EDMONTON COMMUNITY AND FAMILY SERVICES THREE YEAR BUSINESS PLAN
Edmonton Community
Javelopment
LiBRARY 11104
Family Services
The City of Edmonton
June 11, 1996
Edmonton Community and Family Services Three Year Business Plan
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Department History and Contributions The new mandate for Edmonton Community and Family Services (EC&FS), approved by City Council at its regular meeting held Tuesday, March 5, 1996, includes the following as fundamentals of the Department's work: • • • •
Prevention and Early Intervention Community-Based Services Social Planning and Issue Identification, and Public Education.
The new mandate will enable the Department to continue to evolve to meet new challenges and changes in government policy affecting the needs of Edmontonians •
At the turn of the century, municipal employees worked in partnership with churches and other organizations to assist families and individuals in need.
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In the 1920's the City operated homes for orphaned children.
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In the Depression of the 1930's, the City Welfare Department provided relief for the unemployed.
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During the 1940's, the mandate was amended to reflect the different and emerging needs of children, youth and seniors. Municipally delivered social services included child welfare and juvenile probation and senior citizens' transit passes.
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The 1950's witnessed the Department's transition to a professional social work operation when a social worker was hired as superintendent.
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During the 1950's and 1960's, welfare became more readily available as a result of the federal Canada Assistance Plan Act and the Department's role in administering social assistance (or welfare) was accentuated.
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With the introduction of the provincial Preventive Social Services Act in 1966, the City of Edmonton, in partnership with the province of Alberta, began delivering preventive social services and funding community agencies to do so.
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About the same time, to enable the Province to develop a consistent service delivery system across Alberta, the City began handing over statutory services such as child welfare. Municipal social assistance was transferred to the Province in 1975, and by the mid 80's, the last statutory services --juvenile probation and day care for pre-school children -- had been transferred to provincial departments.
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The annexation of the town of Jasper Place in 1964 resulted in the Department acquiring its first community-based centre. The community delivery model proved so successfiil that the Department had established nine decentralized centres by the early 1990's.
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A provincial review of the Preventive Social Services Act in the early 1980's resulted in the concepts of prevention and community partnerships being expanded in the subsequent Family and Community Support Services Act. A review of this Act occurred in 1991, and further review this year is expected to see Edmonton continue to be eligible for conditional, preventive social services grants.
Demographic Trends in Edmonton Edmonton began this century with a population of about 2,600 people and is expected to enter the new century with a population of more than 659,000. The metropolitan population will approach 1 million by the year 2000. Edmonton's population is expected to grow for the rest of the decade at a rate of 1% per year. Most Edmontonians are capable, well educated, healthy and with minimal support will be able to face the challenges posed by changing social policies, economic conditions, and increased globalization. However, in relation to the rest of the province, common population needs indicators show some areas of Edmonton have the highest levels of unemployment, standardized mortality rates, of low-income families, single parent families and low education. The following demographic trends have been noted: •
The number of births is decreasing and the population of children ages 0 to 4 has begun to decline.
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The number of seniors over age 70 is increasing.
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Households and families tend to be older and smaller in size.
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The number of single parent families is increasing proportionately faster than the number of all families.
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The proportion of the population in their working years will gradually decrease.
The majority of immigrants will continue to be from non-European sources (e.g. Latin America, Asia, Africa, Caribbean) making Edmonton a more cosmopolitan community. Barring recession, employment in Edmonton should continue to grow and unemployment decrease more slowly. •
The unemployment rate is highest for youth, and this will continue.
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Edmontonians overall continue to become better educated (over 93% of the population over the age of 15 has more than a grade 9 education).
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Job training and retraining due to unemployment, are beginning to necessitate shifts in the traditional roles of Edmonton's post-secondary educational institutions
Edmonton has a higher percentage of low income families than does Alberta as a whole. •
More than 20% of all children live in low income families.
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More than one-quarter of seniors have low incomes.
The crime rate will continue to fall, including high profile violent crimes which tend to receive news media attention. •
Reporting of family violence will increase and more closely represent the actual number of incidents in the community.
The number of people requiring Supports for Independence will remain steady.
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Clients are continuing to be moved from welfare to other social support programs.
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Child Welfare cases have been increasing recently, and are expected to increase slowly over the next while.
Changes in Federal and Provincial Social Policies Efforts of Federal and Provincial governments to get their cumulative debts under control are resulting in reduced finding to municipalities and community agencies. Canada Health and Social Transfer - Federal Government cost-sharing mechanisms with the provinces will be through the new Canada Health and Social Transfer (CHST). CHST funding, combining financial transfers (cash and tax credits) for health, postsecondary education and social services, will be less than is being transferred to the
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Provinces currently. Alberta will receive $239 million less in 1996-97 than in 1995-96. Edmonton will not be able to access this source of funds as it had done with the former Canada Assistance Plan, resulting in a $4 million revenue shortfall for the Department in 1997. Employment Insurance - A new Employment Insurance Program will replace the Unemployment Insurance Program. The new program is in part a response to unemployed people taking longer -- almost twice as long -- to find new jobs (to a large extent due to restructuring in the economy). As an economy measure, the new program will provide lower benefits and for a shorter period of time. Government and business downsizing are already resulting in middle class unemployment, causing increased stress on families and thus requiring increased attention from Community and Family Services Department and other social service providers. Child Care - A national program to fund child care is being negotiated between the Federal Government and provincial social service departments. Adoption of a new national program may present opportunities for new support of municipal child care programs. Children's Services - Efforts to change the child welfare system will see new children's services authorities being established throughout Alberta and being responsible for overseeing and delivering child welfare services. Authorities will have responsibilities for some, but not all, services for children. The Capital Region Children's Services Authority includes Edmonton and St. Albert. FCSS Act - Responsibility for the Family and Community Support Services grants to municipalities was recently transferred back from Municipal Affairs to Alberta Family and Social Services. The City of Edmonton, Inter City Task Force on Social Policy, Alberta Urban Municipalities Association, Alberta Association of Municipal Districts and Counties and Family and Community Support Services Association of Alberta are expected to participate in reviewing the Act. The review is to take into account the role of the Family and Community Support Services Program in relation to other changed services of the provincial Department and to the role of the proposed children's services authorities. Changes in regulations and roles for municipalities may result from the review.
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Mandate Review Process A mandate review for the Department was undertaken in 1995 to clarify the role for municipal social services, to address the changing social services environment and to best position the City to meet the needs of Edmontonians in an effective way. •
The mandate review commenced in July, 1995, with the help of outside consultants.
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The review included staff, clients, agencies and Community & Family Services Advisory Committee (CAFSAC).
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The process examined the role of the Department in the social services infrastructure. An ad hoc committee comprised of staff agencies, clients and CAFSAC representatives identified and developed four fundamental areas of work for the Department.
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City Council approved the Department's new mandate in March, 1996.
Present Strengths The mandate review identified several strengths of the Department:
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The Department is comprised of a well-experienced team of professionals who provide effective community-based social services throughout Edmonton.
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Leadership, cooperation and community-based partnerships are key contributions the Department currently makes to the human services infrastructure.
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The Department's presence throughout the city puts it in a strategic position to assess needs and refer people to appropriate resources.
Vision for the Future The future for the Department will be in its strength to assess people's and communities' needs and coordinate services on a city-wide basis. EC&FS has the ability to span the city, to reach each neighborhood, to connect people to resources, and to identify and track trends. With this in mind, the ad hoc committee identified the following fundamental areas of work for the Department: •
Prevention and Early Intervention - effective measures to assist children and families achieve social and financial self-sufficiency. Supports to employment, skill development, intervention to prevent escalation of problems. Effective assessment and referral are the core of our business. Safer Cities Initiatives help prevent crime through social development. Community Based Services - providing information, resources and a process for grassroots committees and organizations to meet and resolve their own needs. This means physically housing staff with other agencies, schools, organizations where possible.
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Social Planning and Issue Identification - being more strategic about the kinds of services we provide and those which are purchased from agencies. Through the development of a Municipal Social Services Delivery Plan, focusing efforts and resources to meet the needs of vulnerable Edmontonians to help them achieve selfsufficiency.
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Public Education - providing educational opportunities to broaden awareness of social issues, to develop people's skill so they can effectively manage a variety of challenges, and to prevent social breakdown.
Supporting the core services of the Department are: General Manager's Office - provides for the overall direction through the setting of Department goals, policies, and procedures. As well, provides Department communications services, external agency liaison, support to Department Committees, and counsel and advice to the City Manager and City Committees. Finance and Administration - provides budgeting, financial services, payroll/ personnel and administrative support services •
Computer Services - provides for the development, maintenance, and management of the Department's automated information systems, and computer business support to the Personnel and Law Departments.
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Edmonton Community and Family Services
Mission Statement Helping people help themselves. Edmonton Community & Family Services supports and provides preventive social services designed to strengthen communities and assist vulnerable Edmontonians in becoming full participants in our city.
We Value •
promoting the social health and well-being of individuals, families and communities through education, prevention and early intervention.
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encouraging people to attain self-sufficiency and advocating for those yet unable to do so.
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looking for the potential in people and their capacity to contribute to society.
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respecting differences in people and ensuring equitable access to service.
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treating people honestly and fairly.
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identifying issues and responding quickly to people's needs.
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working cooperatively with other departments and organizations to achieve common goals.
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providing an environment which supports personal and organizational growth and the ability to learn.
Planning and DeVelOPMett
LIBRARY The City of Edmonton
Edmonton Community and Family Services Department
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Linking EC&FS to City Council's Vision for Economic Prosperity CITY COUNCIL'S VISION: •
An international smart city with a vibrant economy.* EC&FS supports employment for low-income families through a variety of services, such as out-of-school care subsidies, cooperative employment and training opportunities together with federal and provincial programs (e.g. Youth Service Canada), and other supports to employment.
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A capital city where businesses want to locate and expand* Supporting and encouraging Edmonton's quality of life, EC&FS's services contribute to the social infrastructure in our community. Active participation in initiatives such as Edmonton LIFE (Local Indicators For Excellence); development of a municipal social services plan; forecasting, identifying and tracking social trends and linking resources to needs; and strategic allocation of funds and resources, provide leadership in the nurturing of Edmonton's quality of life.
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A culturally diverse city where people choose to live, learn, work and play.* Recognizing the diverse needs of Edmonton's population, the Department is committed to assuring equitable access to services. The Department will provide educational opportunities for Edmontonians to focus on social issues and provide the tools and skills necessary for people to help themselves. This grassroots approach recognizes that there are many answers to each challenge and the Department is committed to fostering the most appropriate solutions for each circumstance.
CITY COUNCIL'S MANDATES Edmonton Community & Family Services sees a role in supporting each of Council four identified mandates, but takes a leading and significant role in supporting the fourth mandate in particular: Providing a physical and human infrastructure that contributes to economic development and quality of life* The Department plays an integral role in the "human infrastructure" which contributes to Edmonton's quality of life. *From Edmonton City Council's "Vision for Economic Prosperity".
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Areas of Fundamental Work 9
Prevention and Early Intervention Definition: In partnership with other organizations, provide a city-wide structure to deliver strategic services to vulnerable populations.
Goal 1:
To strengthen and support individuals, families and communities to help them achieve and maintain economic and social well-being.
Strategy 1 - Services for Children and Families To support and sustain the development of services that will help families to provide a nurturing environment for their children.
Action:
a) Implement in 1997 the recommendations of the Preschool Task Force Report, "Reaching Out to Children". b) Improve the ability of families using child care programs to access Departmental resources. c)
Investigate the possibility of administering preschool day care standards/regulations.
d) Maintain current systems for the provision of out-of-school care subsidies, monitoring and the development of appropriate standard e)
Explore, with communities, the possibilities of providing, and linking to, alternative child care arrangements.
J)
Seek and assist agencies to access available funding (e.g. Gaming Commission, Federal Child Care Initiatives, Early Intervention.)
Strategy 2 - Crime Prevention Through Social Development To promote safety and crime prevention through social work and other professional intervention.
Action:
a) Complete the incorporation of the recommendations of Safer Cities' Task Force into the Department's ongoing work with other Civic Departments and community agencies.
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b)
Increase resources in the community for dealing with the effects of family violence by allocating existing staff to another Spousal Violence Follow-up Team. Continue to support the co-ordination of community resources for Family Violence which includes the allocation of office space for the ECAFV co-ordinator.
Goal 2:
d)
Work with Office of the Commissioner of Housing to explore safe, long-term housing for victims of family violence.
e)
Support the implementation of two Youth Justice Committees in 1996 and two more in 1997.
To provide professional assistance, when necessary, to individuals, families and communities to meet their social needs.
Strategy 1 - Community Development To create opportunities that engage citizens in pooling their resources to address a shared social need.
Action:
a) Re-align Departmental staff and resources to focus on community development approach to provide more support to high needs communities so that they become increasingly selfsufficient. b) Provide additional staff training in the area of community development. c)
Continue staff support to the Youth Council.
Strategy 2 - Assessment To use professional skills to assess needs of Edmontonians and their communities and to connect them to appropriate resources.
Action:
a) Provide one-window access to Edmonton's social services network to improve co-ordination of services provided. b) Provide effective assessments of needs and referrals to appropriate resources in the community, as a core service provided by the Department from each worksite. c)
Help community to strengthen links between needs and available resources.
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d)
Train all staff to become more skilled in making appropriate assessments and referrals.
Strategy 3 - Advocacy To help people speak for themselves Action:
a) Improve training in advocacy skills for staff so they are better prepared to help people be advocates for themselves. b)
Identify on a regular basis, issues for consideration and action by the Department, for example the issue of inadequate food for children living in poverty.
Strategy 4 - Conflict Resolution To help people come together to discuss their differences and resolve conflict. Action:
a) Continue to support and encourage the use of community mediation. b)
Review the Department's hands-on role in the delivery of community mediation services with a view toward handing over full responsibility for this service to the Community Mediation Society.
Strategy 5 - Innovative Projects/Partnerships To address emerging needs by piloting innovative services in partnership with other organizations, agencies and communities. Action:
a) Initiate, participate and support the development of innovative early intervention projects, together with other stakeholders in the community. b) Evaluate pilot projects to ensure they meet communities' needs and are consistent with Corporate and Department visions. c)
Participate in and support the development of innovative early intervention projects to support the provincial reorganization of child welfare services.
d)
Establish a process and guidelines for staff involvement in prioritized community partnerships.
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Strategy 6 - Volunteers To provide volunteer opportunities for Edmontonians to become involved in effecting positive social change. Action:
a) Establish a co-ordinated approach to involving volunteers in the work of the Department. b) Ensure consistency in volunteer opportunities. c)
Develop, implement and evaluate a volunteer recruitment and recognition plan.
d)
Work with the Volunteer Centre to encourage increased, meaningful volunteer participation in the delivery of social services in the community.
10 Community Based Services Definition: In partnership with other organizations, provide a city-wide structure to deliver strategic services to vulnerable populations.
Goal 1:
To provide social infrastructure that contributes to economic development and quality of life.
Strategy 1 - Social Work Intervention To provide timely and targeted professional social work intervention to families to help gain or maintain their financial independence. Action:
a) Maintain the Department's involvement in addressing family violence issues. b) Provide consultation to new self-help groups in the community, as opposed to delivering services ourselves. c)
Work with other civic departments to address high needs populations, including creative employment initiatives (e.g. ACE).
d)
Pilot, with the federal and provincial governments, youth training and employment services from one central facility.
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Strategy 2 - Brief Counselling To assist individuals and families to develop ways of solving problems, coping with stress and building relationships Action:
a) Establish eligibility criteria and guidelines for staff to ensure individuals from low-income and high-need families have access to short-term counselling.
Strategy 3 - Multiple Site Service Delivery To deliver services to the community from a city-wide, multiple site, accessible network. Action..
a) Continue to offer responsive, integrated services to high need populations. b) Deliver services from a minimum of six strategic locations with satellite locations, co-housing with other agencies and Civic Departments, secondments and similar strategies to facilitate presence and function as necessary. c)
Improve access to services, by offering extended hours.
d)
Use information generated by the community to plan and evaluate services.
Strategy 4 - Organizational Review To review both the Department's internal structure and its support to City Council-appointed committees and enhance links among committees. Action:
a) Examine and adjust the Department's structure to ensure responsiveness to social issues and most effective use of resources. b) Review City's policy on co-housing City staff
Goal 2:
c)
Review support to Council-appointed committees.
d)
Develop computer network and support.
In partnership with citizens, other departments, other service providers and businesses, maintain a city -wide network of accessible services for vulnerable populations.
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Strategy 1 - Partnership To partner with business, Civic Departments and community groups to develop skills and resources for high needs populations that lead to a better quality of life and economic independence..
Action:
a) Continue staff support to Success by Six and Kids in the Hall. b) Continue professional social work consultation on the development of POPS (Prostitution Offenders Program). c)
Work with Community Health Councils to ensure that significant health issues affecting Edmontonians are identified and addressed.
d)
Review and adjust accordingly the current contract model for providing the Alternative Measures Program, looking at innovative approaches which emphasize community partnerships and intervention for youth and their families.
e) Maintain involvement with successful partnerships such as Parks and Recreation, Capital Health Authority, and Edmonton Police (e.g. NE Teen Drop In, ECAFV, GMCC). Strategy 2 - Accessibility To enhance physical and cultural accessibility to services from multiple service locations.
Action:
a) Incorporate Corporate diversity values and continue mandatory staff training in diversity. b) Review our staffing needs in order to enhance cultural sensitivity and address any barriers to employment. c)
Promote interaction among committees affiliated with the Department (e.g. Advisog Board on Services to Persons with Disabilities).
d)
Develop and implement a model to access interpreters.
11 Social Planning and Issue Identification Definition: Focus on developing a broad, encompassing social services delivery plan for Edmonton and on researching and forecasting emerging social trends.
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Goal 1:
To develop, implement and maintain a Municipal Social Services Delivery Plan for Edmonton.
Strategy 1 - Input To involve service providers, finders and other civic departments in the development of the Municipal Social Services Delivery Plan. Action:
a) Consult with the public, service providers, funders and other civic departments on their specific needs for data and information. b) Co-ordinate Plan development with General Municipal Plan. c)
Review and refine consultation process and content of plan with others.
Strategy 2 - Analysis of Social Conditions, Funders and Service Delivery To gather, analyse and provide social, economic and demographic data and social trends indicators. To assess services and resources available in the community and identify service delivery patterns and utilization. Action:
a) Gather information to define "high-needs" populations and neighbourhoods. b) Develop social indicators with other organizations. Track issues and forecast trends. c)
Develop the means for ongoing, broad community access to the Plan.
d)
Identify duplication of gaps in service funding and delivery.
e)
Provide information to funders and service providers. Suggest opportunities to make more strategic use of resources.
Strategy 3 - Staff Roles To develop greater clarity of liaison, consultation and monitoring roles for Department staff working with agencies funded by the Department. Action:
Develop a model for staff to work more closely with agencies and to assist Community and Family Services Advisory Committee in its funding decisions.
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Strategy 4 - Funding Decisions/Resource Allocations To develop and incorporate new processes to review and allocate Department resources (staff and funding) and re-align them to best meet priority community social needs.
Action:
Goal 2:
a) Together with CAFSAC, improve decision-making processes for funding decisions. Improve the social services network by ensuring all resources (internal and external) are directed at priorities. To ensure available community resources are best matched to priority community needs.
Strategy 1 - Co-ordinated Planning and Strategic Funding To encourage funders of social programs to use the Municipal Social Services Delivery Plan as a basis for co-ordinated planning and strategic funding.
Action:
a) Encourage use of the Municipal Social Services Delivery Plan and the concept of strategic funding by funders of social programs.
Strategy 2 - Strategic Resource Allocation by Community Organizations To encourage service organizations and businesses to use the Municipal Social Service Delivery Plan to increase awareness of social issues, and needs and to inform their allocation of resources.
Action:
a) Develop and implement a communications strategy to present the Municipal Social Services Delivery Plan to service organizations and the business sector, for their consideration and active use.
Strategy 3 - Use of Civic Resources To assist other Civic Departments, within their own mandates, to meet needs identified in the Municipal Social Services Delivery Plan.
Action:
a) Increase inter-departmental initiatives to maximize civic resources. b)
Improve information-sharing and partnership opportunities.
c)
Improve the social information contained in the SocioEconomic Forecast. Planning and Development LIBRARY Tha ,^ji.,/ of Edmonton
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Strategy 4 - Data Exchange To share and exchange data and information with other levels of government and organizations who analyse social trends, during the development of the Municipal Social Services Delivery Plan. Action:
Goal 3:
Provide City of Edmonton support to the Edmonton LIFE (Local Indicators For Excellence) project. Work with the Federation of Canadian Municipalities and other Canadian cities to report and monitor social trends.
To assist the Department and other social service organizations achieve continuous service delivery improvement.
Strategy 1 - Mentoring To help educate staff and community organizations on how to improve evaluation skills and service delivery information. Action:
a) Work with funders of social programs to identify training and support requirements. Use Department staff to help provide training and mentoring for others.
Strategy 2 - Consultation To provide consultation and advice to staff and other organizations about effective evaluation methods. Action:
a) Help service providers increase their abilities to analyse and improve the effectiveness of their own programs.
Strategy 3 - Evaluation To evaluate specific Department services. Action:
a) Identify annually the services to be evaluated Evaluate and provide feedback for improvement.
Strategy 4 - Performance Measurement To measure Department performance in relation to its Business Plan. Action:
a) Develop input, output and outcome monitoring mechanisms that provide indicators effectiveness of strategies and goal attainment. Use information as basis for business decisions and service improvements.
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12 Public Education Definition: Focus on strategies which effect attitudinal or behavioural change to address social issues. Public Education is a process by which information is shared, knowledge is acquired and learning occurs.
Goal:
To focus efforts on increasing knowledge and education opportunities for the public to change attitudes or behaviours about social issues and needs.
Strategy 1 - Establish Team To establish a designated team of staff to identify, develop and maintain resources needed for public education.
Action:
a) Identify skills required for team and re-assign staff.
Strategy 2 - Develop Educational Model To develop a model to address key social issues through education, and a mechanism to integrate education into Department practices.
Action:
a) Develop public education delivery model. b) Produce professional materials, tools and resources for educational activities. c)
Provide in-house training for delivery of educational activities.
d)
Pilot and evaluate activities.
Strategy 3 - Coordinate Resources To work cooperatively with external partners to develop and deliver education in a coordinated manner.
Action:
a) Develop two or three theme series of workshops, including participant/educator materials. b)
Develop other customized sessions.
c)
Develop fact sheets and education information for use in specific media publications.
d)
Pilot translations of information sheets, offer sessions in another language.
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e)
Learn from other public education organizations.
Strategy 4 - Department Commitment To cultivate an on-going partnership with all staff to develop, deliver and evaluate public education materials and activities. Action:
a) Seek input of staff in identifying theme series. b)
Seek information to develop materials.
c)
Involve Department staff in educational activities. Evaluate and improve.
13 Criteria Used to Evaluate Strategies Level 1 • Is it consistent with our approved mandate, mission and values? • Does it respond to a priority social need? • Does it support the approved corporate strategies? • Is it intended to serve a high needs population? Level 2 • Is this a unique service that only the City can provide? • Is this a service we have a contractual obligation to provide? • Does our participation add value? • What would be the impact be of not providing this service? Level 3 • Is the proposed approach cost effective? • Are there opportunities for partnerships with others? • Is there additional leverage potential?
14 Performance Measures Edmonton Community and Family Services, at the direction of the City Manager, has been developing a comprehensive set of performance measures which address the input, output and outcomes dimensions of the Department's newly approved mandate and work. With the development of a three year business plan, new measures will be required to demonstrate achievements resulting from new goals and strategies outlined in the business plan. Attachment 1 is provided as an example of performance measurement work done to date.
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Mandate:
• •
Prevention/Early Intervention... Community-Based Services.. Social Planning 8z Evaluation... Public Education
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CHILD CARE STANDARDS DEVELOPMENT, MONITORING AND CONSULTATION
Purpose:
Edmonton Community & Family Services develops appropriate child care standards and effectively monitors child care centres to ensure that care provided for Edmonton's school age children meets their social, psychological and physical needs.
Services:
The Department works with community stakeholders to develop and educate the public about appropriate child care standards. Staff monitor the care provided by child care centres and consult with care providers to improve the services they offer families. Staff also link families-inneed with other human services, as required. Monitoring standards enables Edmontonians to choose approved child care that adequately provides for the needs of their children. Meeting these needs contributes to the child's development, enhancing their ability to become healthy and productive adults. Parents are able to obtain child care, and be assured that the approved centre is providing appropriate activities, opportunities and supervision.
Impact:
Percentage of Approved Out-of-School Care Centres That Met City of Edmonton Standards 1993 - 1995 Edmonton Community
100 90 a) eti
80 70
o.
Family Services
60 50 1993
Edmonton Community and Family Services Department
1994
1996
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Business Trend Analysis
1993
1994
1995
1996
Tax Levy
9,102
8,930
9,764
9,650
FTE's
152.3
151.8
152.4
147.3
Union & Professional/Management Ratio
9.4
9.4
9.4
9.8
Administrative % of Expenses
5.9%
6.1%
5.9%
5.8%
Purchased Services FCSS Agencies Out-of-School Care Subsidy Day Care Funding Home Support
Department Services
4,496 6,304 913 329 12,042
4,500 5,812 913 319 11,544
4,500 5,716 913 319 11,448
4,380 5,716 913 269 11,278
9,684
9,832
9,800
9,324
16 Financial Strategies Needs-Based Funding Model The Department proposes that the Province of Alberta re-consider the way in which it allocates Family and Community Support Services funding to more strategically match dollars to need. The model developed by the Department uses critical "needs" indicators, together with per capita data, to identify areas of highest need. The model demonstrates a greater need for assistance for the City of Edmonton. The Province is currently in the process of reviewing the Family and Community Support Services Program, and an agreement to allocate funding based on need could result in up to $2 million dollars annually in additional funding to the City of Edmonton. One possibility is to suggest the Province use its budget surplus to provide the additional dollars required to address needs in high-needs areas. Revenue Stabilization Fund The Edmonton Community and Family Services Department relies significantly on grant funding from other levels of government. As a result of this, the Department is vulnerable to swings in levels of funding on short notice. This is further complicated by a fluctuating demand for out-of-school care services, Edmonton Community and Family Services Department
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further complicated by a fluctuating demand for out-of-school care services, which make it very difficult for the Department to accommodate changes in service, and negatively impacts on the Department's ability to respond with support or provide social services in the community. To assist the Department to better plan for service delivery, Edmonton Community and Family Services suggests that it be allowed to create a revenue stabilization fund. The stabilization fund could be funded from savings in out-of-school care or from grants from other levels of government that were not used at the end of the year. An example of such funds that may be available is the possible additional final cost-sharing of 1995 expenditures through Canada Assistance Plan if the Province does not exceed their ceiling for this period. This will not be known until quite late in 1996. Withdrawals from the stabilization fund would need the approval of City Council. A similar approach is being used successfully by the City of Calgary Social Services. Three Year Reduction Strategy The Edmonton Community and Family Services Department proposes that, if it is not able to obtain replacement funding for 1997, City Council give support for a three year expenditure reduction strategy. That is, the Department would plan to reduce expenditures by the amount of the funding shortfall over the three year business plan period (1997-1999). This approach would:
a) lessen the hardship to FCSS agencies, out-of-school care centres, and their clients resulting from a major reduction in funding within a very short timeframe. b) permit the Department to phase in the reduction of certain services and largely allow for staff attrition, to reduce positions. c) move the Department to a funding position where its operations are funded by municipal tax levy and grant dollars from provincial and Federal programs are directed to the community. d) provide the Department with transition time to realign services to external community agencies and ensure mechanisms are in place to properly do this, and maintain the human infrastructure. e) allow for time to negotiate with other levels of government for funding. 0 in the larger context of changes in the social environment, enable the Department to gain insights into the impacts of other changes happening in • the community, especially in the health and child care area, and to learn from them.
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g) lessen the impact on the users of our services who for the most part are least able to deal with the swift reduction in services by government and are most vulnerable. h) maintain the integrity and credibility of Edmonton Community and Family Services in the social service community. i) give recognition to the work of dedicated professional staff of the Department. j) give more time for the Department to focus on identifying significant issues that the City considers paramount for the Department to address with the community.
17 1996 to 1999 Budgeted Revenues and Expenditures Edmonton Community and Family Services is faced with a major loss of revenue in 1997 of $3.942 million. This is due to the termination of Canada Assistance Plan funding of $3.844 million, and to the final portion of the Province's three year reduction in FCSS funding of $.088 million in 1997. The attached schedule I shows the effect of reducing Edmonton Community and Family Services expenditures by the amount of the revenue loss, in total, and by phasing expenditure reductions in over the business plan period. The revenue loss is equal to 19.1% of total Department expenditures. The effect of the expenditure reductions on staffing is estimated to be the elimination of 29.1 FTE's. The loss in revenue is allocated equally per dollar of expenditure to Purchased Services and to Department services. For the period April 1, 1994 to December 31, 1996, the Province reduced FCSS Grants to the City by $1.8 million. During this period funding to FCSS Agencies has been reduced by only $120,000 and funding to out-of-school care has been reduced by $96,000. Edmonton Community and Family Services is working toward directing Provincial FCSS funding to the purchase of services from community agencies and out-of-school care centres, and using the tax levy as the source of funds for Department services. If City Council agreed to the phase in of the reduction strategy over the business plan period, it requires the City to contribute an additional $2.6 million in 1997, and $1.3 million in 1998 to the Department's current tax levy of $9.6 million. Edmonton Community and Family Services will continue to work with other municipalities to access additional grant funding from other levels of government. Any new funding would decrease the amount that would need to be added to the Department's tax levy.
Edmonton Community and Family Services Department
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Schedule I
Community and Family Services 1997 - 1999 Business Plan Target 3 Year Reduction Strategy ($000's)
Financial Summary
1996 Approved Budget
Business Plan Period 1997 1998 1999
1996 to 1999 Change
Net Expenditure (see details below)
20,602
19,288
17,974
16,660
-3942
Revenues
10,952
7,010
7,010
7,010
-3942
Tax Levy
9,650
12,278
10,964
9,650
FTE'S
147.3
137.6
127.9
118.2
*FCSS Agencies
4,380
4,811
4,327
3,845
-535
OSC Subsidy
5,715
5,482
5,249
5,016
-699
-
-
-913
29.1
Net Expenditure Details Purchased Services
*Day Care Funding
913 11,008
10,293
9,576
8,861
-2147
1,291
1,207
1,123
1,038
-253
Planning & Evaluation
470
438
408
378
-92
Children's Services Adm.
751
702
653
603
-148
67
63
59
54
-13
7,015
6,585
6,155
5,726
-1289
9,594
8,995
8,398
7,799
-1795
20,602
19,288
17,974
16,660
-3942
Department Services Manage. & Admin.
Ad. Bd. Pers. Dis. Community Based Serv.
Total Net Expenditures
*Day Care Funding is combined with FCSS Agencies in 1997 as per the Preschool Task Force Report approved by City Council on November 24, 1995.
COMMUNITY & FAMILY SERVICES ORGANIZATIONAL STRUCTURE FUNCTIONAL CHART - 1996
Edmontonlane
Landlord & Tenant Advisory Board
City Council Cornmuntty SoreWee Committee
City Manager
Community a Family Services Advisory Committee
General Manager Joyoe Turalen
Cualification / Equivalency, 6 Certification Committee
Children's Services Committee
Grants-in-kid Comrrittee
Safer Cities Initiatives Advisory Committee
Other Advisory Committees Supported by Department • Advisory Board on Services for Persons Nth Disabilities • Edmonton Urban Aboriginal Affairs Committee Edmonton Youth Council
Manager, Cperations Al Hagan
• Community Based Social Work • Assessment and Referral • Counselling • Family Violence Spousal Follow-Up Teens • Crime Prevention Through Social Development • Meclation II Dispute Resolution • Public Education • Community Development
Manager, Children's Services Kathy Barnhart
• Manitor Out-of-School Care Standards • Out-of•School Care Subsidies for Children of Low-Income-Families • Standards for Municipally-Approved Child-Care Programs • Emerging Issues and Concerns for High-Fisk Children • Pre-School Programs for Children in Poverty
Manager, Planning & Evaluation Mke Kroening
• Social Issue Identification, Tracking and Forecasting • Policy-Related Research 6 Analysis • Municipal Social Services Plan Development • Evaluations / Organizational Studies • Evaluation Consultation 8 Mentoring • Service Development Consultation • Information Management 6 Department Performance Indicators
Manager, Finance & Adainistrative Services Bill Likar
• Budgeting and Financial Reporting • Accounting • Subsidy / Grant Payments • Systems Development and Maintenance • Computer Services • Payroll / Personnel Services
Executive Director, Landlord a Tenant Advisory Board Katherine Weaver
• Delivery of Preventive Dispute Resolution Services Including Formal and Informal Medation • Public Education for Landlords and Tenants • Information and Referrals (Landlord Tenant Info Line) • Advice on Tenancy Issues and Prevention Strategies • Interpretation of Tenancy Law