Recognizing the great work done in advancing excellence in human services integration and service system management by teams from CMSMs and DSSABs across the province. Teams may include CMSM and DSSAB staff in partnership with community organizations and/or initiatives where CMSM and DSSAB staff work together with their communities.
Parkers Project (PP) is a collaborative group that works to identify and address the needs of pregnant and parenting youth in Brant/Brantford.
The collaborative includes representatives from the City of Brantford, from both Social Services and Parks and Recreation, Woodview Mental Health and Autism Services (to name a few).
Provides the following programming: a Parent-to-Parent mentoring program, a Post-Partum Mood Disorder Awareness Campaign, etc.
Over 60 youth have been engaged directly with Parkers Project, with that number expected to increase as media campaigns are developed and mentors are trained.
PP was designed to empower vulnerable youth to become change makers.
Youth have received mentorship, training, and support from collaborative partners, which had led to a formative evaluation, investigating how community agencies can better support pregnant and parenting teens.
Findings from this evaluation and needs assessment have been incorporated into the future planning of the Children and Youth Services at the City.
Since joining the 20,000 Homes Campaign, service providers in our community have successfully coordinated to complete two Registry Week/Point in Time Counts, became the fourth community in Canada to achieve a Quality By-Name List (to name a few).
Launched Guelph-Wellington Coordinated Entry System (CES) that has transformed the local homeless serving system in our community.
The improvements in the system to date are the result of community partners collaborating to ensure everyone who is homeless in our community is on our By-Name List (BNL).
Creating care plans to assist with housing stabilization, ongoing advocacy for supportive housing, shifting existing resources to be housing focused, joint delegations to council, and adapting new protocols to respond to individuals sleeping rough.
BNL increased by 46% in part due to the ongoing engagement of the agencies involved in CES.
System level improvements include: the creation of a Guelph-Wellington Coordinated Entry System with an up to date By-Name List; keeping our most vulnerable on the waitlist for social housing, better collaboration between multiple health care agencies, mental health and addiction agencies (to name a few).
The Homelessness Prevention Team (HPT) was formed as part of the 10-year Housing & Homelessness plan developed by the Housing Services Division.
The HPT is comprised of over 10 community partners who meet on a weekly basis assisting those who are homeless or at risk of homelessness though a streamlined housing process.
The HPT provides a Housing First approach with wrap around intensive housing-based case management.
A new waitlist category for subsidized housing now exists and accepts referrals from shelter, jail and hospital and follows up accordingly with each.
Created to prioritize safe, affordable housing for participants and this new category has housed approximately 60 clients.
The HPT team is now working with 20,000 Homes to tweak the current process with a goal of aligning within the national plan to end homelessness and is very close to reaching functional zero.
Project began 2015 between Toronto Children's Services (TCS) and Toronto Employment and Social Services (TESS) with the goal of reviewing the current service delivery model for clients in receipt of Ontario Works (OW) applying for and maintaining child care fee subsidy.
Set out the most effective client service paths and reduce duplication in assessing TESS' clients' eligibility for child care subsidy and ongoing child care planning including: eliminating duplicate in-person eligibility assessments, submission of duplicate documents and clients retelling their stories more than once.
Enabled more timely access among clients to fee subsidy support as 'TCS Application' and 'Outcome Plan' are now made directly to TCS from TESS includes all information required.
Business process revitalization was built upon an innovated technology infrastructure that supported seamless data exchanges, discrepancy identification between existing
systems, and staff access to relevant client data for service planning to optimize the use of child care fee subsidy spaces.
Enhanced ability for staff to identify business process efficiencies and gaps that effect customer service and program delivery to achieve continuous service improvements and provide strategic insights to program planning.