a n n ua l re p o r t
2010-11
section heading
‘‘
Unless the investment in children is made, all of humanity’s most fundamental long-term problems will remain fundamental long-term problems.
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www.cccdca.org l CCCDCA 2010-11 Annual Report
’’
UNICEF, “The State of the World’sChildren”
contents About This Report This document combines an overview of information about who we are and what we do, with a summary of recent results and our current strategic priorities. Its primary goal is to assist us in securing adequate financial resources to continue delivering quality services and meet a growing demand for these important services in our community and surrounding service area. At this current stage of our organization, that translates into more operating revenue to offset funding shortfalls from government, and raising new capital funds to expand our centre in Williams Lake.
Investing in kids……………………………………...................…………….......
4
Artic O
Our purpose....................................................................................................................... 4 Our services........................................................................................................................ 5 Our team.......................................................................................................................... 6 Historical timeline............................................................................................................ 8
Year in review .......................……………………………...........….……….......….... 9
U.S.A.
Highlights and outcomes........................................................................................... 10
Beaufort Sea
President’s Report......................................................................................................... 12 Board Members............................................................................................................. 13
Looking ahead …………………………………………….....……….........…...... 15
Key strategic priorities................................................................................................ 16 Great Bear Lake
Special thanks ……………….……………………………...................…................ 18
Partners & sponsors...................................................................................................... 18 Our donors & members................................................................................................ 19
Great Slave Lake
Lake Athaba
Williams Lake Vancouver Island British Columbia
Alberta
Vancouver
Seattle
Washington
Cariboo Chilcotin Child Development Centre Association 690 Second Avenue North Williams Lake, British Columbia, Canada V2G 4C4 Phone: (250) 392.4481 Fax: (250) 392.4432 Email: info@cccdca.org Web: www.cccdca.org
Calgary
CANADA U.S.A.
Portland
Oregon Canada Revenue Agency Charity # 118838481RR0001 British Columbia Society # S-0011156
This report includes summarized reports andSalt financial Great statements presented in more detail Lake to members and guests in attendance at our Annual General Meeting. For additional details or copies of these reports, please San Francisco send an e-mail request to info@cccdca.org. Oakland Cover photo: © iStockphoto.com / Jani Bryson
Boulder
investing in kids
our purpose The quality of our early years is a critical influence on the course and the outcome of our lives. Our development from before birth to six can affect schooling, occupational choices, and our lifelong health and well-being. Research demonstrates that: l The public saves an estimated $7.16 for every dollar originally invested in high quality child care l An investment of $1 in childhood immunizations saves $10 million in childhood illnesses and death from illness l Cumulative costs to age 18 of special services ends up being 20 to 30 percent lower when begun at birth rather than when begun at age six l Up to 46% of kindergarten teachers reported that half their class or more had specific problems in a number of areas in transitioning to school l Adults born in poverty who participated in high-quality, active learning pre-school programs at age three and four had half as many criminal arrests, higher earnings and property wealth and greater commitment to marriages (Success by 6: The Early Years – An Early Childhood Development Fact Sheet). Our Beginning The Cariboo Chilcotin Child Development Centre Association (CDC) is a registered charity that was formed in 1975 to fill a critical gap in health and education services for young children and their families in our community. Since that time, we have expanded our services and programs in order to address the growing demands of our community while adapting to the dynamics of public funding for health and education in British Columbia. A chronology of these programs and services is illustrated on page 8 of this document. Our Vision The vision of the CDC is to make a positive difference in the lives of children, their families and their community. Further, to share the CDC’s best practices in child development to assist all children and families throughout Canada to reach their full potential (optimal development, health, well being and achievement). Our Mission Our mission is to provide accessible, timely, quality services and supports that enhance the social, emotional, cognitive, and physical development of children and their families through an integrated service delivery approach Underlying our mission statement are the following principles: l All children have the right to quality early intervention services which facilitate their physical, social, emotional, communicative and intellectual development. l Services will be child focused strength-based and family-centred l Service will be community-based and responsive to change and developed to meet the individual child and family needs l Services will complement the existing family, honouring each family’s ethnic, social-economic and personal uniqueness l Services will be accessible, inclusive, evaluated, evidence-based
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l Services will be developed within the framework of community
partnerships and professional competencies Taken together our mission and principles encourage us to identify developmental delays early, provide quality programs, while remaining respectful of the environmental constraints faced by families. In addition, the CDC strives to ensure that the children and families that request services are able to access them easily and in a timely fashion. The Association overall philosophy and practice is to accommodate the special needs of clients, families, staff, volunteers and stakeholders when and wherever possible. As the demand for our services continue to increase, we make strategic adjustments to our operations to ensure ease of access to meet the needs of the clients, the families, and the community while dealing with systemic shortages in funding support. Our Community The Cariboo Chilcotin is a vast geographic area located in the Interior health region of British Columbia. While the CDC is headquartered in Williams Lake, our service and catchment area spans numerous communities west to Anahim Lake, east to Horsefly and Likely, north to McLeese Lake and Soda Creek, and south to100 Mile House and Clinton. We deliver services to over 80,000 residents as part of an integrated services delivery team in collaboration with our regional health authority (Interior Health) and respective school districts. We are also part of a province-wide network of child development centres as members of the British Columbia Association for Child Development & Intervention (www.bcacdi. org) which advocates for solutions to common challenges on behalf of its member organizations.
our services The Cariboo Chilcotin Child Development Centre is internationally accredited by the Commission on Accreditation of Rehabilitation Facilities (www.carf.org), thus ensuring the highest industry standards possible. CARF-accredited agencies like ours adhere to practices that are based on national and international standards of quality and accountability so our clients and investors maintain a high level of confidence in us. Our services are family-centered. We recognize that the family is the most important influence in a child’s life and we encourage the family’s involvement in all services for their child. We strive to meet these goals by teaching the family/ caregiver activities and strategies to be used within the child’s daily routines. We provide direct services to children and their families in ten program areas:
1 2 3 4
Child & Youth Care: Provides services to children and families by engaging children and youth in socio-recreational activities and supporting the parent’s ability to provide adequate care for their children. Intensive Support & Supervision: Service to youth referred under the Youth Criminal Justice Act to promote community safety and reduce the risk of youth re-offending. FASD Key Worker & Parent to Parent Support: Maintains and enhances the stability of families with children and youth with FASD and other complex developmental disorders in order to improve the children’s long term outcomes by increasing the knowledge of parents and professionals about developmentalbehavioural conditions such as FASD. Infant Development: Services for children aged birth to 3 years old who are at risk for developmental delays or with a diagnosed disability. Assisting the family to optimize their child’s development, and encourage participation in a full range of community activities and services.
8 9 10
For more information or to register for the classes please contact Rachel at 392-4481 ext.223. Preschool: Our preschool promotes the optimal development of each child’s abilities following the philosophy of the inclusion of all children. The preschool is for children aged 3-5 years of age. There is a fee for this service. Speech & Language Therapy: Provides services to children from birth to six years of age to improve communication skills and/or oral motor skills. Supported Child Development: Services for children birth to nineteen who require extra support. Assisting the family to optimize their child’s development, and encourage participation in a full range of community activities and services
5 6
Occupational Therapy: Offered to children from birth to 19 years of age assisting with activities of daily living such as playing, learning, feeding and dressing. Physiotherapy: Promotes physical development and movement in children from birth to 19 years of age.
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Pre Natal: Focuses primarily on coping with pain in labour, routines and procedures used during labour/ delivery, and preparing for the first two days after birth. One to two support people are welcome to attend. These labour “coaches” can learn a great deal about coping techniques for women in labour.
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investing in kids
our team—at the centre
6
ALISA Infant Development Consultant
Amy Custodian
ANGELA Physiotherapist
ANNI Administrative Assistant
Bernice Custodian
Catherine Occupational Therapist
CATHY Board Secretary
CHAD Board Member
CINDY Administrative Assistant
CLAIRE Infant Development Consultant
COLEEN Intake Manager
ELAINE Board Member
elisabeth Administrative Assistant
ERIC Treasurer
ERIKA Occupational Therapist
JANET Early Childhood Educator
JENNIFER Youth Forensic Psychiatric Social Worker
JERRY Board President
JOANNA Board Member
JULIA Speech & Language Pathologist
Karen Early Childhood Educator
kim b Supported Child Development Consultant
kim R Child & Youth Care Worker
linda Supported Child Development Consultant
Liz Crosina Child & Youth Care Worker
Lorene Custodian
mary Board Member
miKE Intensive Support & Supervision Worker
nancy Executive Director
pauline Occupational Therapist
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ralph Board Member
ron Board Member
ruth Parent to Parent Worker
SCOTT FASD Key Worker
shari Child & Youth Care Worker
sheila Custodian
new hires BILL BISTROW ??????????? LANA DAVIDSON ??????????? TEGWEN DOERING ??????????? shelley Child & Youth Care Worker
trish Supported Child Development Consultant
‘‘
vanessa Operations Manager
Vicky Board Member
The test of the morality of a society is what it does for its children.
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— Dietrich Bonhoeffer
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investing in kids
chronology of programs
8
START Date
CCCDC table r1
STATUS
Funder
LOCATION(s)
1975
Physiotherapy
Current Service
MCFD
Williams Lake 100 Mile House areas
1975/76
Special Needs Preschool
Discontinued in 1998/99 and replaced with Support Child Development and a typical preschool
1978
Occupational Therapy
Current Service
MCFD
Williams Lake 100 Mile House areas
1979/80
Family Support Program: Child and Youth Care, Parenting Skills and Supervised Access
Current Service
MCFD
Williams Lake and area
1980/81
Infant Development
Current Service
MCFD
Williams Lake area
Swim Program
Current Service
Donations / Bingo
1981/82
Riding for the Disabled
Discontinued and replaced with Horsin’ Around in 2004/2005
1983/84
Parenting Courses
Current Service
MCFD
Williams Lake area
1987/88
Family Support Worker
Current Service, Intake Manager’s Role
MCFD
Williams Lake and 100 Mile House areas
1988/89
Speech Language
Service funded by MCFD in 2001/02
Initially supported by Bingo and donations
1990
Under 3’s Preschool
Discontinued in 1998/99 and replaced with Support Child Development and a typical preschool
1992/03
Youth Street Worker
Current Service
Gaming
Williams Lake
1991/95
Fetal Alcohol Outreach Worker
Discontinued in 2007/08
Health Canada
Cariboo Chilcotin
1998/99
Supported Child Development
Current Service
MCFD
Williams Lake area
Typical Preschool
Current Service
Gaming / Parent Fees/ Donations
Williams Lake and area
2000/01
Youth Justice (Intensive Support and Supervision)
Current Service
MCFD
Williams Lake
2001/02
Speech Language
Current Services
MCFD
Williams Lake area
2002/03
Prenatal Classes
Current Service
Interior Health Authority
Williams Lake
2004/05
Families and Schools Together
In 2008 Restructured as Families & Children Together
Project-based United Way funding
Williams Lake
Horsin’ Around
Current Service
Gaming
Williams Lake
2005/06
Child and Youth Mental Health School Worker
Discontinued in June 2011
MCFD
Williams Lake and 100 Mile House area
2006/07
FASD Key Worker and Family Support (Complex Behavioral Disorder)
Current Service
MCFD
Williams Lake area
2008/09
Youth Forensic Psychiatric Services
Current Service
MCFD (Provincial Contract)
Williams Lake 100 Mile House and the Chilcotin
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the year in review
overview The CDC has operated continuously since 1975 and provides assessments, treatment, education, and assistance to children with special needs and their families. Our current programs and services are summarized on page 5 of this document, and the table to the left provides a chronological summary of the programs and services offered since our inception. This mix is determined by various factors including community demand, funding support, and new research findings that guide our efforts and resources towards, as we say, investing in kids. Our most recent operating year commenced April 1, 2010 and ended March 31, 2011. Our Annual General Meeting was held on November 28, 2011 at our main operating centre in Williams Lake. Elections of officers were carried out and the current Board of Directors are indicated later in this section. Also our audited financial statements were presented to attending members, and are included in abbreviated form in this section well. In 2010-11 we also completed the relocation of our staff to one central service area. Services Delivered by Age Our team provided a total of 808 services to 533 children ranging in age from birth to 19 years old, with the majority of children served between 3 and 6 years of age. Here is the breakdown by age: l 193 services were provided to children aged 0 - 2.99 years
2010/11. The Intake Manager reports that children with higher needs, higher health concerns, and more complicated genetic and neurological diagnoses are being referred. Not only are these children requiring a broader range of services, the therapeutic interventions that are required are more intense. There are: l More referrals from the paediatrician, who travels to
Williams Lake from Prince George twice a month and has his appointments at the Child Development Centres. l More referrals from the local medical community. l More families becoming aware of their children’s diagnoses
earlier. l More children who are coming into the care of the Ministry of
Children and Family Development. l More children are being referred to the Child Development
Centre for a developmental assessment that is being used by social workers to develop plans of care.
and represent 23.88% of services delivered. l 353 services were provided to children aged 3 - 5.99 years
and represent 43.68% of the services delivered. l 170 services were provided to children aged 6 - 12.99 years
and represent 21.0% of the services delivered. l 91 services were provided to children aged 13 - 18.99 years
and represent 11.26% of the services delivered. l 1 service was provided to children aged 19+ and represents
less than 1% (0.12%) of the services delivered. Caseload Composition There has been a significant shift in caseload composition in
This shift in caseloads increases the number and intensity of the challenges for staff members, particularly in the areas of: l Developing and sustaining a therapeutic relationship with
families that are struggling both financially and emotionally. l Providing the level of family support needed when a parent
(s) first learns about his/her child’s diagnosis and is in the initial stages of denial, anger, and grief. l Providing the level of supervision, family, and administrative
support needed when children are at risk of/or have come into the care of the Ministry of Children and Family Development. contined
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section the yearheading in review
overview
contined
Performance Feedback One of our key performance management tools is an annual survey to parents/guardians that measures four areas: effectiveness, efficiency, accessibility, and satisfaction. The following tables summarize the results of the surveys.
Effectiveness – School-Age
Effectiveness – Early Intervention
Effectiveness
Effectiveness
2007/08
2008/09
2009/10
2010/11
Helping with your child’s development
9.25
8.25
8.06
9.00
9.07
Meeting your family’s needs
9.58
8.25
7.86
9.00
9.14
9.14
Attending the child care setting of your choice
9.46
9.40
8.00
9.14
8.89
8.71
9.03
Planning your child’s transition
9.38
9.17
8.25
9.40
92.4%
96.13%
95.93%
97.68%
Response Rate to the Questions
75.0%
84.37%
88.32%
98.25%
8.84
9.04
8.91
9.05
Average Score across all indicators
9.42
8.77
8.04
9.13
2007/08
2008/09
2009/10
2010/11
Helping with your child’s development
8.43
9.03
8.78
8.99
Meeting your family’s needs
8.65
8.95
8.91
Attending the child care setting of your choice
9.08
9.28
Planning your child’s transition
9.17
Response Rate to the Questions Average Score across all indicators
Observation The average scores across all four effectiveness indicators were 9.05 and 9.13 for early intervention and school-age services, and exceeded the service delivery goal of 8.0. Overall Agency effectiveness score in 2010/11 was 9.09 as compared to 2009/10 of 8.48.
Efficiency – School-Age
Efficiency – Early Intervention
Efficiency
Efficiency
2007/08
2008/09
2009/10
2010/11
Timely response to inquiries
9.90
9.67
98.66
9.33
8.15
Timely receipt of report/s
9.46
9.00
9.00
9.07
95%
96.90%
Response Rate to the Questions
100%
75%
90%
96.66%
9.18
8.63
Average Score across all indicators
89.58
9.34
8.83
9.2
2007/08
2008/09
2009/10
2010/11
Timely response to inquiries
8.98
8.69
9.29
9.11
Timely receipt of report/s
8.98
8.80
9.08
Response Rate to the Questions
89.13%
97.42%
Average Score across all indicators
8.98
8.75
Observation The average scores for the two efficiency indicators were 8.63 and 9.2 for early intervention and school-age services, and exceeded the service delivery goal of 8.0. Overall agency efficiency score for 2010/11 was 8.81 compared to 9.00 in 2009/10.
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Service Access – Early Intervention
Service Access – School-Age
Accessibility
Accessibility
2007/08
2008/09
2009/10
2010/11
A convenient time
9.16
9.38
9.43
9.27
At a convenient place
9.25
9.51
9.51
Affordable
8.92
9.13
Culturally Sensitive
9.25
Response Rate to the Questions Average Score across all indicators
2007/08
2008/09
2009/10
2010/11
A convenient time
9.82
8.86
8.53
9.33
9.39
At a convenient place
9.76
9.15
8.66
9.40
8.84
8.79
Affordable
9.79
9.50
9.26
9.46
9.44
9.28
9.45
Culturally Sensitive
9.71
9.00
9.30
8.71
96.2%
97.93%
98.75%
98.45%
Response Rate to the Questions
92.4%
84.37%
96.66%
95%
9.22
9.37
9.26
9.22
Average Score across all indicators
9.77
9.13
8.93
9.2
Observation The average scores for the four service access indicators were 9.22 and 9.2 for early intervention and school-age services, and both exceeded the service delivery goal of 8.0. Overall agency service access score was 9.20 in 2010/11 as compared to 9.09 in 2009/10.
Satisfaction – Early Intervention
Satisfaction – School-Age Team
Satisfaction
Satisfaction 2007/08
2008/09
2009/10
2010/2011
2007/08
2008/09
2009/10
2010/11
Level of Involvement in child’s plan
8.62
9.11
8.94
9.01
Level of Involvement in child’s plan
9.49
9.17
8.53
9.06
Input into goals
8.62
9.07
8.87
8.79
Input into goals
9.55
9.17
8.80
9.33
Number of Team meetings offered
8.56
8.65
8.48
8.76
Number of Team meetings offered
9.19
9.20
7.83
8.78
Appropriate services based upon need
9.05
9.01
9.20
8.97
Appropriate services based upon need
9.46
9.17
8.40
8.53
Reviewing child’s progress
8.07
8.78
8.77
8.96
Reviewing child’s progress
9.57
9.17
8.73
9.33
Response Rate to the Questions
89.57%
96.08%
94.5%
70.92%
Response Rate to the Questions
99%
87.50%
96%
98.7%
Average Score across all four indicators
8.60
8.93
8.85
8.89
Average Score across all four indicators
9.46
9.18
8.45
9.0
Observation The average score for the four satisfaction indicators for early intervention and school-age services was 8.89 and 9.0 which exceeded the service delivery score of 8.0. Overall agency satisfaction score was 8.94 in 2010/11 as compared to 8.65 in 2009/10.
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the year in review
p r e s i d e n t ’s r e p o r t
E CDC PRESIDENT’S REPORT RAL MEETING OF TH NE GE AL NU AN E TH TO November 28, 2011
BC is families in the Province of special needs children and to es vic ser on, and of s end ent dep all elem es like them. We One of the most consistent opment Centres and agenci vel De and ild ent Ch of opm rk vel wo De g en and Family the presence and continuin pally the Ministry of Childr nci pri s rce sou g din fun jor co-operate with, two ma ual generosity. Gaming Branch and individ the is, t tha ds, fun d ate don rces, even ship with these funding sou e had a very good relation hav to ate s, but tun rce for sou y g larl din ship with our fun The CDC has been particu we had a friendly relation e hav y onl o are an t wh s No y. eer unt nom ludes the many vol in times of a struggling eco eptional staff, and this inc exc an p and the kee ms and gra t rui pro rec Horsin’ Around also we have been able to ms such as the Swim and gra pro ded fun ent nm ver essential help in our non-go by donated dollars. munity programs funded com term rt sho er oth ny ma C) is it as the Williams Lake CD opment Centre (we know vel De ild Board Ch e abl tin dge ilco Ch wle petent and kno The success of the Cariboocutive Director and a com Exe and staff s to nt icie elle pol g exc kin an blish forward loo due to the combination of e worked together to esta hav ups gro to two ate se tun the for rs are yea To this end we of Directors. For several ition of community needs. ogn rec cial as l spe wel and as al ht leg rsig al, business, financi provide leadership and ove Board Members who bring ing with car y nit and mu ed icat com ded the e of mbers to provid have a full complement with the other Co-op me rks wo also C CD e Th le. needs expertise to the tab and delays. es that avoids duplication effective and timely servic ded services clients and the acuity of nee ervention and school age int ly ear h rking with bot wo of s tly ber The Board is presen The increase in the num treatment spaces available. the and ly working staff ive on act re is ssu tment space, and has put considerable pre e additional office and trea vid pro to attracting staff in ior l sen sfu ces we may be suc the Executive Director and sible. With these additions pos as n soo as pen hap s to raise funds to make thi vices on site. additional professional ser ility of changes to and tinue to monitor the possib con l wil ard Bo C CD e Th dergarten activities due to , day care and all-day kin ool -sch pre on act imp the e our staff. and how they may involv various Ministry dictates, nt and caring efforts to Board for their commitme the nk tha to like uld wo I children in our nt of services to families and efro for the in C CD the p kee newest Board Member, come Joanna Sanders, our wel to also and y, nit mu com year appointment. who is filling a vacant two
J.J.Tickner President
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2011-2012 Board of Directors
Cariboo Chilcotin Child Development Centre Association Board Members Back Row (left to right): Mary Skellett, Ralph Fowler, Chad Matthies, Ron Malmas, Joanna Sanders and Elaine Watt Front Row (left to right): Vicky Sales Connie Sauter(Vice President), Jerry Tickner (President of the Board), Eric Johansen (Treasurer) Missing is Cathy Chernoff and Brian Stefan
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section the yearheading in review
revenue & expenses
CARIBOO CHILCOTIN CHILD DEVELOPMENT CENTRE ASSOCIATION Statement of Revenues and Expenditures Year Ended March 31, 2011 2011 Revenue Ministry of Children and Family Development Gaming Rental income and expenses recoveries Fees Donations Miscellaneous Fundraising Interior Health Authority United Way Interest Amortization of deferred capital contributions Total Revenue General & Administrative Expenses Accounting services (Note 7) Advertising Amortization Bad debts Bank charges and interest Board expenses Contracted services Furniture and fixtures Insurance Office supplies and postage Photocopier charges and lease Professional and membership fees Property taxes Recruitment Repairs and maintenance Seminars and workshops Special events and promotions Supplies and services - programs Telephone and utilities Travel Wages and benefits Total Expenses Excess of Revenue over Expenses
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2010
$ 1,609,636 119,009 103,222 82,539 33,289 4,806 3,671 3,327 3,140 3,132 19,814
$ 1,725,922 116,791 80,261 102,962 41,949 4,826 24,365 3,196 12,140 6,535 24,821
$ 1,985,585
$ 2,143,768
81,023 3,680 90,535 479 3,250 2,404 9,579 6,638 20,920 20,511 10,344 41,467 7,952 494 40,020 33,970 6,438 54,164 67,276 24,494 1,441,533
102,717 3,183 116,399 1,610 1,992 25,785 6,975 14,389 20,862 10,818 31,807 7,221 19,059 25,910 6,816 75,979 68,565 28,214 1,550,516
$ 1,967,171
$ 2,118,817
$ 18,414
$ 24,951
looking ahead
overview
‘‘
We think of early childhood development as economic development in human capital. The studies show that the public gets a better return on its investment if government focuses its resources on human capital (education, especially education in the very early years) than on physical capital (businesses). The problem with promoting early childhood development as economic development is that it is a much longer-term project and a much less visible one than an investment in physical capital.
— Art Rolnick,
’’
interviewed by the Harvard Family Research Project (www.hfrp.org) while Director of Research & Public Affairs with the Federal Reserve Bank of Minneapolis (now Co-Director of the Human Capital Research Collaborative at the University of Minnesota (www.humancapitalrc.org))
Our top priority for 2011-2012 The public demand for our services continues to grow and with that our top priority remains the ability to deliver quality services in a timely manner. The communities served by our organization throughout the vast CaribooChilcotin area continue to benefit from one of the shortest wait times in the province. This is something we are committed to maintaining and which is contingent upon expanding our operating centre in Williams Lake in the near future.
Plans are proceeding to expand our centre on 2nd Avenue and involve a revenue development plan that will generate monies needed in addition to cash reserves set aside that will finance this capital expansion plan and its completion no later than 2013.
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looking ahead
key strategic priorities The bigger picture This section summarizes the key goals and objectives of our organization which are set, tracked, and reviewed on an annual basis by our Board of Directors. These goals and objectives, along with corresponding strategic plans, are
documented in detail in the CDC Strategic Business Plan. These goals and objectives are categorized into five areas (Facilities, Finances, Governance, Human Resources, and Service Delivery) and assigned timeframes as follows.
Facilities 7 to 10 Years
Meet space requirements of all services and supports provided by the agency and continue to determine the suitability of new opportunities to co-locate or combine services with other community service providers.
4 to 6 Years
Solicit financial support from municipal, industry and regional governments to expand CDC facilities for services for children with special needs and their families.
1 to 3 Years
Conduct a visioning session between the Board and CDC staff to identify current and future service and community needs that can form the concept of a new facility. Determine whether current space limitations are a barrier to service delivery. Update the current costing formula used for to building and janitorial costs to specific government and lease contracts. Review the economic forecast and monitor changes in the City of Williams Lake Official Community Plan as well as the CRD fringe area Official Community Plan. Investigate the Provincial Neighbourhood Learning Centre concept to determine if there are possible synergies with the CDC service deliverables and/or facilities. Finances
7 to 10 Years
Reduce our dependency on gaming revenues to fund event, programs and services. Have six months of operating funds in reserve to ensure ‘survivability and continuity’ of agency functions. Have a capital replacement plan that is reviewed and updated annually. Target annual budget surpluses of 5% Secure new sources of revenue.
4 to 6 Years
Ensure that any cooperative programs or shared use be outlined in a written protocol agreement. Increase all contract service revenues annually by 5%. Maintain annual donations, fees and rental income at 15% of total revenues. Transfer the budgeted depreciation amount to the Capital Replacement Fund annually. Secure a ‘continuing agreement’ with the Ministry of Children and Family Development for all contracted services. Secure authorization(s) to redistribute revenues to meet the changing needs of children and their families. Explore the options with MCFD to change contracting periods.
1 to 3 Years
Increase all income (revenues) sources by 5% per annum. Launch a capital campaign. Develop capital budgeting processes for major and minor capital replacement. Governance
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7 to 10 Years
Lead and govern effectively by utilizing fiduciary, strategic and generative tools and processes. Board meetings will be characterized by candour and an open exchange of ideas and concerns to ensure continued responsiveness to community needs.
4 to 6 Years
Meet the Commission on Accreditation of Rehabilitation Facilities (CARF) governance standards.
1 to 3 Years
Create a Taskforce to identify the required competencies and skill sets of the Board of Directors. This taskforce will become active when the Board receives a resignation from a current Board member or there is a Board vacancy. Maintain a roster of key community influencers as potential Board members. Develop marketing materials to recruit new Board members – job descriptions, benefits of membership, time commitments, etc. Prepare a Board succession plan that identifies the expertise and knowledge required by the organization. Offer Board orientation and ongoing governance training to assist Board members to govern and lead effectively.
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So long as little children are allowed to suffer, there is no true love in this world. Isodore Duncan Human Resources
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7 to 10 Years
Continue to maintain healthy workplace practices and principles that value and enact the principles of life-long learning as a strategy for effective recruitment and retention of staff.
4 to 6 Years
Continue support for staff training and professional development at the practice level and the post-secondary level. Work with higher education agencies to deliver relevant training for frontline staff. Maintain a team lead, functional needs and family-directed approach to service delivery. Review and update the staff succession plan.
1 to 3 Years
Develop recruitment and retention strategies to ensure that staff and staffing levels meet the performance expectations of the organization and contract requirements. Advocate for a two year diploma program in Early Childhood Education at the Williams Lake TRU campus. Maintain staff training and professional development support funding. Continue to implement healthy workplace practices. Develop a succession plan for all staff positions. Service Delivery
7 to 10 Years
Expand the current community-based systems of children’s developmental services by integrating services at the community level. Be recognized as the local agency with the expertise and service quality to effectively launch new programs and services for children and families. Be recognized for effectiveness of program delivery and service excellence. Continue to offer programs and services appropriate to the agency’s mission and mandate.
4 to 6 Years
Support the development of a ‘comprehensive continuum of care’ for special needs children and youth and their families. Improve the CDC’s consultation with First Nations stakeholders and referral sources. Work with education, health and social services to integrate service delivery. Improve supports for special needs children transitioning into or out of school systems. Provide services to the under-served or hard to reach parents of children with special needs. Deliver projects that support evidence-based research, program evaluation and innovative changes to both service and business practices. Maintain a database of child population growth projections, school enrolment and live births statistics.
1 to 3 Years
Enhance family engagement in the delivery of services and supports. Work to remove identified access barriers for children with special needs in child care after school programs. Establish and improve the setting and measuring of performance indicators for service and business functions in the domains of effectiveness, efficiency, and service access and client satisfaction. Develop an awareness campaign as part of a plan to market the CDC services. Achieve a three year CARF accreditation in November 2012.
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special thanks
Thank you! to all our investors The CDC acknowledges the financial contribution of the Province of British Columbia. Our service contracts with the Ministry of Children and Family Development represent the majority of our annual operating revenue. To supplement these funds, we earn additional monies through service contracts with the Interior Health Authority, United Services Co-op, Three Corner Health Services Society. Our work and successes in the communities we serve would not
CICSC: A UNIQUE PARTNERSHIP In 2002, the CDC forged a strategic alliance with four other community service agencies: Canadian Mental Health Association; Boys & Girls Club of Canada; Women’s Contact Society; and Association for Community Living (now Community Living British Columbia). The Central Interior Community Services Cooperative was incorporated in 2005 and its five member organizations remain committed to working collectively to improve their autonomous organizations while concurrently maintaining a collaborative structure that supports their ongoing work together. For more info, visit www.communityservicescoop.org.
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www.cccdca.org l CCCDCA 2010-11 Annual Report
be possible without the tremendous support of our partners in service delivery, including the Interior Health Authority, School District our partner agencies in the Central Interior Community Services Coop (see sidebar for details), as well as foundations,individual donors and corporate service clubs Additional key funding partners include Gaming, Thompson Nicola Cariboo United Way, Laker’s Car Club, Provincial Employees Community Services Fund, Williams Lake Lions Club and Williams Lake Day Break Rotary Club Our service delivery system is dependent on many more important players including community child care workers, pediatricians, physicians, psychiatrists, public health workers, nurses, audiologists, hospital employees, and other health and education personnel who we acknowledge for their efforts. We also thank the many individuals and organizations who have supported and sponsored our fundraising efforts over the years. Last and certainly not least, we thank the thousands of volunteers who have given and continue to give so willingly of their time.
donors & members Abigail King Allison Getz Amanda Enterprises Amanda Rennie Ann Smith April Harrison Ashley Callander A Watts B&J Trucking Barb Eden Barbara Gosling Bau Contracting BC Hydro Beaumac Installations Ben Matthies Ben Torarek Bev Boates B&J Trucking Blacky’s Truck & Car Wash Brent Riplinger Brian Battison Brian Purdy Bruce Reid Trucking Canadian Tire Cariboo North Constituency Office Carol Humm Carol Johnson Carole Weil / Tasco Caroline Leckie Cathy Chernoff Charlene Harrison Charles & Edith Fawcett Chris Hicks Christine Seinen Christine Smith Christy Michaud Claire E. Bellmond Claire Landry Classic Rodeo Riders Compassionate Care Inc. Connie Sauter Cori Post Darlene Doskoch Davan Durell Dave Dickson David Hall Debbie Aschwanden Dollar Dollar Domino’s Pizza Don & Gloria Harford Donna Barnett Doug Lawson Dr. Chris Montaya Dr. Dan Derkson Dr. G. Gill Dr. P. Vitoratos
Dr. Skye Raffard Dr. William Abelson Ed Mead Edward & Joan Oliver Elaine Watt Ellie Seelhof Elizabeth Pocock Ethel Winger Gail Farrar Gail Holman Gareth Williams Gavin Lake Trip Gene’s Paving G. Gustafson Gina Alexander Gloria Harford Gordon Stadel Gordon Wheeldon Grace Simpson Gwen Mullett Handi Mart Harold Giles Hayley Skea Heartland Toyota Horizon Climate Control Hume Inland Kenworth Isaac Steward Jacinta D’Andrea James Western Star Jane Flinton Janet Prosser Janet Whalley Jason Wright Jay Cheek Jay Harvey Jennifer Anderson Joan Oliver Joanne Tazelaar Johanna West John Russell John Saluatore John Shaw Johnston Meier Insurance Judy Desaulniers Judy Jenkins Julia Hodder J MacDougall Kane Fraser Karen Dunphy Karla LeClerc Karolynn Rhodes Kathy Klein Kathy Newell Kathie Frink K. Lund Krista Gerrior
Kristy Davis Kyleigh Williams Lakers Car Club Raffle Larry Stanberg Laura Bardell Laurie Walters Lee Whalley Leon Crowley Les Doskoch Lil Fletcher Linda Grier Linda Jantz Lisa Bowering Loretta Weingart Lori Edinger Lori Macala Lori Matheson Lori Shields-Macala Lorne Doerkson MH King Excavating Mahal Rushforth Margaret Pieti Marilyn Tanner Margaret Anne Enders Mark Kohlen Mark Nairn Mark Stevens Marko Zurak Marlene Close McCabb McDonald’s Restaurant McHappy Days Melissa Hogan Melissa Payne Mike Reinitz Mike Skellett Mindy Johnson Monica Lachapelle Nancy Gale Natalie Russell Nicole Ritchot Norma A Livingstone N Shuswap Tribal Council Overlander Hotel P Christ P James Parnell Pinette Paul Christianson Peggy Campbell Peggy Christianson Penny Reid Phil Vetter Pioneer Log Homes of B.C. Pioneer Logging PMT Chartered Accountants P S Liquor Store
Pythian Cerebral Palsy Committee Rachel Lawson Raemon Holdings Ralph Fowler Red Shreds Bike & Board Shop Retired Teachers Assoc Rhonda Kolcun Rhonda & Perry Roy Ric Lulua Richard McHardy Rick Albrechtsen Roberta Payne Roger Gysel Roger Solly Rotary Club of Williams Lake Roxanne Mallette Royal Bank Ryan Klingman Sandy Callander Scott McLaughlin Soda Creek Truckers Sparrow Designs Stacey Poirier Stampede Whirlaways Stan Progue Sue White Susan Woodward Tammy Gyselinck Team Telus Teresa Newsome Terri Tanner Theresa Hurd Thunder Mount Tolko Industries Tom Bingham Tom Salley Toni Pate Tracey Gard Tracy Hobner Trina Halfnights Trudy Cogg Uli Wittal United Carpet Val Biffert Wade Beaulieu West Fraser WF Truckers Assoc West Fraser Mills Williams Lake Lions Club Williams Lake Credit Union Williams Lake Daybreak Rotary Williams Lake Secondary School Williams Lake Stampede Association
If you would like to join our long list of investors please contact our office in person, by phone, or e-mail. www.cccdca.org l CCCDCA 2010-11 Annual Report
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‘‘
It should not be a banner year when public policy responds to the accumulated findings of countless research studies; but in the early childhood realm, it is.
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— Raising Young Children to the Top of the Policy Agenda: Lessons from Illinois, Ounce of Prevention Fund, Chicago, Illinois
Cariboo Chilcotin Child Development Centre Association 690 Second Avenue North Williams Lake, British Columbia, Canada V2G 4C4 Phone: (250) 392.4481 Fax: (250) 392.4432 Email: info@cccdca.org Web: www.cccdca.org
