Seniors’ Studio, a unique program that emphasizes partnership building and senior volunteerism to address social isolation and housing instability. Senior’s Studio offers place-based programming in both City-owned and private apartment buildings. The program has successfully connected thousands of participants with key services and resources, such as Falls Prevention, Alzheimer’s Awareness, physical activity workshops, and Elder Abuse Awareness. The second phase of the Seniors’ Studio project will focus on empowering seniors to take on leadership roles through the development of peer-to-peer mentorship programs. The City has accessed grant funding from the Ministry of Senior’s Affairs to provide skills training for senior volunteers with the goal of transitioning project leadership to the program participants themselves. Further locations and partisanships are currently in development, most notably with community faith groups and Settlement Services agencies, with a goal of reaching racialized or culturally excluded seniors that may be at greater risk of social isolation. The goal of Seniors’ Studio is to leverage partnerships and connect to older adults in their own housing communities as a preventative measure, in hopes that these programs can support health and housing stability. In this work, the Service Manager is improving quality of life for older adults and positioning the Health and Human Services Department as a key contributor to the City’s Healthy Aging Plan.

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City of London: Integrated EarlyON and Family-Centred Service System Model

The Integrated London EarlyON and Family-Centred Service System Model is a notable example of London’s ongoing commitment to advancing local service system management. The nominated team was instrumental in leading transformative change to advance human services integration through the new EarlyON and Family-Centred Service System (FCSS) model. This sustainable and responsive model builds on existing FCSS infrastructure, as well as strong community partner commitment to the FCSS vision. The service system is driven to achieve five outcomes: Families are connected and engaged in their neighbourhood; Families experience reduced storytelling; Families have a better and more consistent experience when accessing services; Families can easily access a full range of services; and, Families experience shorter wait times. The City of London now has a system of school-based Family Centres that offer identifiable, accessible, single access points; where programs and services are developed, coordinated, and delivered in a cohesive manner in collaboration with broader community and human services. Findings from the 2015 formal independent assessment indicated strong evidence of a cultural shift through the commitment to neighbourhood-focused service planning and delivery, and a greater willingness to work together to improve outcomes for families.

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City of Toronto: Electronic Document Management (EDM) System 

The Electronic Document Management (EDM) system is one of the most innovative, environment-friendly (paperless), client-centric, geographically neutral solutions in Ontario, changing how social service providers and recipients of social assistance can interact with each other. Successful implementation of an innovative technology solution at ODSP and City of Toronto for Ontario Works (OW) has reshaped delivery of social services and put in place the cornerstone for the Social Assistance Modernization Strategy and advancing Human Services Integration. The team drew on the experiences of ODSP & OW clients and the expertise of front-line staff. Services were designed, developed, tested, and piloted directly with front-line staff. The EDM team has worked closely with their Policy counterparts to ensure that policies are updated, align with automation, and facilitate change. EDM provides the technical foundation for enhanced Integration between SAMS and MyBenefits to further empower clients to manage benefits and self-serve options. The use of technology combined with efficient processes has helped case workers make smarter and faster decisions through improved access to client information. EDM has reduced overhead costs related to storage, paper, file-folders and other stationery items. These have been replaced with digital files. So far over 250,000 client related pdf documents have been created. These savings are being reinvested to Ontario’s most vulnerable citizens.

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Bruce County: Journey Through the Ages and Stages Initiative

Bruce County's Journey Through the Ages and Stages initiative provides parents with the opportunity to understand their child’s developmental milestones through completing the Ages and Stages Questionnaire (ASQ-3) and the additional social-emotional screen (ASQ-SE-2) earlier on and throughout their child's development. A task team was developed with staff members from Bruce County's EarlyON Child and Family Centres, Special Needs Resourcing Team, and Licensed Home Child Care Team. Bruce County's Data Analysis Coordinator and Special Needs Resource Supervisor were selected as the project's leads. The pilot was recently completed with success. A total of 673 children received the ASQ package and over 50% of questionnaires were completed and returned to Bruce County Children’s Services for scoring – a return rate that surpassed expectations for the first round. A total of 106 children met the referral criteria and Bruce County Children's Service staff have followed up with each of these parents and caregivers to support them in accessing services for their child. Key outcomes of the?Journey Through the Ages and Stages has been the ability to utilize aggregate ASQ data to assist the child care and early years community to plan, implement and evaluate programs that support the needs of the children in Bruce County.

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County of Simcoe: Collingwood Social and Community Services HUB

In 2019, the County of Simcoe completed a new Social and Community Services HUB in Collingwood, ON. The HUB comprises two separate community housing buildings, which are home to a total of 147 units. Opened in May 2019, the first building includes single and family units, along with an EarlyON Child and Family Centre. The second building, completed in July 2019, consists of senior housing units, together with community agency space located on the ground floor. The HUB is home to Ontario Works, Children’s Services, the Simcoe County District School Board (adult learning programs), Empower Simcoe, along with drop-in/satellite office space for various community agencies and partners including CMHA, ODSP, and various health services. The collaboration between partners has led to increased access to services, which directly corresponds to increased client outcomes, tenant quality of life, and increased accessibility to supports and services for individuals and families within the Collingwood area. The County of Simcoe recognized unique community needs and identified pre-existing gaps and barriers to access these supports and services. The site was previously home to 30 social housing town-home units, which following demolition, and additional land donated by the town of Collingwood, led to 147 new units across the two buildings, an overall addition of 117 affordable housing units.  This maximization of land use further supported the County of Simcoe's 10-Year Affordable Housing and Homelessness Prevention Strategy.

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Halton Region: Integrated System Navigation (ISN) Initiative

Halton Region’s Integrated System Navigation (ISN) is a front-line service model achieving greater collaboration and integration by providing system navigation to vulnerable populations. The service provides a platform to bring together the efforts of various Social and Community Services (SCS) programs and community partners to reduce barriers to accessing services and increase communication between service providers. This results in enhanced service integration and increased response to complex barriers faced by vulnerable populations. The ISN supports a number of service outcomes including increased client access to core programs, coordination of supports internally and externally in the community, as well as improved life stability and well-being. In the two years the ISN service has been operation, it is advancing human service integration by providing individualized navigation support for individuals and families.

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York Region: Ontario Works (OW) Service Delivery Model

The Regional Municipality of York recently changed their Ontario Works (OW) service delivery model to a model that puts the customer at the forefront. The new integrated approach supports life stability and future success through a holistic trust-based approach that results in better customer outcomes. The traditional caseworker roles have moved into Integrated Benefits Caseworkers (manage customer financial eligibility and access to benefits); Integrated Wraparound Caseworkers (develop trusting relationships, and support service navigation); and Program Support Representative (administrative and additional support). Integration begins right from application through Access York (Contact Centre). The customer provides their story, which is captured using the Customer Service Flow tool, so that the OW staff have information available to them and they can come prepared with resources to the first appointment. This ensures that staff can support customers with resources that are available based on their needs. Another key feature of this new model is Case Conferences, where OW teams bring in internal and external partners to collaborate and strategize to support customers. In order to develop and implement a new Ontario Works service delivery model at York Region, an Ontario Works Transformation (OWT) Team was established. The OWT Team consisted of the Director, lead Managers, Supervisors, Policy, Human Resources, and Communications. Through this new model, York Region continues to evolve services based on Key Performance Indicators and tracking customer outcomes to monitor success.