2. What can the provincial government and municipalities do to better integrate services? Section An Integrated Ontario Position on

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1 Social Assistance Review Brantford Response Aug

2 Contents Who we are?... 3 Recommendations... 4 Section Reasonable Expectations and Necessary Supports to Employment What mechanisms should be established to ensure that the needs of employers are addressed and to connect people receiving social assistance with employers? Can you suggest ways in which the skills of people receiving social assistance could be better developed to meet the needs of employers? What would make employment services and supports more effective and easier to access? What would improve services to people receiving social assistance who face multiple barriers to employment? How can Ontario s social assistance system better connect people with disabilities to employment services, or the treatment or rehabilitation they may need? Section Appropriate Benefit Structure How should social assistance rates be determined? How should benefits be designed to deal with the tradeoff between ensuring adequate income support and ensuring that people are better off working? Considering the potential for increased costs, what new benefits, if any, should be provided to all low income individuals and families, whether or not they are receiving social assistance? Should asset limits and exemptions be changed to improve the social assistance system? Section Easier to Understand Are the rules meeting their objectives? Are there rules that are not working? What changes do you suggest? Section Viable over the Long Term What should the expected outcomes be of social assistance?

3 2. What can the provincial government and municipalities do to better integrate services? Section An Integrated Ontario Position on Income Security What should Ontario do to address the short term income support and training needs of people who are not eligible for EI? What should the interaction be between income tested benefits, such as WITB and child benefits, and the social assistance system? Do you have suggestions on other areas of federal provincial interaction related to social assistance? Summary

4 Who we are? The City of Brantford commends the efforts of the Social Assistance Review Commission and welcomes the opportunity to provide a local opinion. Ontario Works Brant Consolidated Municipal Service Manager (CMSM) serves the City of Brantford and the County of Brant, which is located in South Western Ontario about 100 kilometres from Toronto. We are a medium sized CMSM providing service to a caseload of about 2,400 Benefit Units. The CMSM serves a population of approximately 125,000 with the majority of the population residing within the City Of Brantford. However, it also includes several smaller communities and rural areas in the County of Brant. Ontario Works Brant (OWB) also borders a large First Nation community. Our local economy is characterized by a mix of the manufacturing, agricultural, and educational sectors. Currently the unemployment rate is 8.6%. This is higher than both the national and provincial rates as well as the rates for any of our surrounding neighbours. The Ontario Works caseload has risen by 34% since the beginning of the recession in October In October 2008 the caseload was at approximately 1600 families, it currently stands at approximately We have found that there is a gap between the skill level of Ontario Works participants and the requirements of available jobs. This finding is reflected in the ever increasing average length of time on assistance. In March of 2009 the average length of time on assistance was 15.9 months; it is currently at 18.7 months. The longer a person stays on social assistance the more entrenched the impacts of poverty become. Coupling those impacts of poverty with skill deficit has left us with a large group of clients with multiple barriers to employment, including not having a Grade 12 education. This is something that would not have been seen as a barrier in the past with a higher number of manufacturing jobs. Despite this hard to employ clientele, Ontario Works Brant has been successful in many programming areas. We found our greatest successes in programs where intensive case management is applied. Approximately 45% of the caseload is deferred from participation in employment activities. This rate validates there are multiple barriers preventing a connection to the workforce. Further complicating access to sustainable employment are mental health and addictions issues. All of these circumstances have proved to be better managed with the intensive case management delivery model. 3

5 Locally we have developed an intensive case management model with programs like Steps to Success (awraparound program), Addiction Services (ASI) and Mental Health services. Alsospecific caseloads for LEAP, students, medically vulnerable, and ODSP pending, have been organized with an intensive case management style. In order to facilitate a community response the Public Health Safety and Social Services department surveyed, community agencies, service providers, staff, and service users. One hundred and eighty surveys were completed, with a demographic of 91 service providers and 89 service users. This response is a combination of individual views and lived experience of service users and providers and interpretation of the survey results. Recommendations The completed surveys indicated that users are appreciative of the assistance that is available but have valid suggestions to make it better. A summary of recommendations include: 1. An increase in social assistance rates. 2. Better communication of benefits available. 3. A requirement that all benefits areadministered consistently across the province. 4. An integration of Ontario Works and Ontario Disability Support Plan, maintaining a requirement for intensive case management. 5. Eliminating the duplication of municipal, provincial and federalemployment programs. 6. Developing and funding innovative training and wage subsidy programs that are beneficial to employee and employer. 7. A review of income and earnings deductions in order to allow clients to keep funds until they reach the low income cutoff (LICO). 8. A review of asset levels and allowable assets particularly the cash surrender life insurance and matrimonial homes 9. A review of the administration of benefits for Under 18 applicants and Temporary Care with a recommendation of CAS administration. 4

6 10. Social assistance and employment benefits be funded provincially and administered municipally. The Social Assistance Review Commission has identified 5topics for discussion. They include: Issue 1 Reasonable Expectations and Necessary Supports to Employment Issue 2: Appropriate Benefit Structure Issue 3 Easier to Understand Issue 4 Viable over the Long Term Issue 5: An Integrated Ontario Position on Income Security A response has been prepared to each section from the community perspective. 5

7 Section 1 Reasonable Expectations and Necessary Supports to Employment 1. What mechanisms should be established to ensure that the needs of employers are addressed and to connect people receiving social assistance with employers? A group of employers were contacted individually to provide feedback regarding their experiences with the current system of workforce supports provided locally and to suggest mechanisms for better connection between social assistance recipients and employers. Three areas specifically were mentioned. Wage Subsidies. Brant Jobs. Local Service Coordination. A. Wage Subsidies: In general, reaction to wage subsidies was favourable particularly for entry level positions, where the distinctions between candidates is often insignificant enough that a subsidy could give one incumbent an edge over the competition. Employers were clear where the complexity of the experience and training required for a position increases, the utility of the subsidy declines as the dollar amounts offered through the current programs did not remotely offset the employer training investment for a candidate with little or no prior training and experience. Use of wage subsidies, therefore, is an unlikely vehicle for creating a path for social assistance recipients into skilled or semi-skilled positions offering the higher wages, benefits and career paths that ultimately can lift the family out of poverty. Employers who were experienced users of government subsidy programs candidly admitted they or their colleagues at times selected a candidate and then attempted to sign them up with the sponsoring agency in order to attain the subsidy. This has been a historical drawback to wage and training subsidy programs. Many employers inherently resist efforts of job 6

8 placement agencies to subtly or overtly restrict the choice of candidates or infringe on the employer s ability to make the selection decision from all available job seekers. Some employers also commented that marketing a candidate as wage subsidy eligible creates a perception there is something wrong with the person such that the employer has to be offered money to hire them and actually detracts from the person s prospects for employment. Again, this is a longstanding drawback to subsidy programs which, unfortunately, persists in the minds of some local employers. When considering the optimal dollar amount for a hiring subsidy, most employers were definitive about the current levels as being too low to influence a hiring decision.the level at which most employers would consider bringing an unskilled candidate on staff was 50% of the person s wage for up to a full year. $2 an hour for one hire on a payroll of 100+ people is pretty insignificant. There were also some employers who clearly voiced there is no subsidy amount that could compensate for a bad hire. Employees who do not display personal readiness for employment and have to be disciplined or dismissed for absenteeism or poor conduct cost the employer in time, aggravation and replacement costs, which employers seem particularly leery of in today s challenging business environment. B. Brant Jobs Brantjobs is easy and provides lots of candidates to choose from. I like that Brantjobs makes it easier for me to find local people. There was overwhelming endorsement for the services that Ontario Works Brant (OWB) provides through the Brantjobs service. There are many components to Brantjobs, all designed to assist employers to hire and maintain employees and concurrently, to hire and maintain Ontario Works participants. The flagship service is OWB s local job bank, These employer services augment and support the various employment preparation programs and services offered to Ontario Works participants and other job seekers through the local office.the job order volumes for Brantjobs typically features more than double the job postings of the federal/provincial service (jobbank.ca). In 2010, Brantjobs displayed over 3200 job orders and provided service to more than 800 local employers. 7

9 Employers are attracted to the advantage of posting a job at no direct cost, which in turn provides OWB staff with an opportunity to discuss the benefits of utilizing the other services (including Job Development and training subsidies) that Brantjobs offers. C. Local Service Coordination Concurrent local and provincial services for employers were identified by the employer group as confusing, despite the recent Employment Ontario (EO) restructuring. Locally, the Employment Ontario restructuring created 3 approved EO providers one of which did not previously provide services directly to employers instead of the single door that was anticipated. Given this confusing landscape, employers reported when they found a service provider they were comfortable with they dealt almost exclusively with that agency. In considering recommendations to the province regarding delivery of service to employers, we invite the commission to promote some of the excellent examples of employer engagement and community partnership which are happening in municipalities throughout the province. Local innovations, responsive to the unique strengths and opportunities in each community, will be in our view 68% of service providers surveyed indicated that in their opinion employers are reluctant to hire social assistance recipients. the only successful strategy to connect social assistance recipients to sustainable livelihoods. As a result of the recession and the current business climates of survival or recovery modes, employers have indicated operating their business and managing their employees is a daily challenge and primary goal. Although they recognize the need for the development of a future workforce, they look to the government to lead these initiatives. 8

10 2. Can you suggest ways in which the skills of people receiving social assistance could be better developed to meet the needs of employers? The majority of survey respondents recommended that training programs be established to develop skill levels that will meet the needs of the community and existing employment opportunities.locally OWB has successfully partnered with the Board of Education to provide a Personal Support Worker (PSW) training program. This allows OW clients to compete for spaces in a program with no fees and provides case management support from the time of application, interview preparation and workshops to assist with the transition to full time school. Programs like this provide the continuity of intense case management which is beneficial to the trainee. Other programs do not have this advantage to follow the participant through the process. Case Managers and Employment Coordinators coach the participant to resolve the barriers and establish a viable goal. Unfortunately once that happens and the participant is eligible for a subsidy that allows them to obtain funds from another source (ex: Employment Ontario, Second career, OSAP) case management and benefit supports from OW are terminated. The participant no longer has the supports to help reach their goal. The gap to provide extended health benefits to this group creates another barrier to their potential success. It is seen as a disincentive to move forward in a training program. Ontario Works Benefits such as child care, employment supports, drugs, dental and vision care are no longer available, once the participant engages in a training opportunity funded by another agency. The eligibility for Extended Employment Health Benefits (EEHB) should be reviewed as EEHB benefits are only available for terminations due to earnings, but not another subsidy program. Service users suggested that training should be more hands on rather than classroom sessions. It is not always possible for clientele with multiple barriers to study and learn in a structured setting, demonstrating the need to account for the difficulties of some adult learners. 9

11 3. What would make employment services and supports more effective and easier to access? The commission discussion paper identifies that all levels of government provide employment programs but there is a need for better integration of the services. Each program has a different target group with specific eligibility requirements. The lack of coordination contributes to developing additional barriers for service users. The Provincial Municipal Fiscal and Service Delivery Review are quoted as saying that employment services are: 95.7% of service providers indicated that they see a duplication of services with Employment Ontario...Not well integrated and for the individual looking for help, can be hard to access and confusing Ninety five percent of service providers indicate they see a duplication of services with Employment Ontario. Discussion and decisions in the development of policy and programs at the ministry level need to be inclusive and coordinated. There is uncertainty if community agencies funded by Employment Ontario, areprepared to deal with the multiple barriers social assistance clients need to resolve before they are ready for employment. Employment Ontario services are used by Ontario Works Employment Counselors as a referral agency once a recipient is job ready. Employers have indicated that competing services are confusing and they usually just link with one employment agency and use their services. They don t have time to shop around for the service they require. The bridge linking ODSP dependent adults and spouses to OW employment supports is cumbersome. This population would be better served if there was an amalgamation of programs. Experience has shown that identifying eligibility for ODSP recipients by assessing disability and then just issuing a monthly cheque does not provide the intensive case management some of these clients require. The service level is not consistent with the case management style they received at OW. Some ODSP recipients can function withonly a monthly pension concept. Trends identified however through our survey indicate the majority of recipients need case management assistance, in order to access the services and benefits that already exist and to promote any employment or training opportunities. 10

12 It would seem that two programs using the same technology, with different legislation requirements, and different case management styles is counterproductive to helping the vulnerable in Ontario s society. 4. What would improve services to people receiving social assistance who face multiple barriers to employment? A common theme identified throughout this report has indicated the need for intensive case management programs. This service delivery model is identified as a key component to the success of the client. Ninety six per cent of service providers indicated they believed social assistance recipients in most cases require intensive case management to move forward to sustainable employment. The definition of multiple barriers changes according to the job market and with the recent recession more of the social assistance clientele have significant barriers. 5. How can Ontario s social assistance system better connect people with disabilities to employment services, or the treatment or rehabilitation they may need? The lack of coordination of services and mandates from various ministries and community agencies contributes to the disconnect for the disabled and employment services. In most cases disability programs are considered pensions with no employment requirements. A marketing campaign would facilitate a better connection between the disabled and employment services. This campaign would target employers and demonstrate the advantage of hiring people with disabilities. Communication is the key to the success of any connection between employers and the disabled. The continuation of staff professional development using the SAIL and PACE training programs will improve the skills for Case Managers and Employment Coordinators to provide the intensive case management required connectingparticipants with the workforce. 11

13 Section 2 Appropriate Benefit Structure 1. How should social assistance rates be determined? There is agreement with the Social Assistance Review Committee that there are no standards or methodology for determining the level of social assistance rates. The results of the annual Cost of Nutritious Food Basket for Brant County are consistent with the findings provincially. Social assistance recipients are using 28-37% of their income for food. A significant barrier for social assistance recipients is obtaining the basic needs of food and shelter. Shelter or food should not be a monthly choice. It is evident throughout the survey that respondents think rates need to increase. The majority of service providers (77%) and service users (91%) indicated there should be a minimum income subsidy and a housing subsidy based on local housing costs. A rate increase of more than a $ a month was supported by 25% of service providers and 60% of service users. It was also recommended that OW rates increase to match ODSP rates, providing some equity in the system. In addition a review of the impact of the automatic increase in rent for subsidized housing when employment is obtained was noted. All changes in income need to be reported to the housing provider. As income increases so does rent. This is another subsidy that is lost when the client leaves the system or becomes employed. 12

14 2. How should benefits be designed to deal with the tradeoff between ensuring adequate income support and ensuring that people are better off working? The principle that dictates that employment income should always exceed social assistance rates, subjects social assistance recipients, who are already facing a trauma in their lives, to an existence where rates are insufficient to sustain their basic needs. 59% of clients responded they did not know all the benefits available to them Rules in general are rigid and inflexible; workers do not offer info freely to clients, leaving them in the dark In contrast to this 47% of clients and 71% of service providers indicated that rates should still be set lower than the minimum wage, because there should be an incentive for someone who is working. An average of 50% of all respondents identified earnings exemptions should be reviewed. Service users indicated they should be able to keep more of their earnings and the three month eligibility requirement should be eliminated. Service providers did not identify this as an issue. A common recommendation from service users was to allow the earnings up to the LICO level and then start deductions. The inequityfor other sources of income which are deducted at 100% was also noted by service users, suggesting that they be treated the same as earnings or not deducted at all. Survey respondents indicated that all income support programs should provide the same level of minimum support irrespective of individual circumstance whether it is age, loss of job, illness or disability. 13

15 3. Considering the potential for increased costs, what new benefits, if any, should be provided to all low income individuals and families, whether or not they are receiving social assistance? The majority of respondents indicated that benefits were crucial and thereforeshould be extended to include all low income citizens. Further they emphasized a need for dental care to be provided for all adults. Transportation was also identified as a benefit that should to be issued universally to the social assistance population. Monthly bus passes should be covered in the basic needs of all recipients, rather than just to those who are job searching. People also need transport to buy food, attend appointments and participate in community activities. This contributes to socialization and the feeling they belong and become active members of the community. As indicated previously, there is an issue in communicating to clients the benefits they may be eligible to receive fifty nine percent of clients surveyed responded they did not know all the benefits available to them and someclients stated they believe the workers did not want them to know. Lack of communication was more evident with ODSP respondents. Additionally 90% of respondents believe discretionary benefits should be equal in each CMSM across the province. Discrepancies with discretionary benefits create hardship along with confusion for clients who move from one municipality to another. There is a belief that benefits should be consolidated to one source. Having drug benefits with MOHLTC and child benefits with CRA and employment benefits with MTCU and EI with HRSDC further complicates the social assistance system. Wigs in my previous municipality were paid the full amount and I moved and now it is limited to $ Confusion could be eliminated with an income security system providing all income and benefits in a seamless way to social assistance recipients but funded by the various ministries and mandates. 14

16 4. Should asset limits and exemptions be changed to improve the social assistance system? The OW asset level was identified as being toolow and recommendations were made to implement the same asset structure that is available to ODSP recipients. Clients believe that the return to work at a lower paying position when all assets have been depleted hampers the success of employment as they have no cushion for emergencies. Life insurance cash surrender value repeatedly has been noted as an asset that should not be counted. It was suggested it be exempt unless the client accesses the funds from the cash surrender value. Matrimonial homes also create hardship for applicants recently separated, who are trying to establish some stability for their family. If they are not living in the matrimonial home, it is considered a second property and the client is usually ineligible. If they are living in the home and the ex-spouse is paying the mortgage, that amount is deducted as income at 100% again usually making the client ineligible. The client is in the position of choosing shelter or food. People work hard for things in life. Sometimes things go bad and you need assistance. You should not lose all of your possessions to get help. I lost everythingandi have nothing Reducing assets takes away the person s dignity. Funds from an inheritance were also identified as an asset that should be exempt. Suggestions were made that life insurance, RRSP, matrimonial homes, and other assets could be exempt for a temporary period, a minimum of 6 months to allow clients to get back on their feet. 15

17 Section 3 Easier to Understand 1. Are the rules meeting their objectives? Ontario Works has four objectives: I. recognizes individual responsibility and promotes self-reliance through employment; II. III. IV. provides financial assistance to those most in need while they meet obligations to become and stay employed; effectively serves people needing assistance; and accountable to the taxpayers of Ontario. Repeatedly throughout this process, the word punitive is used. A shift in philosophy is required. According to the 2004 Deb Matthews report case management involves the administration of over 800 rules. That in itself is overwhelming for staff let alone clients. Emphasis needs to shift to the needs of the user and recognition of individual circumstances. 2. Are there rules that are not working? With so many rules, social assistance is seen as an intrusive, threatening delivery model of income support. There are many rules that do work to provide a social assistance program that is fair to all. Unfortunately trying to be fair to allcreates rules that donot work. The System is supposed to help you not destroy The complexity of the rules and the requirement for documentation add to the issues for clients. They do not have the funds to obtain the required verification and they can t afford transit to access the agency information required. It was noted by both service providers and clients that a reduction in the reporting requirements and easier paperwork should be considered. If this was changed, it would reduce the necessity to frequently travel to the office. An example of system issues that waste time, money and aggravate or intimidate clients are illustrated in the frequent letters clients receive. Too often clients are sent letters that their benefits will be or have been suspended when really it is just that their income card was late. A focus for the commission is to concentrate on reducing administrative requirements so Case Managers can use their time more effectively to work with clients, rather than process paper. 16

18 3. What changes do you suggest? The rules that surround spousal relationships and under 18 couples are complex and inconsistent. The definition of a spouse should be consistent with other ministry legislations (e.g. Family law act) Young single and couple applicants under the age of 18 are particularly difficult to administer and require extensive follow up by Case Managers to determine eligibility. CAS should take an active role in these cases as technically they are still children and still require supervision and funding supports. The loans and gifts policy should be administered with the same parameters across the province. Respondents have indicated that there should be more incentives to exit the system. In particular,they requested the earnings deduction be lowered initially until they have attained some stability in order to handle any emergency expenses. The Addictions Services Initiative (ASI) program was targeted as being able to provide additional benefits to support the participant s integration to the workforce. One parent pointed out thatthese same benefits are not available for a single mother. Of course medical travel and transportation is available but must be a minimum of $15.00 a month.but even a $10.00 transportation fee can be why some children will not have food in their lunch for a few days that week. I have children I need to take to the Dr. but I don t get a bus pass but if I was an addict I would get transport to the methadone clinic. In spite of the development of local policies to accommodate the requirements of leaving a shelter the limitations of SDMT complicate this process. It is not possible to issue any funds or benefits until they leave the shelter, as they are already being funded. In order to move forward they need money to set up a new living situation.the coordination of services when clients leave the shelters was noted as being complex, particularly for victims of domestic violence by survey respondents. Temporary Care allowance is not seen as an income support program. Case managers do not monitor the care of the child, CAS involvement should be required. Grandparents have identified that TCA benefits are inadequate. In addition temp care parents usually do not qualify for OCB, NCBS, or CCTB because these benefits are based on the acting parent s income not that of the child. The TCA benefits should be administered by CAS to ensure adequate supports and funds comparable to a foster allowance are available for the protection of these children. OW is not a foster care program. 17

19 Section 4 Viable over the Long Term 1. What should the expected outcomes be of social assistance? There is agreement with the Social Assistance Review Committee that social assistance should provide an income security system that enables all Ontarians to live with dignity, participate in their communities and contribute to a prospering economy. In addition social assistance rates need to be sufficient to support adequate housing and a healthy diet. Research shows it is vital to provide healthy diets for children in or to promote healthy brain development, as well as keeping the child alert at school while he/she is learning. The survey included a question what would make social assistance better and asked respondents to rank the following. This chart demonstrates the percentage of high importance responses. The common priority for both groups is that better education and training be made available. The results vary from this point with service providers choosing easier rules and benefits be provided for all low income people and recipients opting for benefits for all (2nd) and increased payments (3rd). Recipients ranked financial improvements higher than easier rules but service providers think that easier rules are more important. 18

20 2. What can the provincial government and municipalities do to better integrate services? In two separate questions, social assistance providers were asked questions regarding funding and administration models. In both answers, over 75% of respondents stated that funding for employment and social assistance programs should be at the provincial level and further that the administration of the same programs should be at the municipal level. Service providers indicated there should be an amalgamation of employment programs, but very few thought that the social assistance program could operate in an EI format. Additionally,the majority felt it would not work to integrate all government income programs. Amalgamation of the ODSP and OW programs has been discussed by many since the inception of the two programs. The fact that there is a common computer system and the integration of the application process and transfer of cases suggests it could work administratively. This would also prevent the disruption in the case management for recipients by eliminating the requirement to move to another office, worker, and face new eligibility requirements. Spouses and dependent adults also would not lose the continuity of the employment programs and counselor. As stated earlier OW sites are already up and ready to service ODSP recipients and their family members. CMSM s have been working on the integration of Housing and Child Care Services and each municipality is at a different stage of implementation. The addition of ODSP would further support Human Service Integration locally. We hope some consideration is given to integrating the two programs while the province is building its new platform in COTS, whether it is now or in the future. EI is a difficult and confusing process for someone without barriers social assistance should not be administered like that program I think ODSP and OW employment supports should be completed through OW and EO should work with the general population and should be separate. 19

21 A decision must be made to determine if social assistance is strictly an income program or should it provide the case management required to assist clients to work on overcoming the barriers they face to reach independence. Until that decision is made, a service delivery model cannot be determined. It would be unfortunate to lose the intensive case management style of service for social assistance. Ninety six percent of service providers indicated intensive case management is essential for social assistance recipients. I believe that they need stronger relationships with staff to develop trust and stability Many people come across as more high functioning than they really are - this is a defense and a coping mechanism. The reviewers need to understand that a user dependent service delivery system would be a difficult adjustment for some social assistance recipients. It should be noted that clients with literacy, language and learning issues and lack of access to technology will struggle. Most need intensive case management before they can even begin to look for employment It would be seen as a step backwards as clients with multiple barriers need coaching, support and regular contact to move forward. 20

22 Section 5 An Integrated Ontario Position on Income Security 1. What should Ontario do to address the short term income support and training needs of people who are not eligible for EI? Employment insurance is another income support program that provides funds for specific target groups to re-enter the work force. This is a restrictive program and provides benefits only if eligibility requirements are met. Determining eligibility normally takes 6 weeks. People who are not eligible for EI, are forced to resource Ontario Works for financial and employment supports. Perhaps EI should be an income insurance program rather than an employment program.the funding might provide better efficiency by funneling to the municipality. This would allow the development of trainingand employment programs specific to the community and access to everyone to the local services. 2. What should the interaction be between income tested benefits, such as WITB and child benefits, and the social assistance system? Benefits like the WTIB and Children s benefits are all based on the previous year s income. This is a problem in the service delivery of these programs. Without the services of Ontario Works, the client of the federal and provincial programs would not have financial supports to handle a change in their circumstances from year to year. 21

23 3. Do you have suggestions on other areas of federal provincial interaction related to social assistance? There is an interdependence of federal and provincial income support systems to the municipally administered Ontario Works program. It is evident that the other departments and ministries are not mandated to provide an immediate financial support. The requirement for a 4 day turnaround time for OW provides immediate funds that are used to compensate for longer wait times of other programs. In fact, it is possible for OW to be issuing benefits for up to 12 months before other sources of income are available. OW rates traditionally are lower than the pending funds and create financial hardship for clients as they wait for other systems to process their requests. As a condition of eligibility, assignments and agreements to reimburse must be completed. These further complicate the process and in some cases, particularly Employment Insurance (EI), create additional financial stress when the payments are made on the assignment and again the client has no income or reduced income. Other levels of government are not positioned or staffed to respond to an application or change in circumstance immediately. Triaging, coaching and advocating are a normal practice in the OW world. Summary During our review with service providers and recipients 10 recommendations were developed for the commission review. These recommendations indicate there is a necessity to streamline the system and increase rates to support housing and a healthy diet for all. Although 10 recommendations have been prioritized, it should be noted that a band aid approach and quick fixes will not accomplish the goals of the commission. Therefore the emphasis should be on recreating a social assistance program with a focus on an intensive case management model in order to resolve the recipient s barriers, rather than on administration. Finally we appreciate the opportunity to provide a local submission to the commission and would be happy to participate in any additional processes as you move forward to reform Social Assistance in Ontario. We have asked the questions, now we must listen to what we have heard and be brave enough to move words into actions. 22

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