5 Year Budget to May 2016

Transcription

1 5 Year Budget to May 2016 Approved by the Board of Directors: #Page 1

2 Contents Mandate... 2 Executive Summary... 2 Principles... 3 Budget Process & Inputs Budget Summary to Budget Summary Future "Focus" Programs & Key Activities Performance Measures & Targets... 7 Appendices... 9 Appendix 1 - Budget Financials and Schedules... 9 Appendix 2 Service Framework Appendix 3 - Service Array P age

3 Mandate Children's Aid Societies in Ontario have the exclusive mandate under the Child and Family Services Act (CFSA) to protect children who have been or are at risk of being abused and/or neglected by their caregivers, to provide for their care and supervision where necessary and to place children for adoption (CFSA, 1990). Executive Summary Highland Shores Children's Aid Society continues to follow its Vision, Mission, Values and Strategic Direction which were identified in May The forward looking 5 year budget helps to guide the Society by identifying expenditure and service level targets. To help achieve these targets, programs and supporting key activities have been prioritized and set out in this document. The Society has identified our top 3 programs and they are, in order of priority, 1) incorporating Signs of Safety (SOS) into all areas of the organization, 2) to improve outcomes through a Quality assurance cycle, and 3) the successful implementation of the Child Protection Information Network (CPIN) system which encompasses both service and financial activities. Fiscal is the third year of a five year Ministry funding model. For the duration of the model, the Society will experience a minus 2% annual core funding reduction. The model has also introduced a new concept known as the Balanced Budget Fund (BBF) which allows annual surpluses to be used within the following 3 fiscal years. Utilization of the BBF requires certain Ministry conditions to be met. The Society believes it will continue to see declining service volumes over the next 5 years in children-incare, investigation cases, and ongoing cases. This is due to demographic trends and the anticipated effect of programs initiated by the Society is projected to end in a balanced position with the support of $1,985,000 from the BBF. Total expenditures are up significantly compared to last year due to the costs associated with the preparation and implementation of CPIN. Year 2, sees expenditures returning to lower levels as CPIN will have been implemented. Years 3 to 5 show a continued reduction in overall expenditures as the Society reduces costs in line with service volumes. 2 P age

4 Principles Our budget framework will align with, and support, our Mission, Vision, and Values and our Strategic Operating Plan. Our best approach to remaining financially viable and meeting our mandate will come from improving our service delivery results and by becoming more efficient in all areas of our operations. We will use all available tools and processes to help deliver our mandate while retaining sustainability and find innovative ways when current tools and processes are insufficient. We will use our advantageous starting point including our accumulated surplus to invest in process, training and innovations to improve service and create efficiencies. Budget Process & Inputs The Society published its Strategic Operating Plan, May 2014 and it can be found on the Society's website. The document contains the Mission, Vision, Values and Strategic Direction of the organization. To operationalize the Strategic Direction, the Society undertakes annually the creation of a 5 year budget. The budget process starts in December and is presented to the Board of Directors in May. The budget process begins with establishing the assumptions that will help guide us in creating the 5 year budget. In addition, we set an overall not to exceed expenditure target based on Ministry funding and Balanced Budget Fund eligibility. Service volumes are projected which determine staffing based on established average caseloads. Staffing is then used to project salary costs. Service volumes also drive child related expenditures such as boarding, health and related, and client personal needs. Other operating costs such as Property, IS, Legal, Finance, HR, communications, inflation, collective agreement commitments, and insurance are also taken into account. To help move the Society towards its Strategic Direction, the organization has established a number of focus" programs. The costs associated with these are added to the budget. The senior leadership team prepares a draft of the budget and presents it to the Services and Administration Committee for recommendation to the Board of Directors. The Board of Directors approves the budget. Details of the Year budget are entered into an electronic template and sent to the Ministry along with any requests for use of the Balanced Budget Fund. Financial details for Year 1 are loaded into the Society's accounting system at the cost center level for comparison to actual expenditures as we progress through the fiscal year. In-year forecasts are done quarterly. 3 P age

5 Budget Summary Fiscal (unaudited) ended with expenditures of $43,308,019, funding of $44,106,037, leaving a surplus of $798,018. Our budget for fiscal is to have expenditures and funding equal $45,216,407 utilizing $1,985,139 from the Balanced Budget Fund (Appendix 1). Service volumes for children-in-care and family service cases (investigation and ongoing) are anticipated to decline from prior year (Appendix 1). Despite the lower service volumes we are budgeting for a significant increase in staffing to allow for the preparation and implementation of CPIN. This will increase our salary costs significantly. Children-in-care are declining but boarding costs are budgeted at a similar level of expenditures compared to last fiscal year due to changes in the "mix" of children placements and the associated different and escalating boarding per diem costs to Budget Summary Year 2 (fiscal ) is projected to have a major reduction in salary expenditures as we finish implementing CPIN and return to normal levels of staffing. Boarding expenditures also reduce in Year 2 as children-in-care continue to decline. Year 3 (fiscal ) sees expenditures reducing to $40,670,713. We are planning for the minus 2% mitigation continuing beyond leaving us in a surplus position, however it is unclear at this point as to this being the case. There could be significant risk if the Ministry alters its mitigation approach prior to the Society reaching its $36.3 million funding allocation. We expect that in fiscal the Ministry will inform us on the replacement/updated funding model. Year 4 ( ) and Year 5 ( ) see a smaller decrease in expenditures as service volumes begin to reduce more slowly year over year Future "Focus" Programs & Key Activities The focus programs and key activities include: SOS Signs of Safety (SOS) is an organizational framework that primarily refers to service delivery; however the Practice Principles in which it is embedded are transferrable to all service and non-service departments and to all staff up to and including senior leaders. SOS stresses the importance of relationships, critical thinking, and organizational implementation in order to embed the Practice Principles. From a service perspective, child protection workers are provided with additional tools that are aligned to enhance the key priorities in the Service Framework of Highland Shores Children's Aid (HSCA) (Appendix 2). The tools and Practice Principles enhance engagement, assessment, service planning and service delivery (within the context of child safety. The implementation of SOS at HSCA is a strategic priority outlined in our Strategic Plan. All staff have received an orientation or extensive training in SOS according to their role within the agency. Activities 4 P age

6 to date have focused on training and working with a group of staff Practice Leads as internal champions. Our work has been guided by licensed consultants with SOS. Our key activities to support the ongoing implementation of SOS for include: the development of a project team to oversee the various areas of implementation; consultation with licensed consultants from SOS with staff, management, senior leadership and the project team to support the transfer of learning from the training; and a buddy/mentoring system to support individual transfer of learning. Quality We believe that one of the key supports necessary for the Society to improve outcomes is to ensure we have a robust and coherent quality assurance cycle within the Society. This aligns with our strategic direction by supporting the Society to deliver value and quality client-centered services that are fiscally responsible. Key activities will focus on: 1) partnership with the University of Toronto to confirm research methodologies and outcomes; 2) process mapping in key areas to improve efficiencies; and 3) ongoing reporting on our Quality Improvement Plan (QIP) and based on our compliance rates we will identify areas for improvement, develop plans to address these areas and implement any necessary changes. Within a context of Plan/Do/Study/Act, HSCA will seek to understand its key performance outcomes, identify areas and methodologies for improvement and continue to assess and modify outcomes and actions as needed. The Society will also continue to post on its website the 5 Performance Indicators (PI's) as required by the Ministry. The Quality Framework and Quality Road Map will outline the plan for Quality Assurance at HSCA. These documents will be completed in the 1 st Quarter of CPIN The Child Protection Information Network (CPIN) has been designed to modernize, improve, and support the sustainability of child protection services through the replacement of multiple CAS information systems with a single province-wide enterprise system. CPIN is a Ministry sponsored service and financial system which will be implemented in a staged process across the province. The Society was originally planned to be an early adopter of CPIN, however due to changes in the staging of implementation, the planning and work that had been started was put on hold. The Society is 5 P age

7 currently scheduled to implement CPIN in the spring of 2017 and so this project has been re-started. There is an extensive amount of preparation work including data cleansing (removing errors, deleting duplicate records, etc.), digitizing data, and process mapping. CPIN trainers have shadowed other provincial CPIN implementations to gain first-hand knowledge. Work flows of all staff will be significantly changed and thus this is a change management initiative which will require extensive training across the organization. The Society will be engaged with the provincial CPIN project to further refine timing of key activities, to understand experiences of the agencies currently using CPIN, and to ensure a comprehensive understanding of the requirements for a successful implementation. Staffing will be put in-place early in the fiscal year to focus on data cleansing and to ensure data readiness for the transition. Process mapping will also be completed. Additional staffing will be required closer to the go-live date. Data readiness for CPIN will be monitored through electronic data integrity testing and the resulting reports from the provincial project and our current vendor. All staff will need to be trained on CPIN. RIM The Society is in the early stages of implementing a Records Information Management (RIM) department to digitize and store all records. The department is responsible for the records lifecycle regardless of format. This includes collecting, creating, receiving, capturing, organizing, using, disseminating, maintaining, protecting, preserving, and disposal. Policies and procedures have been developed. A vendor has been hired to digitize the information and the department has started digitizing historical and open case files. All file rooms will be consolidated and physical storage at several office sites will be eliminated. All open files will be digitized. In conjunction with CPIN, Open Text software will be utilized to implement an electronic record's and document management system for the Society. Shared Services The Ontario Association of Children's Aid Societies (OACAS) hired MNP as a consultant to work with the field to review shared services opportunities. The goal is to determine if a shared services arrangement at the provincial level would be worthwhile in order to lower costs, improve quality, and achieve more consistency in service delivery. The initial MNP report identified areas to be studied in greater detail and proposed an organizational structure. All societies were asked to sign a letter of intent agreement to continue supporting the study which HSCA complied with. OACAS has requested additional funding from the Ministry to do the next phase of the work. The Society has also entered in an agreement with several service providers in the Northumberland area 6 P age

8 to hire a consultant and review shared service opportunities at the local level. A tendering process was conducted and a consultant was engaged in the fourth quarter of The consultant's work is in the early stages. We have not been informed at the time of writing that funding has been approved to do the second stage of the work for the provincial shares services project. If the work continues and it is proven that a shared services arrangement is worthwhile, each society will be asked to enter into a participation agreement. We are waiting for the consultant report with respect to the Northumberland shared services project to determine a course of action Performance Measures & Targets Performance measures and targets for include: Operational Not to exceed our total budget expenditure. SOS Metrics for measuring outcomes of the implementation on service delivery will be developed in consultation with the University of Toronto. In addition, the Society will continue to work with the Casey Foundation on research projects related to fidelity tools for SOS. The results from this external research will inform the Society about increased capacity of staff, parental engagement, and organizational culture. Quality The Society will participate in semi-annual meetings with the University of Toronto and receive reports. In addition, a review of the work plan for the fiscal year will be completed. Per the Ministry initiative, Society level Performance Indicators (PI's) will be posted on the Society website. The Society will comply with the Ministry Broader Public Sector Business Document Directive to prepare and publish online business plans and other business or financial documents. A project team for responding to the Quality Improvement Plan (QIP) Ministry initiative has been established. The project team will develop audit templates and conduct baseline audits. QIP data will be submitted to the Ministry as required. 7 P age

9 CPIN To have the Society prepared for the implementation of CPIN including data readiness, process mapping, and all staff trained in their roles. RIM Have all open case files digitized on our current system. Continue to add as much legacy case file information as possible to our electronic system. We also plan to begin work on eliminating multiple data systems. Shared Services The direction the Society will take is dependent on consultant reports and their recommendations. 8 P age

10 Appendix 1 Budget Financials & Schedules 5 Year Budget Income Statement Highland Shores Child Welfare Budget 2015/16 Actuals (unaudited) Year 1 Year 2 Year 3 Year 4 Year /17 Budget 2017/18 Budget 2018/19 Budget 2019/20 Budget 2020/21 Budget Salaries & Benefits (incl.projects) $24,030,691 $25,329,717 $23,978,710 $22,806,025 $22,883,574 $22,938,229 Travel & Training $1,676,859 $1,730,428 $1,651,852 $1,562,364 $1,505,700 $1,461,072 Boarding Costs $10,750,615 $10,772,924 $10,158,309 $9,287,479 $8,181,753 $7,472,648 Client's Needs $4,495,213 $4,333,048 $4,345,552 $4,321,932 $4,292,049 $4,261,494 Special Projects $282,666 $534,000 $264,672 $70,000 $20,000 $20,000 Administrative & Operations Costs $3,403,789 $4,182,497 $4,107,682 $4,024,641 $3,972,062 $3,904,008 Revenue & Recoveries ($1,331,814) ($1,666,068) ($1,602,151) ($1,401,728) ($1,318,081) ($1,262,309) Net Expenditures $43,308,019 $45,216,546 $42,904,626 $40,670,713 $39,537,057 $38,795,143 Funding with -2% Mitigation Assumed $44,106,037 $43,231,407 $42,360,913 $41,526,505 $40,717,393 $39,927,541 Surplus / (Deficit) $798,018 ($1,985,139) ($543,713) $855,792 $1,180,336 $1,132,398 Balanced Fund Usage $1,985,139 $543,713 $0 $0 $0 Surplus / (Deficit) $0 $0 $855,792 $1,180,336 $1,132,398 Surplus / (Deficit) per Ministry Allocation ($3,853,135) ($2,708,079) ($1,951,915) 9 P age

11 Statistics 5 Year Budget Actual Budget Budget Budget Budget Budget Investigation Cases Open EOP Ongoing Cases Open EOP Total Family Services CIC EOP Foster Homes Adoptions Finalized P age

12 Staffing 5 Year Budget Highland Shores Child Welfare Budget Staffing Positions Mar 31/16 Positions Mar 31/17 Year 1 Positions Mar 31/18 Year 2 Positions Mar 31/19 Year 3 Positions Mar 31/20 Year 4 Positions Mar 31/21 Year 5 Total Family Services Total Children in Care Total Resources & Kinship Total Adoption Total Legal Total Infrastructure CPIN Project- direct staffing 7 18 TOTAL P age

13 Appendix 2 Engagement Assessment Service Planning Service Delivery Definition: Engagement is the foundation for building trust and collaborative relationships among children, youth, families, volunteers, community partners and staff Definition: Critical analysis of risk and protective factors that is informed by evidence, practice, experience, and consultation to ensure permanent outcomes for children and youth Definition: Services are individualized to meet the unique needs of the children, youth, and families we serve. Definition: Service delivery follows the needs identified in the service plan and is adjusted as indicated by ongoing assessment of needs with regard to safety, risk and family service plan goals. It is respectful of all cultures and ethnicities. Keywords: Empathy, Respectful, Inclusive, Transparency, Openminded Keywords: Objective, Comprehensive, Strength-based Keywords: Inclusivity, Empowerment, Clarity, Permanency, Resiliency, Autonomy, Flexible, Conferencing, SMART Goals, Collaborative, Least intrusive Keywords: Proactive, Respectful of Diversity, Professional Development, Family Team Approach, Adapting to Changes In Circumstance, Stability, File Closure, Evaluation 12 P age

14 Appendix 3 - Service Array Our Service Array is the list of all of the services we currently offer. While the Service Framework is meant to guide our approach to service over a longer period of time, the elements within our service array are meant to change and evolve as we improve them and adapt our organization to the needs of those we serve. Our list of services will be maintained and updated as necessary in the appendix. 13 P age

15 Highland Shores Service Array Direct Child Welfare Services (it is recognized that the service path is not necessarily a linear process) Intake and Screening Initial Investigation and Assessment Ongoing Child Protection Out of Home Placement Services to Children in Care Adoption Placement Disclosure Adoption Recruitment and Assessment Placement Resource Support Placement Resource Recruitment, Assessment and Support Indirect Child Welfare Services Specialized Services Supports to Service Delivery Training Quality Legal-Family Outreach and Policies, Processes, Volunteer and Children's Assurance Communications Forms Management Services Back Office Support Functions Finance Property Procurement Administration Human Resources Information Technology Fundraising HSCA 5 Year Budget to P age

16 Direct Services to Clients Placement Resource Recruitment, Assessment and Support Kinship service-family finding Customary care Foster/adoptive -family finding Child specific recruitment (for high need children and siblings) Safe and PRIDE training Crisis resource Respite Retention Services to Children in Care Supervision to government standard Independent Living Permanency planning Financial literacy for youth Extended after care Renewed Youth Support (RYS) Continued Care and Support for Youth (CCYS) Adult transition planning Post adoption Initial Investigation & Assessment Safety/risk assessment for children Safety planning Joint investigation with collaterals Institutional investigations After-hours and investigations Caregiver community investigations Serious occurrences Referral to community supports Initiate legal process Placement Resource Support Outside paid resource assessments, reporting and annual reviews Negotiation of rates for special supports to placement Serious occurrence investigations MCYS-set OPR rates Individual service agreements One-on-one service agreements Intake and Screening Business hour calls After hours calls Decision to investigate Referrals to community agencies Ongoing Child Protection Safety planning Family support In home protective care Investigation and subsequent transfer Service needs assessment Child development teaching & coaching Parent education, coaching and mentoring Linking families to community services Wrap around plans for family support Permanency planning Admission prevention Transfers Assessment of protection concerns and outcomes Risk assessment and safety planning Service planning and review Initiate legal process Out of Home Placement In-care placement/ access/ matching/ selection Kinship care Agency operated care and outside purchased care Customary care Kinship service Supervised access Agency-licensed foster care Alternative care assessment Return to home community Disclosure File disclosure Child protection Child in care Adoption Legal services disclosure Client access to files Foster and adoption family file disclosure Adoption Placement Adoption assessment and placement Child specific adoption planning Adoption supervision and finalization (link with legal) Post adoption support and openness plan HSCA 5 Year Budget to P age

17 Indirect Client Services Specialized Services Parent Enrichment Program Helping Hands Triple P FET Procurement of: Specialized assessments for children (e.g. health, mental health, diagnosis for FASD, autism, learning & developmental disabilities, etc.) Some treatment e.g. therapy, individual and group Dental and Orthodontics Addictions consultant (drug testing and treatment) Psychological services Interpretation and translation High risk infant nurses HSCA 5 Year Budget to P age

18 Supports to Service Delivery Training Training, development and delivery including common training content, location and trainers for: o Staff o Board o Foster /adoption families o Volunteers Community education Joint training with collaterals French language training Quality and Performance Quality assurance Continuous improvement Enhanced accountability Performance indicators Data analysis Records management Legal Services Civil suits Specialty issues Insurance defense Claims Legal research Process serving Inquest management Note: Direct legal services Going to court Disclosure Note: Indirect legal services Going to CFSRB Work on child abuse registry Common Approaches Research and analysis Policy development Processes Forms Depository for directives Communication Global messaging Web design/maintenance Content management Publications development and distribution Community outreach Crisis/issues management Translation o French language service o Multi-language needs o AODA Volunteer Management Orientation Recruiting Training Performance management Program support Volunteer drives/ payments One to one Camp support HSCA 5 Year Budget to P age

19 Administrative Functions Finance Payroll Accounts payable Accounts receivables Expense management Foundation finances Internal audit Financial planning Financial reportingcorporation, charitable, MCYS Asset management Vehicles IT assets OCBe RESP Internal Audit Administration Event management Partner and alliance management Sector / Ministry liaison Records management Planning Board support Human Resources Job descriptions Recruitment and onboarding Benefits/ leave management Employee wellness and worker safety New Employee orientation Performance management Labour relations (planning, coordination) Diversity Disability management AODA impact HR systems Organizational design Legislative compliance HR metrics and reporting HR tools Workforce planning Information Technology Account management Tech support Business analysis / requirements for systems IT security Mobility support Manage services Infrastructure management Disaster recovery Telephony/telecommunications Project development Software development Private cloud services Property Asset Management Owned & leased sites Repairs & maintenance Furniture & other fixed assets HSCA 5 Year Budget to P age

20 Back Office-Sourcing Procurement Purchase of: Goods Services (e.g. counselling, drug testing, etc.) Technology OPR services Translation services Vendor Management Tender Management (RFP/RFS/RFQ/RFI) Contract Management Procurement support Fundraising Fundraising events Public Awareness Donor management Proposal management HSCA 5 Year Budget to P age

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