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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.
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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 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 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.
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.
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 – early Intervention
eFFeCTIveneSS 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 9.07
Attending the child
care setting of your 9.08 9.28 9.14 9.14
choice
Planning your child’s transition 9.17 8.89 8.71 9.03
Response Rate to the Questions 92.4% 96.13% 95.93% 97.68% Average Score across all indicators 8.84 9.04 8.91 9.05
effectiveness – School-Age
eFFeCTIveneSS 2007/08 2008/09 2009/10 2010/11
Helping with your child’s development 9.25 8.25 8.06 9.00
Meeting your family’s needs 9.58 8.25 7.86 9.00
Attending the child
care setting of your 9.46 9.40 8.00 9.14
choice
Planning your child’s transition 9.38 9.17 8.25 9.40
Response Rate to the Questions 75.0% 84.37% 88.32% 98.25% Average Score across all indicators 9.42 8.77 8.04 9.13
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 – early Intervention
eFFICIenCy 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 8.15
Response Rate to
the Questions 89.13% 97.42% 95% 96.90%
Average Score
across all indicators 8.98 8.75 9.18 8.63
efficiency – School-Age
eFFICIenCy 2007/08 2008/09 2009/10 2010/11
Timely response to
inquiries 9.90 9.67 98.66 9.33
Timely receipt of
report/s 9.46 9.00 9.00 9.07
Response Rate to
the Questions 100% 75% 90% 96.66%
Average Score
across all indicators 89.58 9.34 8.83 9.2
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.
Service Access – early Intervention
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 9.39 Affordable 8.92 9.13 8.84 8.79
Culturally Sensitive 9.25 9.44 9.28 9.45 Response Rate to the Questions 96.2% 97.93% 98.75% 98.45% Average Score across all indicators 9.22 9.37 9.26 9.22
Service Access – School-Age
ACCeSSIbIlITy 2007/08 2008/09 2009/10 2010/11
A convenient time 9.82 8.86 8.53 9.33
At a convenient place 9.76 9.15 8.66 9.40 Affordable 9.79 9.50 9.26 9.46
Culturally Sensitive 9.71 9.00 9.30 8.71 Response Rate to the Questions 92.4% 84.37% 96.66% 95% 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.
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.
Satisfaction – early Intervention
SATISFACTIOn
2007/08 2008/09 2009/10 2010/2011
level of Involvement in child’s plan 8.62 9.11 8.94 9.01 Input into goals 8.62 9.07 8.87 8.79 number of Team meetings offered 8.56 8.65 8.48 8.76 Appropriate services based upon need 9.05 9.01 9.20 8.97 Reviewing child’s progress 8.07 8.78 8.77 8.96 Response Rate to the Questions 89.57% 96.08% 94.5% 70.92% Average Score across all four indicators 8.60 8.93 8.85 8.89
Satisfaction – School-Age Team
SATISFACTIOn 2007/08 2008/09 2009/10 2010/11
level of Involvement in child’s plan 9.49 9.17 8.53 9.06
Input into goals 9.55 9.17 8.80 9.33 number of Team meetings offered 9.19 9.20 7.83 8.78 Appropriate services based upon need 9.46 9.17 8.40 8.53
Reviewing child’s progress 9.57 9.17 8.73 9.33
Response Rate to the Questions 99% 87.50% 96% 98.7% Average Score across all four indicators 9.46 9.18 8.45 9.0
president’s report
PRESIDENT’S REPORT TO THE ANNUAL GENERAL MEETING OF THE CDC
November 28, 2011 One of the most consistent elements of services to special needs children and families in the Province of BC is the presence and continuing work of Child Development Centres and agencies like them. We all depend on, and co-operate with, two major funding sources principally the Ministry of Children and Family Development and donated funds, that is, the Gaming Branch and individual generosity. The CDC has been particularly fortunate to have had a very good relationship with these funding sources, even in times of a struggling economy. Not only have we had a friendly relationship with our funding sources, but also we have been able to recruit and keep an exceptional staff, and this includes the many volunteers who are an essential help in our non-government funded programs such as the Swim and Horsin’ Around programs and the many other short term community programs funded by donated dollars. The success of the Cariboo-Chilcotin Child Development Centre (we know it as the Williams Lake CDC) is due to the combination of an excellent staff and Executive Director and a competent and knowledgeable Board of Directors. For several years these two groups have worked together to establish forward looking policies to provide leadership and oversight as well as recognition of community needs. To this end we are fortunate to have a full complement of dedicated and caring Board Members who bring business, financial, legal and special needs expertise to the table. The CDC also works with the other Co-op members to provide the community with effective and timely services that avoids duplication and delays. The increase in the numbers of both early intervention and school age clients and the acuity of needed services has put considerable pressure on staff and the treatment spaces available. The Board is presently working with the Executive Director and senior staff to provide additional office and treatment space, and is actively working to raise funds to make this happen as soon as possible. With these additions we may be successful in attracting additional professional services on site.
The CDC Board will continue to monitor the possibility of changes to and the impact on pre-school, day care and all-day kindergarten activities due to various Ministry dictates, and how they may involve our staff. I would like to thank the Board for their commitment and caring efforts to keep the CDC in the forefront of services to families and children in our community, and also to welcome Joanna Sanders, our newest Board Member, who is filling a vacant two year appointment.
J.J.Tickner President
2011-2012 Board of Directors
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
revenue & expenses
CARIBOO CHILCOTIN CHILD DEVELOPMENT CENTRE ASSOCIATION Statement of Revenues and Expenditures Year Ended March 31, 2011
2011 2010
Revenue Ministry of Children and Family Development $ 1,609,636 $ 1,725,922 Gaming 119,009 116,791 Rental income and expenses recoveries 103,222 80,261 Fees 82,539 102,962 Donations 33,289 41,949 Miscellaneous 4,806 4,826 Fundraising 3,671 24,365 Interior Health Authority 3,327 3,196 United Way 3,140 12,140 Interest 3,132 6,535 Amortization of deferred capital contributions 19,814 24,821
Total Revenue $ 1,985,585 $ 2,143,768
General & Administrative Expenses Accounting services (Note 7) 81,023 102,717 Advertising 3,680 3,183 Amortization 90,535 116,399 Bad debts 479 - Bank charges and interest 3,250 1,610 Board expenses 2,404 1,992 Contracted services 9,579 25,785 Furniture and fixtures 6,638 6,975 Insurance 20,920 14,389 Office supplies and postage 20,511 20,862 Photocopier charges and lease 10,344 10,818 Professional and membership fees 41,467 31,807 Property taxes 7,952 7,221 Recruitment 494 - Repairs and maintenance 40,020 19,059 Seminars and workshops 33,970 25,910 Special events and promotions 6,438 6,816 Supplies and services - programs 54,164 75,979 Telephone and utilities 67,276 68,565 Travel 24,494 28,214 Wages and benefits 1,441,533 1,550,516
Total Expenses $ 1,967,171 $ 2,118,817
Excess of Revenue over Expenses $ 18,414 $ 24,951
