Local Municipal Champion Award

City of Brantford: Community Resource Navigation Pilot

Human services are comprised of overlapping and intersecting systems, resulting in significant impacts on people’s lives. These intersections may create barriers for people seeking supports because of different eligibility criteria, application processes, and accountabilities. Integrated human services are predicated on person-centered service delivery design; this design means that delivery agents must assume the task of making connections between systems and not delegate this work to the people seeking support.

Brantford’s Community Resource Navigation (CRN) pilot is a service delivery approach focused on improving OW recipients’ overall well-being, decreasing time on assistance and/or avoiding the need to enter the social assistance system altogether through an integrated and person centered service delivery model. The pilot connects recipients with Service Navigators who provide supports tailored to individual needs that include City of Brantford services (OW benefits, childcare, housing), as well as community supports such as primary health care and Employment Ontario. A collaborative table has come together to learn about and problem solve system barriers that emerge in providing navigation supports; some of these outcomes have included sharing information, changing processes, joint planning and community-based service delivery.

In partnership with Wilfrid Laurier University, a formal evaluation will produce final results by the end of the year; however, to date, the navigation service delivery model has demonstrated promising results. To date, Community Resource Navigators have more frequent and more prolonged contact with recipients compared with Service Coordinators (OW Case Managers). Service Coordinators are responsible for administering Ontario Works while Community Resource Navigators are providing warm transfers, outreach, advocacy and connections to resources. This learning is promising as more frequent contact builds better rapport between staff and clients and across service delivery agents/systems. Significantly, feedback from clients has been positive. One participant said: “If it was not for the assistance of OW this would not have been possible. I give permission for you to show your boss, or whatever, what OW did for me. This is absolutely amazing and my self-confidence just came back.“

City of Windsor: Windsor-Essex Registered Early Childhood Educators Campaign (WERECE)

The Windsor-Essex Registered Early Childhood Educators Campaign (WERECE), phonetically We Are ECEs, was created and is led by the City of Windsor’s Children’s Services Team as a recruitment and retention strategy. The campaign addresses the critical workforce shortages in the field of Early Childhood Education (ECE) through a coordinated, sustainable, and multi-faceted approach. Partnering with community organizations, child care centres, EarlyON Child and Family Centres, St. Clair College, Collège Boréal, and local school boards, intentionally building upon strategic partnerships across Windsor-Essex. The WERECE campaign is focused on empowering, engaging and enhancing the early childhood educator (ECE) workforce across Windsor-Essex. Through tuition support, collaborative classroom models, and mentorship to name a few, it has ensured a steady stream of qualified ECE graduates are supported and better prepared as they enter the workforce. The campaign’s wide-reaching bilingual advertising initiative, including digital, radio, and community engagement, has raised public awareness and increased interest in the profession. The campaign serves to highlight that registered ECEs are qualified, creative, dedicated, and in demand. Additionally, as a result of the campaign, St. Clair College has responded to local demands by increasing ECE program enrollment and creating a part-time schooling option. The WERECE Campaign is a model of human services integration, strengthening the quality and sustainability of ECE  for children and families across Windsor-Essex.

County of Renfrew: Mesa – A Collaborative Approach to Compassionate Care

Mesa was designed as a coordinated and integrated approach to address the intersections of the mental health and addiction, housing and homelessness crises. It is an innovative and evidence-informed collaborative model that focuses on compassionate, trauma-informed care and local needs. Craig Kelley, Chief Administrative Officer for the County of Renfrew, recognized a need for members of his Senior Leadership Team to change their practices, break down silos, integrate service delivery, and work collaboratively. Without this leadership, things would have remained status quo, and Mesa would not have evolved into what it is today. This inter-departmental municipal approach aligns Emergency Services, Community Services and Development and Property resources with community partners’ expertise and programs.

The Mesa team works collaboratively to coordinate services and navigate a pathway for vulnerable community members to receive the right support and resources at the right time and in the right place. The Mesa user experience is being tracked and measured with a priority on real-time, person-specific data in a way that respects privacy. We coordinate data, case management and shared consent, building a structure and pathway for Mesa to be woven into our municipal and partner system structures. Client confidentiality is a priority and balanced with the need for data sharing to support person-centred, coordinated care. In the moment of crisis, Mesa team members respond to a person’s immediate needs, fill the gap and then work towards building a system that provides a seamless, wrap-around approach to caring for people in an intertwined crisis of addiction, mental health and housing. The flow, timeliness and tracking of support is critical to a person’s success.

The impact that Mesa is having on our most vulnerable populations and our structural systems is profound. It diverts calls from high-cost emergency department trips, saving lives and providing appropriate, compassionate care in the community. Mesa demonstrates success through diversions, avoiding hospitalization, providing appropriate and local mental health and addictions interventions and prioritizing housing. Through the collaborative approach there has already been a notable increase in coordination of care. The Mesa team has built trust and connection with our region’s highest risk population. Mesa works collaboratively with clients and multi sector service partners, including health, social, private sector developers, plural sector, not for profit, financial, legal and community expertise, to coordinate immediate access to health, social, financial and housing needs. Together, we determine what is possible.

Through Mesa, the County of Renfrew currently has direct partnerships with the following organizations:

• Pembroke Regional Hospital, as represented by the Mental Health Services of Renfrew County (MHSRC)
• MacKay Manor as represented by Community Withdrawal Management Services of Renfrew County (CWMS)
• Renfrew Victoria Hospital as represented by Addiction Treatment Services (ATS)

Access to Integrated Care in Couchiching: A Partnership between the County of Simcoe Ontario Works and OSMH

The County of Simcoe Ontario Works team partnered with Orillia Soldiers’ Memorial Hospital (OSMH) to develop a unique model of care for unattached patients (those without primary care provider), addressing a critical gap in healthcare access affecting over 22% of the community’s population, with a particular impact on vulnerable groups. Recognizing the diverse and complex needs of unattached individuals, including those experiencing homelessness, children, and families without primary care, the County supported an innovative, integrated model that connected these individuals to vital healthcare services through municipal and healthcare partnerships. This initiative provided chronic disease management, primary care, and cancer screening; essential services that were previously inaccessible in a community with no walk-in clinics and limited alternatives beyond OSMH’s Emergency Department. The model’s success garnered provincial recognition as a pioneering approach to unattached care in Ontario, which ultimately secured sustainable funding for the Couchiching Ontario Health Team (OHT) to expand this model and enhance healthcare access for the broader community. The strong leadership and collaboration of the County of Simcoe Ontario Works team were instrumental in maintaining a social support lens central to the County of Simcoe’s vision, reinforcing the importance of municipal partnership in healthcare innovation. Their work not only highlighted the effective partnership between the Orillia Soldiers Memorial Hospital, the Couchiching OHT, and Ontario Works but also demonstrated how Ontario Health Teams can provide integrated, accessible, and community-centered healthcare solutions that truly transform care delivery locally.

• Ontario Connecting More People to Primary Care Teams in Simcoe North | Jill Dunlop, MPP
• https://x.com/CouchichingOHT/status/1669852675393855488

Northumberland County: Early Years Employment Initiative

The Early Years Employment Initiative (EYEI) is a collaboration between the Early Years (EY) and Ontario Works (OW) Divisions at Northumberland County that creates opportunities for OW clients and students to start/re-start careers in the Early Years sector. The six-week duration of the EYEI program is divided into two-weeks of in-class learning followed by four-weeks of field experience. The in-class sessions provide participants with opportunities to acquire certificates relevant to employment both within and outside of the Early Years sector. These include WHMIS, Safe Food Handlers, First-Aid/CPR, resume writing skills, Occupational Health and Safety training, Foundations to Play (How Does Learning Happen), and Self-Regulation training (Merhit Centre). The four-weeks of field experience are offered in local child care centres where participants offer support roles for child care staff. These placement opportunities allow participants to observe the many different employment pathways in the child care sector, such as Dietary Staff, Early Childhood Assistants, and Early Childhood Educators.

The EYEI program fosters participation by offering above minimum wage pay across all six-weeks and provides child care opportunities for participants with school-aged children. Offering the EYEI program in the summer months allows this flexibility for child care arrangements.

The EYEI program received critical partnerships from Fleming College, Watton Employment Services, Northumberland YMCA, and Five Counties Children’s Centre. The program supports Northumberland’s Early Years Workforce Strategy for recruitment and retention. Over the last three years of running the EYEI Program, 50% of participants have accepted employment opportunities post-placement or chose to move on toward post-secondary education in the Early Years Sector or Child Development.

Region of Durham: Family Services Durham

Family Services Durham (FSD) has provided services to foster mental health and well-being for almost fifty years. FSD’s Community Counselling program delivers professional counselling and psychotherapy to individuals, couples, and families. The Adult Protective Services (APS) team provides case management and advocacy to adults with developmental disabilities. FSD has improved access to services by building innovative collaborations that streamline access to mental health services and resources for basic needs, and enhance coordination among service providers. FSD partners with the Health Department to deliver the Primary Care Outreach Program (PCOP), a mobile unit providing immediate access to medical, mental health, and addiction supports to those who are unhoused. This population is also served by FSD’s Mental Health Outreach Program (MHOP), which offers community-based counselling and service navigation. These programs integrate APS staff to support individuals with developmental disabilities. By meeting clients where they are, these outreach teams reduce barriers and engaged in over 5,000 interactions in 2023.

As a partner with Safety Network Durham (SND), FSD provides immediate onsite assessment, support, and connection to ongoing counselling to survivors of gender-based violence. FSD is also a partner at Durham Community Walk-In Clinic (DCWIC), offering counselling to families to help address the gap in specialized and affordable children’s mental health services. FSD provides no-cost counselling to social assistance recipients, and in 2023 supported over 2,000 Ontario Works clients to reduce barriers to well-being and employment. In its newest collaboration, FSD works with Police Services to deliver the Older Adult Safety Advisor (OASA) program which offers support, advocacy, and service navigation for older adults at risk. This program was met with high demand, and in the first half of 2024 OASA staff engaged in over 1,700 interactions. FSD has also expanded access to counselling services in traditionally underserved rural areas through collaborations with North Durham organizations. In total, over 6,600 clients were assisted through various FSD programs in 2023. FSD also enhances service delivery in the community by offering clinical support and training to staff at other social services divisions and community organizations, strengthening their ability to provide effective services.

Region of Peel: Stability Supports Program

The demand for mental health and addiction services and digital access has surged, driven by a growing awareness of these issues and an increasing need for support. However, funding shortfalls and limited agency capacity has hindered timely access to these essential services. In response to the identified need in Peel, the Income and Social Supports team collaborated with the Social Development, Policy, and Planning team to partner with over 30 community agencies. Together, we co-designed and launched two impactful program funds: the Wellness Response and Assistance Program (WRAP) and Digital Literacy Programs.

These programs aim to enhance community capacity and alleviate long waitlists for services. Services are accessible in various formats, offered in different languages, target different age groups and are culturally focused. Over 12,000 Peel residents have accessed supports through WRAP, including counselling, harm reduction, and health education, while more than 900 residents have benefitted from Digital Literacy programming, gaining skills in computer use, internet safety, online searching, and communication. This collaborative approach not only addresses immediate needs but also empowers the community through enhanced access to vital resources.

City of Brantford Build Belonging: Inclusive EarlyON Programming

Build Belonging is a collaboration between the Brantford Immigration Partnership, Community Living Brant, Child and Family Services of Grand Erie, YMCA Immigrant Services, the Brant Haldimand Norfolk Catholic District School Board, and the City of Brantford. The goal of Build Belonging is to increase EarlyON attendance from diverse families, by offering culturally-informed programming, art, books, and toys, and seeking guidance from local subject matter experts. The project also identified community and cultural champions who attended the EarlyON Event Series to share stories and experiences, and to create an inviting space for families that have been historically underrepresented in EarlyON programming. Over the first six months, attendance at these EarlyON sites increased by nearly 10 per cent, with a high propotion of ‘new’ visitors representing a variety of ethnic and cultural backgrounds. This project supports the goals of the City of Brantford 10-Year Children’s Services Plan, Building the Community from the Kids Up, and the City of Brantford Inclusive Community Plan 2023-2026.

City of Ottawa Catherine Street Community Service Hub

At the start of the COVID-19 pandemic, the community was faced with the closure of many programs and services. The City of Ottawa’s Community and Social Services department established temporary respite centres as a place where Ottawa residents experiencing homelessness, or those precariously housed, could go to meet their needs. As service delivery began to transition back to the community, gaps in programs and services were identified and that were anticipated to exist beyond the pandemic. In response, the Catherine St. Community Service Hub (the Hub) was established.

The Hub provides integrated person-centered services through collocation, system navigation, information sharing, partnership, and case management services. Strategically co-located within the City of Ottawa’s Employment and Social Services and Employment Ontario sites, caring and knowledgeable staff and community partners work together to provide wrap around municipal and community services and supports in one location with the goal of maximizing positive outcomes for Ottawa residents. Services provided include OW and ODSP financial and application assistance, employment services, childcare subsidy support, housing and crisis supports and referrals, and community and health services including vaccine, dental and identification clinics, harm reduction, legal supports, and a community food bank. On average, the Hub has over 2,600 visits per month. It is a safe, accessible space where everyone is welcome.

City of Windsor Asylum Claimant Team

Immigration, Refugees, Citizenship Canada (IRCC) has been providing temporary accommodations in hotels for asylum claimants entering Canada without accommodation arriving through the Roxham Road irregular border crossing into Quebec. The pressure on the social support system led IRCC to expand its hotel operations outside of Quebec by transferring asylum claimants via charter bus to multiple municipalities across Ontario for temporary hotel accommodations. IRCC contacted City of Windsor Administration on December 30th, 2022, with information on the transfers. Three Windsor hotels totaling 439 rooms were secured for over 500 claimants representing 30 nationalities and 18 languages. The sudden increase in applications and case management from applicants with language barrier put pressure on already stretched resources on City of Windsor Employment & Social Services. The Department immediately put together a contingency plan to respond to the influx of applications and caseload increase within a short period of time. A special assignment team was created under the leadership of the Intake Supervisor, the team included – three caseworkers and two intake service representatives. This team brainstormed the most efficient and responsive methods to respond to the applications, case management, and other support challenges without putting undue hardship on existing staff resources. Together, the team has completed 700+ applications within a two-month time period and maintained up to-date case management for a caseload of 700+ clients.

The approach is to leverage on resources from provincial, local, external community partnership and client self-serve strategies. Applications and case management are completed at hotels where clients are at to avoid increase traffic to the OW office. Clerical support assist clients to navigate SADA online application tool, bilingual staff and translation software on clients’ mobile device are utilized to support client language needs, assist all clients registering for digital self services (MyBenefits, DBD & RPC), the team took a shared responsibility approach with 3 caseworkers supporting 700+ Benefit Units, providing access to other sectors for intensive support (housing, health, education, child care, and employment registration/service) at hotels. The key to success is having clerical support assist with tasks, messages, phones, and taking on any administration duties that assist the client to free up the caseworker. IRCC recognized this application and case management model as a best business practice and the Asylum Claimant Team was asked to share the practice with other municipalities that experienced a similar influx. Feedback from claimants was positive and all received the support needed to transition to living in Windsor-Essex County or other municipalities.

County of Simcoe Local Immigration Partnership Ukrainian Response

In February 2022, war broke out in Ukraine, and the Canadian Government created the Canada Ukrainian Authorization for Emergency Travel (CUAET) to provide a mechanism for individuals and families fleeing war to arrive in Canada. The Simcoe County Local Immigration Partnership responded to the increasing number of Ukrainians arriving in Simcoe County by working with community stakeholders to share information, identify gaps, and develop solutions. A unique section of information for CUAET holders was created on www.immigration.simcoe.ca; Early In 2023, County staff worked collaboratively across the Social and Community Services Division to improve outcomes for Ukrainian arrivals through enhancements to local service delivery. Homelessness funding was allocated to provide resources and create a new housing navigator position in the community. Fifty-six CUAET holders moved from temporary accommodations that were scheduled for demolition to permanent housing because of this support. A single point of contact in the Children Services Department was established to help CUAET holders find childcare spots and access fee subsidies. To further support CUAET holders in resettlement in Simcoe County and enhance opportunities for employment, interested CUAET holders were invited to take part in Early Childhood Education Assistant training. This employment training initiative resulted in five new Ukrainian workers in the Early Learning and Child Care Sector.

Region of Durham Adult Protective Services: Innovative Partnerships and Housing Stability

The Adult Protective Services (APS) team provides case management and advocacy for over 300 adults with developmental disabilities living in the community. Clients of the APS program are those with mild developmental/intellectual disabilities that can often ‘fall-through-the-cracks’ and can represent some of our most vulnerable citizens in the community. Traditionally, the APS team operated within its own intake/application process, separate from Ontario Works (OW), Housing Services, and other social services programs. Durham’s team recognized that OW intakes may not identify someone with a mild developmental disability who might qualify for ODSP. The APS team then began to establish an innovative partnership with the OW office. The approach instituted an integrated model that provided a supportive process to both OW staff and clients. Wrap-around support aimed to ensure financial security, homelessness prevention, and reduced vulnerability for clients. Today, APS workers (APSWs) are successfully embedded within OW offices, Primary Care Outreach Program, Mental Health Outreach Program, community organizations and hubs. APSW’s support clientele with suspected developmental delays to connect with Developmental Services Ontario (DSO) and access funded assessments to confirm eligibility, if required. This has resulted in enhanced access to appropriate services and supports for individuals with a developmental disability. This process also ensures that OW clients who are DSO eligible are transferred to ODSP. The APS team also plays a part in helping to reduce systemic barriers to accessing housing. Through a partnership with Housing Services the APSW Program attained rent supplement units to provide affordable community-based housing to clients, and ultimately preventing homelessness for many. More recently, the APS team began targeting Canada Ontario Housing Benefit (COHB) to aid in securing affordable housing for vulnerable clients. The APSW service model supports clients to maintain their housing through a long term homelessness prevention lens.

Niagara Region Indigenous-led RECE Training Program

For Niagara’s Indigenous-led early years and childcare service providers, the current early years staffing crisis is exacerbated by the dire lack of Indigenous Registered Early Childhood Educators (RECEs). Leveraging strong relationships with local Indigenous and Post Secondary partners plus provincial workforce development funding, the Niagara Region Children’s Services team pulled together the Fort Erie Native Friendship Centre (FENFC), Niagara College, and Six Nations Polytechnic to brainstorm ideas that could add culturally appropriate staff to local Indigenous early years program delivery. Working collaboratively, the partners developed the Indigenous RECE training program, integrating the strengths of each partner into a unique service delivery model that is delivered at FENFC where Indigenous Early Learning occurs. Launched in Fall 2022, the participants will acquire the skills necessary to work as an ECE in Ontario as well as receive the culturally specific training that will help to build a more diverse, equitable and inclusive Indigenous early years workforce. Jennifer Dockstader, FENFC Executive Director stated, This program is ReconcilliAction and an example that when we move beyond policy into innovative solutions, there are benefits to everyone. We are proud to help our people and be able to do this with established partners and new partners. When we as a community succeed, all of Niagara succeeds.

Better Together 2023

Holding the idea that growth and leadership thrive in connected allyships, in 2023, six children’s services leaders, Shannon Brown (Leeds Grenville), Kelly Emery (Chatham Kent), Kristine Greaves (City of Cornwall), Pam Kent (Prince Edward Lennox and Addington), Miranda Mackie (City of Greater Sudbury), and Tonya Millsap (County of Simcoe) sought to take a new approach to leading through the transformational change of CWELCC in our sector. Supported by Senior staff, Caitlyn Bourque City of Greater Sudbury), Christina Davis (Leeds Grenville), and Jessica Brodie and Nadine Ladouceur (Chatham Kent), this group created additional opportunities for leadership development, succession planning and peer to peer mentorship.

Referred to as BT2023, leaders with a shared interest and passion for Early Learning and Child Care organized themselves to engage in collective learning, knowledge sharing, cost sharing initiatives, and networking. The work centered on three pillars: New Allies which supported one another in mobilizing relationships with economic development allies; New Narratives which built media content accessible for students and reaffirming our position that a career in Early Learning and Child Care is a rewarding career; and New Models which produced literature on workplace models that may not have been considered within our individual communities.

BT2023 has enabled its membership to champion change by creating time and space for strategic thinking with critical thought leaders. Through this collaboration the group has been able to share resources and knowledge as well as to build on ideas and concepts that will continue to benefit each of their municipalities now and into the future. The group really personifies the concept that together, we are better; that collective thinking around common goals brings forth greater innovation. BT2023 is just the beginning, the professional relationships and ideas that have come to life through this group will continue to flourish into 2024 and beyond.

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.

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. 

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. 

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. 

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.

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. 

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. 

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. 

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.

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!

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.