1. No category

Ontario Works
Service Plan
2014
County of
Wellington
THE COUNTY OF WELLINGTON
Table of Contents
Executive Summary
2
Section 1: Vision and Mandate
4
Section 2: Environmental Scan
5
Analysis
5
External Influences
7
Caseload Description
9
Local Labour Market
11
Community Engagement
13
Section 3: Program Management
15
Service Delivery Rationale
15
Analysis of Resources
15
Organizational Chart
16
Intake Services
17
Case Management Services
18
Other Income Stream – Life Skills Programmes
19
Fergus Social Services Office
19
Cost Recovery Unit
20
Special Services Unit
20
Oversight Strategy
21
Overview of Learning Supports
22
Section 4: Outcome Strategies
24
Outcome Funding Targets for 2013
24
Action Steps and Resources
24
Stakeholder Linkages
27
Monitoring Service Strategies
28
Acknowledgements
29
2014 Ontario Works Service Plan
Page 1
THE COUNTY OF WELLINGTON
Executive Summary
The County of Wellington is one of the 47 Consolidated Municipal Service Managers (CMSM) in the
Province of Ontario. The County manages and delivers the Ontario Works (OW) programme on behalf of
the Province of Ontario to the residents of both the County of Wellington and the City of Guelph. The
Ontario Works programme is joined by Child Care Services and Housing Services to form the County of
Wellington Social Services Department.
Ontario Works service planning follows a two year planning cycle and 2014 is the second year of this
cycle. As a result, the Service Plan for 2014 largely builds on the 2013 plan with some important updates
to the caseload data, outcome measures and areas of focus and priority.
In 2014, we continue to prepare for a year of significant transition and training as we introduce the
Social Assistance Management System (SAMS) into our case management process. SAMS was to be
introduced in the fall of 2013 but due to delays in implementation the Province is now projecting a
launch of this new system in the fall of 2014. Staff training on the new system was completed in early
2014 and refresher training will occur over the summer and fall as we prepare for the transition to the
new system.
The 2014 OW Service Plan has identified a number of key areas of priority:
 SAMS technology implementation
 Continued engagement in provincial social assistance and employment services reform activities
 Evaluation and improvements to the application and intake process for Ontario Works and other
emergency benefits
 Continued leadership and participation in collaborative initiatives within the community as they
relate to employment services and client well-being such as Bridges out of Poverty and the
Enterprise for Innovation in Human Services
The 2013 caseload remained high and does not show signs of decreasing significantly in 2014. Local and
provincial caseload data were reviewed as part of the County budget process and as such, we are
forecasting a 5% increase in the caseload for 2014. This projected increase also takes into account
changes to asset and earnings exemption rules made by the Province in the fall of 2013 that will allow
more individuals to qualify and maintain eligibility for financial assistance under Ontario Works. As of
March 2014, the total caseload was at 2,012.
The following caseload numbers reflect the impact of the global recession that began in 2008 and the
failure of the economic recovery to translate into a reduction in the number of households relying on
Ontario Works:
2014 Ontario Works Service Plan
Page 2
THE COUNTY OF WELLINGTON
Caseload
March 2008
March 2009
March 2010
March 2011
March 2012
March 2013
March 2014
City
1,001
1,291
1,506
1,429
1,412
1,482
1,532
County
260
348
434
432
455
510
480
Total
1,261
1,639
1,940
1,861
1,867
1,992
2,012
Our office continues to support the provincial Supportive Approaches through Innovative Learning (SAIL)
training programme. This year, all staff will be supported in change management workshops as we
implement changes to our case management model and the new technology system. SAIL is an
extensive client centered training approach and it enhances the competencies of our staff and provides
them with the tools for effective intervention strategies with clients.
As a key achievement in early 2014, we successfully transitioned our case management model in our
Guelph office to a one worker model. This means that all clients now have one worker to manage both
their financial and employment needs. Moving to a single worker has allowed us to reduce caseloads for
each caseworker to fewer than 100, and provides clients with one primary point of contact for receiving
assistance.
In 2013 we also completed a more comprehensive caseload profile that provided us with important
demographic information about our caseload. In 2014 we will begin to examine the data in the profile
and work to adjust service delivery to better respond to the needs of our clients. This work will include
hosting an employment forum with local employment service providers to discuss the employment
needs and challenges of Ontario Works clients.
Involvement in the community remains an important priority for the OW office. Our staff is involved
with a wide range of community activities, groups, committees and Boards. Our active involvement on
groups such as the Local Immigration Partnership Council (LIP), Guelph & Wellington Taskforce for
Poverty Elimination and the Wellington-Guelph Drug Strategy demonstrates our commitment to
working with our partners and clients to improve the well-being of our community.
Our OW team has demonstrated excellent commitment to providing high quality service to our most
vulnerable citizens. We focus our efforts on ensuring that our clients receive the vital supports and
services that they need to overcome their barriers to employment.
Stuart Beumer, Director of Ontario Works
May 2014
2014 Ontario Works Service Plan
Page 3
THE COUNTY OF WELLINGTON
Section 1: Ontario Works Vision and Mandate
COUNTY OF WELLINGTON
The County of Wellington Ontario Works division has a vision and a service mandate that builds upon
the vision and mandate for the Ontario Works programme that has been established by the Province.
Vision
We promote and support self-reliance and responsibility with respect and compassion.
Service Mandate
We strive to effectively serve people needing assistance by delivering high quality programmes and
services in collaboration with our community partners, in accordance with the provincial Ontario Works
programme.
PROVINCE OF ONTARIO
Vision
To achieve improved employment outcomes for Ontario Works participants by increasing individual
employability with the goal of sustainable employment and increased financial independence.
Mandate
To provide employment assistance and financial assistance to people in financial need. The Ontario
Works programme:
 Recognizes individual responsibility and promotes self-reliance through employment;
 Provides financial assistance to those most in need while they meet obligations to become and
stay employed;
 Effectively serves people needing assistance; and
 Is accountable to the taxpayers of Ontario
2014 Ontario Works Service Plan
Page 4
THE COUNTY OF WELLINGTON
Section 2: Environmental Scan
ANALYSIS
This section of the OW Service Plan provides an analysis of 2013 outcomes, the current political climate,
a description of the 2013 OW caseload, a summary of the local labour market and information regarding
community engagement activities.
2013 Outcome Funding Results and 2014 Baseline Forecasts
Measure
2013
Target
2013
Average
2014
Baseline
1A ‐ Average
Employment
Earnings
$ 733.30
$721.97
$721.97
The average employment earnings were consistent with the
$733 target in the first quarter of 2013, moving below the
target for quarters two and three, and finishing strong in
quarter four. The 2014 base line has been set by taking the
average from 2013.
1B ‐ Average
Amount of
Earnings at Exit
$ 1010.00
$1,083.99
$1083.99
The average employment earnings at exit to employment
remained low for the first half of the year, climbing above the
target in the final two quarters of 2013. The 2014 base line has
been set by taking the average from 2013.
2A ‐ Percent of
Caseload with
Employment
Income
8.6%
9.3%
9%
Clients reporting earnings from employment remained low in
the first and second quarter of 2013, notably increasing in the
fourth quarter. The 2014 base line has been set by taking the
average from the first three quarters of 2013 which hovered at
or below 9% and are more representative than the final
quarter.
2B ‐ Percent of
Caseload Exiting
to Employment
28.3%
27.4%
26%
The average percentage of caseload exiting to employment in
2013 was down from both 2011 and 2012, fluctuating in every
quarter and finishing below the target. The 2014 base line has
been set by taking the average from quarters three and four of
2013.
2C ‐ Job
Retention Rate
9.8
months
8.1
months
7 months
The Job Retention Rate began on target but declined
consistently throughout 2013 with the exception of a stronger
quarter two. The 2014 base line has been set by examining the
trend of recidivism after increasingly shorter periods of time
following exit, which is especially present in the last half of
2013.
2E ‐ Average
Length of Time
to Employment
11.3
months
10.8
months
13 months
The average for this measure in 2012 was 11.1 months.
Throughout 2013, this measure remained robust with the
exception of a very weak fourth quarter. The 2014 base line
has been set by a focus on the notable increase in the last
quarter, a trend likely to continue into 2014.
2014 Ontario Works Service Plan
Narrative
Page 5
THE COUNTY OF WELLINGTON
1A: Average Amount of Employment Earnings for Participants with Earnings
In 2013 we fell short of our outcome target by $11.33. The average amount of employment earnings is
calculated by adding all of the declared employment earnings and dividing this total by the number of
people reporting earnings. This represents people with ongoing part time positions and people who
have just received their first pay cheque and are going to be exiting from OW in the subsequent month.
1A: Average Amount of Employment Earnings for Participants
with Earnings
$850.00
$800.00
$750.00
$700.00
$650.00
$600.00
2012
2013
As the above chart illustrates, in 2013 we did not see the improvements of 2012 sustained in this area.
In fact, the average amount of employment earnings for participants with earnings remained below the
2012 amounts for the vast majority of 2013. While an increase in the number of participants with
employment earnings is noted in the outcomes data, this was not reflected by increases in the average
amount of employment earnings, suggesting that participants who did maintain employment were
earning less, on average, than they were in 2012.
1B: Average Amount of Employment Earnings at Exit
In 2013, we exceeded this outcome target by $73.99. However, given the volatility of this measure and
the low performance on this measure noted in quarters one and two, the 2014 baseline has been set
using the average from 2013. Given the small size of our caseload, one or two income statements in any
given month has the potential to significantly impact monthly outcome figures. Further, often
participants who are exiting OW due to employment fail to submit a final income statement.
Inadvertently, this lowers our performance on this outcome measure, making it increasingly difficult to
predict this measure into the future.
2A: % of Caseload with Employment Income
In 2013, we exceeded our outcome target by 0.7% as a result of a strong fourth quarter. For quarters
one, two and three, the percentage of the caseload with employment income hovered between 8-9%
until quarter four, where it jumped to 10-12%. Due to the fluctuations in this measure and the low
performance of it for the majority of 2013, the 2014 baseline was set using the average from 2013.
2014 Ontario Works Service Plan
Page 6
THE COUNTY OF WELLINGTON
2B: % of Caseload Exiting to Employment
In 2013, we were unable to meet our outcome target of 28.3%, falling short at 27.4%. The percentage of
the caseload exiting to employment fluctuated throughout the year with stronger results evident in the
second and fourth quarters, just as in 2012. The 2014 baseline was set by averaging the final two
quarters of 2013.
2C: Job Retention Rate Determined by Average Length of Time from Exit due to Earnings and/or
Employment to Re-entry into Social Assistance
This measure began 2013 on target, decreasing throughout 2013 with the best performance noted in
quarter two. A trend of recidivism after increasingly shorter periods of time following exit appears to be
especially present in quarters three and four of 2013. Therefore the 2014 baseline was set at 7 months,
lower than the 2013 baseline as a result of the continued poor performance of this measure.
2E: Average Length of Time to Employment
We achieved our outcome target of 11.3 months for this measure in 2013, bettering the target with an
average length of time to employment of 10.8 months. However, despite this measure remaining robust
for the first part of 2013, there was a notable increase in the average length of time to employment in
the fourth quarter, a trend likely to continue in the year ahead. As in past years, there continues to be
substantial fluctuation in this measure from one month to the next. The 2014 baseline has been set at
13 months, consistent with that of the fourth quarter outcome in 2013.
EXTERNAL INFLUENCES
In January of 2014, the Ontario government announced plans to raise minimum wage from $10.25 to
$11, the first increase to minimum wage since 2010. In addition to this increase which is slated to come
into effect on June 1, 2014, the Premier also announced promises to increase minimum wage on an
annual basis based on the rate of inflation1. This increase will positively impact those on our caseload
who are employed in positions paying minimum wage while strengthening the outcome measures
associated with income, including those that examine the average employment earnings of participants
with earnings and the average amount of earnings at exit from OW.
With a provincial election slated for June, a shift in leadership and thus a change in government
priorities are possible. There have been some significant changes considered to social assistance at the
provincial level; however the divergent policies of other parties have the potential to influence policy
related to OW given the outcome of an election. Furthermore, the minority status of the current
Government has created uncertainty among municipal service managers in 2013. Locally, we have
entered an election year for municipal councils with an election slated for Monday October 27, 2014.
This means the potential for changing faces at the Council level and subsequently a shift in priorities at
the local level.
The Workforce Planning Board of Waterloo Wellington Dufferin is engaged in a full labour market
planning exercise with plans to release a significant report detailing labour market research, analysis and
consultations locally, with a focus on the identification of priority areas for focus into 2017. This report is
1
CBC News Toronto (2014). Ontario Raises Minimum Wage to $11 an hour. Retrieved March 2014 from http://www.cbc.ca/news/canada
/toronto/ontario-raises-minimum-wage-to-11-an-hour-1.2516659.
2014 Ontario Works Service Plan
Page 7
THE COUNTY OF WELLINGTON
to be released in October of 2014, and will be helpful by informing our practices in supporting and
connecting clients to the labour market in strategic ways2.
In the fall of 2013, the County initiated a Business Retention and Expansion (BR+E) project employing a
toolkit designed by the Ontario Ministry of Agriculture and Food in collaboration with the Ministry of
Rural Affairs. The County has invited more than 300 local businesses to participate in this project by
completing the BR+E survey. When the project is completed, results of the survey as well as to
recommendations for future BR+E efforts will be announced at a meeting open to the public.
Additionally, there are plans by both the City of Guelph and the County of Wellington to continue to
focus on supporting BR+E and related job creation efforts through the development of standardized
economic tools, the delivery of a BR+E program to engage with local businesses, and the development of
sector-specific strategies for each of the relevant and prominent business sectors3.
The Social Services Solution Modernization Project (SSSMP) has been an important priority for Ontario
Works staff since its initiation, with the introduction of the online application channel, and currently
with the preparation and training required prior to the transition to the Social Assistance Management
System (SAMS). SAMS continues to require significant investments in planning, organizing and training
as we move closer to our implementation date in the fall of 2014.
2
Workplace Planning Board of Waterloo Wellington Dufferin. (2013). Labour Market Interim Report. Retrieved February 2014 from
http://workforceplanningboard.com/Files/English/Labour_Market_Interim_Oct_2103.pdf
3
City of Guelph. (2013). Prosperity 2020, Phase 2: Strategic Directions for Economic Development and Tourism. Retrieved March 2014 from
http://guelph.ca/wp-content/uploads/Prosperity_2020_Phase2_Strategic_Directions_for_Economic_Development_and_Tourism.pdf
2014 Ontario Works Service Plan
Page 8
THE COUNTY OF WELLINGTON
CASELOAD DESCRIPTION
The County of Wellington predicts a 5% increase in the caseload for 2014 as a result of sustained economic uncertainty and
recent legislative changes to OW pertaining to assets and earnings exemptions. The unemployment rate continues to climb
locally, a trend particularly evident in the City of Guelph. Additionally, the skills mismatch discussed later in this document
speaks to the influx of workers with lower skill sets who are unable to fill the high demand for highly skilled and educated
workers. As a result, we are seeing a growing unemployment rate coupled with a sustained and often unanswered need for
highly skilled workers. As such, we maintain a relatively high caseload, approximately 600 benefit units higher than it was at the
beginning of the recent recession in late 2008. In June 2013, the Provincial budget announced increases to both asset limits and
earnings exemptions for OW. These increases are anticipated to allow for more individuals to qualify and maintain eligibility for
OW. The following table provides the 2013 actual caseload data and the projected data for 2014.
Source
2012 Actual
2013 Actual
2014 Forecast
Caseload
Source
2012 Actual
2013 Actual
Average monthly total caseload
Form 5
1,848
1,961
2,059
Average monthly number of Ontario
Works participants with deferred
participation requirements
Form 5
517
572
601
Average monthly number of ODSP
participants (voluntary)
BUS
11
13
14
Demographic Variable
Dec 2012
Dec 2013
% Change
Number of Cases (form 5)
1861
1889
1.50%
Total # of People (form 5)
3830
3864
0.89%
# of Depends Aged 0-6 (form 5)
680
648
-4.71%
Singles (BUS)
59.91%
63.65%
3.74% (diff)
Sole Support Parents (BUS)
32.13%
31.77%
-0.36% (diff)
Couples with Depends (BUS)
5.64%
5.61%
-0.03% (diff)
Couples without Depends (BUS)
2.26%
2.61%
0.35% (diff)
Average # of Depends per Family
1.682
1.546
-8.09%
LEAP – Average Monthly Caseload
(Service Contract Report)
29
27.5
-5.17%
City of Guelph (BUS)
20.3
22.5
10.84%
County of Wellington (BUS)
19.1
19.3
1.05%
Average Monthly Earnings
$726.04
$721.97
-0.56%
Number of Recipients with Earnings
(Average Time Average Income
Report)
Percent of Caseload with Earnings
264
321
21.59%
8.9%
9.3%
4.49%
2014 Forecast
Months on Assistance
2014 Ontario Works Service Plan
Page 9
THE COUNTY OF WELLINGTON
City of Guelph Ontario Works Caseload January 2011 to April 2014
1,600
1,550
Caseload
1,500
1,450
1,400
2011
1,350
2012
1,300
2013
1,250
2014
1,200
Month
Source
2012 Actual
2013 Actual
2014
Graph Above Indicates Caseload Trends for the City of Guelph Since 2011
County of Wellington Ontario Works Caseload - January
2011 to April 2014
550
Caseload
500
450
2011
400
2012
350
2013
300
2014
Month
Graph Above Indicates Caseload Trends for the County of Wellington Since 2011
2014 Ontario Works Service Plan
Page 10
THE COUNTY OF WELLINGTON
Caseload
Wellington and Guelph Ontario Works Caseload - January
2011 - April 2014
2,100
2,050
2,000
1,950
1,900
1,850
1,800
1,750
1,700
1,650
1,600
2011
2012
2013
2014
Month
Graph Above Indicates Caseload Trends for the County of Wellington and the City of Guelph (Combined)
Since 2011
LOCAL LABOUR MARKET
The unemployment rate for the City of Guelph began at 6.2% in January of 2013, growing to 6.7% by
January of 20144. This negative change is further evidenced by a decline in overall employment, starting
at 76,900 in January 2013 and dropping to 72,600 by January 2014. This statistic includes both full-time
and part-time workers. The unemployment rate for the County of Wellington was reported to be 3.6%
by the Workplace Planning Board of Waterloo Wellington Dufferin in 20125. Unemployment rates
remain much lower in the County than in the City6.
While both the County of Wellington and the City of Guelph continue to experience population growth
(up 4% and 6% respectively from 2006 to 2011)7, the size of the labour force does not reflect this
growth. The labour force of the City of Guelph (those employed or seeking work) has dropped from
82,000 to 78,200 from January 2013 to January 2014, a decrease of 3,8008. The combination of a labour
4
Statistics Canada (2013). Labour Force Characteristics by Census Metropolitan Area (seasonally adjusted). Statistics Canada Catalogue no. 71001-X. Ottawa. Released February 8, 2013. Retrieved February 2014 from http://www.statcan.gc.ca/pub/71-001-x/71-001-x2013001-eng.pdf
5
Workplace Planning Board of Waterloo Wellington Dufferin. (2013). The County of Wellington Workforce Development Strategy. Retrieved
February 2014. Document not yet public (cannot include link).
6
Workplace Planning Board of Waterloo Wellington Dufferin. (2013). Labour Market Interim Report. Retrieved February 2014 from
http://workforceplanningboard.com/Files/English/Labour_Market_Interim_Oct_2103.pdf
7
Statistics Canada. 2012. Wellington, Ontario (Code 3523) and Guelph, Ontario (Code 3523008) (table). Census Profile. 2011 Census. Statistics
Canada Catalogue no. 98-316-XWE. Ottawa. Released October 24, 2012. Retrieved March 2014 from http://www12.statcan.gc.ca/censusrecensement/2011/dp-pd/prof/index.cfm?Lang=E
8
Statistics Canada (2013). Labour Force Characteristics by Census Metropolitan Area (seasonally adjusted). Statistics Canada Catalogue no. 71001-X. Ottawa. Released February 8, 2013. Retrieved February 2014 from http://www.statcan.gc.ca/pub/71-001-x/71-001-x2013001-eng.pdf
2014 Ontario Works Service Plan
Page 11
THE COUNTY OF WELLINGTON
force that is shrinking and decreases in employment point to people leaving the labour force, likely
through retirement or by stopping their search for work.
Data for Employment Insurance available up to December 2013 illustrates that for the City of Guelph,
there were 15.6% fewer active EI beneficiaries (1,190) in comparison to December 2012 (1,410)9. In the
last 4 months of 2013, unemployment increased from 6.8% in September to 7.7% in December, 0.2%
below the provincial unemployment rate which was sitting at 7.9%10. Local labour market needs and
fluctuations, retirements and a declining labour force are all likely contributors to the significant
decrease in the labour force participation rate, which dropped from 71% to 66.3% from January to
December of 201311.
The Workforce Planning Board of Waterloo Wellington Dufferin has noted a significant ‘skills mismatch’
taking place locally whereby there are high numbers of unemployed workers with low skill sets who
either cannot find work or are caught in the “find employment only to lose employment” cycle, while at
the same time there exists a remarkable and often unanswered demand for highly skilled workers12. An
illustration of this can be found with workers who had been employed in the manufacturing sector, who
have now been displaced and are experiencing challenges in re-entering the labour market because of
low levels of education and skill sets coupled with the existence of less unskilled positions13.
Local labour market growth is expected in the year ahead based on the following 2014 highlights:
-
-
In August 2014, Würth Canada is set to open a new Head Office in the Hanlon Creek Business
Park, employing approximately 150 people on site
In the Spring of 2014, a new Costco Wholesale will open in Guelph, bringing 250 new jobs to the
area
With the support of the Southwestern Ontario Development Fund, Linamar will create 51 new
jobs in 2014
The construction of a 37,000-square-foot commercial shopping plaza is set to begin in Guelph in
2014. This plaza will house a proposed mix of retailers and is set to bring many new jobs to the
city
The County Economic Development has indicated that labour market growth is expected due to
several factory expansions that are set to create 50-65 new jobs in the County
The redevelopment project for the Elora Mill is slated to generate over $22 million in wages,
including 205 full-time jobs, 40 part-time jobs and five on-site maintenance jobs. This project
may begin as early as May 2014.
The local labour market growth noted above – particularly the 250 new jobs brought by Costco
Wholesale and the new positions set to be generated by the commercial shopping plaza – does relate to
the skill-set of our caseload, and has the potential to have some direct positive impact.
9
Statistics Canada (2014). Employment Insurance, December 2013. Statistics Canada Catalogue no. 11-001-X. Ottawa. Released February 20,
2014. Retrieved March 2014 from http://www.statcan.gc.ca/daily-quotidien/140220/dq140220a-eng.pdf
10
Statistics Canada (2014). Labour Force Survey, January 2014. Statistics Canada Catalogue no. 11-001-X. Ottawa. Released February 7, 2014.
Retrieved March 2014 from http://www.statcan.gc.ca/daily-quotidien/140207/dq140207a-eng.pdf
11
Statistics Canada (2013). Labour Force Characteristics by Census Metropolitan Area (seasonally adjusted). Statistics Canada Catalogue no. 71001-X. Ottawa. Released February 8, 2013. Retrieved February 2014 from http://www.statcan.gc.ca/pub/71-001-x/71-001-x2013001-eng.pdf
12
Workplace Planning Board of Waterloo Wellington Dufferin. (2013). Labour Market Interim Report. Retrieved February 2014 from
http://workforceplanningboard.com/Files/English/Labour_Market_Interim_Oct_2103.pdf
13
Ibid.
2014 Ontario Works Service Plan
Page 12
THE COUNTY OF WELLINGTON
COMMUNITY ENGAGEMENT
OW staff at every level of the organization continue to be involved in the community through
collaborative work and meaningful partnerships. Investing in these activities strengthens our connection
to the local community, region and the province; enabling us to stay informed on issues that impact the
delivery of our services. These efforts also lead to client service improvements as we plan, coordinate
and integrate human services at a community level.
Community Outreach and Fundraising Support
 United Way staff fundraising
 Christmas hamper programme coordination and packing with Salvation Army
 Special events to fund-raise and collect items for various local charities
 Onward Willow BBBF Management Board membership
Community Service Planning, Coordination and Advocacy
 Guelph & Wellington Task Force for Poverty Elimination
 Wellington Guelph Drug Strategy
 Local Immigration Partnership Council
 Guelph/Wellington Housing Committee
 Growing Great Generations – Children and Youth Planning Table
 Employment Coordination Committee
 Guelph Emergency Planning Committee
 Wellington Emergency Planning Committee
 The Workforce Planning Board of Waterloo, Wellington, Dufferin
 Social Planning Council (sponsored by the United Way)
 OW-ODSP Staff Working Group
Community Information Sharing and Special Projects
 Guelph Wellington Inclusiveness Alliance
 The Guelph, Wellington Education and Training Committee
 HIFIS Working Group (Homelessness Information System)
 Guelph Working Group on Hoarding
 Wellington Seniors Committee
 Waterloo Wellington Geriatric Network
 Sexual Assault and Domestic Violence Committee
Collaborative Service Delivery Efforts
 Bridges out of Poverty
 Strengthening Families for the Future
 Circles (Supportive Programming)
 The Enterprise for Innovation in Human Services
2014 Ontario Works Service Plan
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THE COUNTY OF WELLINGTON
Professional Associations and Groups
 The Guelph Chamber of Commerce
 Wellington/Guelph Bar/Bench Committee
 Local Ontario Legal Aid Committee
Provincial Associations and Groups
 Ontario Municipal Social Services Association (OMSSA): Conferences, Committees, Information
Sharing, Training Courses
 Association of Municipalities in Ontario (AMO)
 Association of Municipal Employment Services (AMES): Conferences, Committees
 Provincial Addiction Advisory Committee
Service Manager and Ministry of Community and Social Services (MCSS) Partnerships
 Ontario Works Networking Group
 Social Assistance Directors Forum
 Ontario Works Director-Administration Reference Group
 Ontario Works Outcomes Measures Working Group
2014 Ontario Works Service Plan
Page 14
THE COUNTY OF WELLINGTON
Section 3: Programme Management
SERVICE DELIVERY RATIONALE
Analysis of Resources:
The following organizational chart provides an overview of the staffing resource allocations within
Ontario Works. Major functions are described below and attention is given to identifying potential risks
and priority actions and improvements.
As was noted in our 2013 Ontario Works Service Plan, the County did undertake an evaluation of its OW
Service Delivery Model, which included the completion of a client service survey. While the number of
clients who completed the survey was small, the feedback provided through the survey illuminates
client satisfaction levels, opportunities for improvement and areas where we are performing well, all
related to our delivery of OW services. The results of the survey suggest an increasing preference of
clients for technological communications and a corresponding decrease in preference for phone and inperson communication methods. This significant shift in communications preferences of our caseload
suggests that the move to the new SAMS technology is occurring at an opportune time. With the launch
of the SAMS technology later this year, we will be equipped to increase the promotion of enhanced
communication methods, including the online application channel and the client portal that is built into
the SAMS technology that will allow OW clients to view and make changes to their information.
Additionally, the results of the client survey suggest that clients are spending increasingly longer periods
of time receiving social assistance, likely as a result of continued labour market uncertainty and the
recent legislative changes to OW pertaining to assets and earnings exemptions which allows individuals
to maintain eligibility for OW for longer periods of time.
Along with the completion of a client service survey, the County also made some substantive changes to
case management services, moving from a service delivery model consisting of shared case
management between an employment caseworker and an income caseworker to a case management
model where caseworkers manage both the income and employment aspects of OW cases. These
changes required substantive training and orientation, with the training unit continuing to support
employees in these new positions following the transition period. A next step in our service
improvement efforts in 2014 will be an examination and enhancements to our application and intake
processes.
2014 Ontario Works Service Plan
Page 15
COUNTY OF WELLINGTON ONTARIO WORKS ORGANIZATIONAL CHART
Director of Ontario Works
Administrative
Assistant
Programme
Manager Fergus
Manager of
Employment
Services
Caseworker
(4)
Special
Services
Manager
Ontario Works
Manager
Employment
Facilitator
(2)
Caseworker
(9)
Ontario Works
Clerk
Business Supports
and Intake
Services Manager
Cost Recovery
Services
Manager
Employment Planning
and Strategic
Operations Leader
Ontario Works
Manager
Special
Services
Caseworker
(2)
Senior
Accounting
Clerk
Case
Presenting
Officer
Life Skills
Worker
(2)
Caseworker
(7)
Settlement
Worker
(2)
Multi-Lingual
Access
Worker
Community
Benefit
Caseworker
(2)
Junior
Accounting
Clerk
Family Support
Worker
(2)
Social Planning
and Policy
Analyst
Learning,
Earning and
Parenting
Caseworker
Reception and
Office Support
Clerk
(2)
Ontario Works
Receptionist
Ontario Works
Clerk
Intake Worker
(4)
Eligibility
Review
Officer
Trainer
Ontario Works
Clerk
(2)
Employment
Specialist
(1.5)
Ontario Works
Receptionist
(3)
Family Support
Clerk
Cost Recovery
Clerk
Addiction
Services
Worker
Updated: March 2014
Intake Services
Applicants for Ontario Works have three options to apply for assistance:
Call: 1.800.265.7294 x 3390 or 519.837.2670 x 3390
Click: www.ontario.ca/socialassistance
Visit: Our main office at 138 Wyndham St N. Guelph ON
The online application for Ontario Works was an initiative launched by the Province in May of 2011. We
continue to promote the online application through various channels including our website, voice
message system and through community partners. As a result of these efforts, we are beginning to see
increases in the number of applications being received through the online channel. On average in 2013,
we received between 6% and 18% of our applications online with a yearly average of 9.2%. These
numbers are up from 2012 where on average between 6% and 8% of applications were received
through the online channel. When the new SAMS technology is launched later in 2014, we will be
equipped to increase the promotion of the online application. Additionally, the client portal built into
the SAMS technology will allow OW clients to view and make changes to their information.
The majority of intakes are completed over the telephone and all SDMT screens are completed. Clients
who have completed an online application are also contacted by telephone to confirm information and
schedule a Verification Interview as appropriate. In cases where it appears that the applicant is ineligible
for assistance, the applicant always retains the right to have a Verification Interview completed. In
appropriate circumstances, ineligible cases are referred to the Special Services unit for possible
discretionary benefits or to other community resources. Intake Workers also request verbal consents
from applicants in order to conduct third party checks in advance of the Verification Interview (VI).
Intake Workers can also issue Emergency Assistance to clients when deemed appropriate.
In 2013, the Intake Team responded to 5,130 requests for assistance, representing an approximate 24%
decrease from 2012 which saw 6,747 requests for assistance. Of the total number of requests received,
2,817 (55%) were scheduled for a Verification Interview (VI). The remaining requests were either
deemed ineligible, the client voluntarily withdrew their application, or the individual was seeking
general information only.
Yearly VI's Booked
4,000
3,500
3,000
2,500
2,000
1,500
1,000
500
0
2006
2007
2008
2009
2010
2011
2012
2013
THE COUNTY OF WELLINGTON
Case Management Services
In 2013, the County made substantive changes to Case Management Services, moving from a service
delivery model involving a specialized dual caseworker model where case management is shared
between an employment caseworker and an income caseworker, to a case management model where
caseworkers manage both the income and employment aspects of OW cases. These changes required
substantive training and orientation with the training unit remaining involved in supporting employees
in these new positions following the transition period. The impetus for the shift from the dual
caseworker model to the one caseworker model involved a variety of factors including the
overwhelming positive results of this model as implemented in the Fergus Office, and the evaluation of
the OW Service Delivery Model as undertaken by the County in 2013.
Based on the positive results of the Income Exception Reporting Programme (ERP) pilot, we expanded
ERP to include our entire caseload in July of 2013. The chart below illustrates the continued efforts of
our staff in the implementation of ERP, and we hope to build on this positive momentum through 2014.
Date
July 2013
December 2013
February 2014
Number of Clients on ERP
161
419
468
% of Caseload on ERP
8%
23%
24%
Ontario Works is dedicated to offering compassionate, creative and client-centered employment
services to meet the needs of our diverse community. The first step in the employment process is to
complete a Skills Assessment and Planning Session (SAPS). This leads to an employment action plan
which is based on the goals and level of employability of the client. Throughout the employment
process, referrals may be completed to either internal or external resources. The intent of this process is
to assist clients in overcoming barriers and attaining their goals. We strive to ultimately help clients
become financially independent.
Caseworkers continue to utilize the Comprehensive Assessment and Action Plan system (CAAPS) to
capture and monitor employment activities for OW clients. CAAPS enables Caseworkers to capture
relevant data and monitor outcomes pertaining to a client’s activities, skills, barriers, goals and
accomplishments. The on-going usefulness of the CAAPS system continues to be evaluated in light of the
launch of the SAMS technology and the functionality that it is able to provide in relation to employment
case management.
We continue to see progress with participants completing their educational goals through the
Wellington Centre for Continuing Education, Step into a New Life programme. This programme allows
clients to identify the required skills for specific employment goals and then gives the client the
opportunity to learn the academic skills. In 2013, we began connecting the participants who were
nearing completion of their programme with possible volunteer options or with the Employment
Specialist to explore employment options. Section four of the Service Plan, Outcome Strategies,
discusses in further detail the approaches utilized by the Employment Services Team to help achieve our
client outcomes of increased employment and earnings.
2014 Ontario Works Service Plan
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THE COUNTY OF WELLINGTON
The Learning Earning and Parenting (LEAP) programme for young parents on OW remains stable in
terms of total participants on the caseload. Enhanced literature and promotional efforts have been
produced but have resulted in no significant increase to overall caseload.
Other Income Stream – Life Skills Programmes
The Addictions Services Initiative (ASI) is an intensive case management programme for clients
struggling with substance abuse issues that prevent them from obtaining and maintaining employment.
Clients who are interested in working on their addiction issues are referred to the ASI Life Skills Worker,
who, in collaboration with Community Addiction Services (CADS), Stonehenge and other addiction
service providers, assists clients to get the treatment and support they need throughout their recovery
journey. Once the client reaches the maintenance stage and has not relapsed for a substantial period,
they are ready to be referred to an Employment Caseworker to seek employment. Assistance is also
provided to clients for completing ODSP applications where appropriate.
The Mental Health Life Skills programme also utilizes an intensive case management model for clients.
Referrals to the Mental Health Life Skills programme are made by caseworkers when a client identifies
that they are struggling with significant mental health issues that prevent them from gaining financial
independence. Clients receive assistance with appropriate referrals to community mental health
resources or for medical and psychiatric assessments that may assist the person in stabilizing their
situation. Assistance is also provided to clients for completing ODSP applications where appropriate.
Fergus Social Services Office
The Social Services office in Fergus has been open since April 20, 2012, providing County residents’
access to a variety of social services of which OW is a primary focus. The office continues to provide a
location for other social services to deliver service including child care, social housing and ODSP.
Additionally, specialized workers who complete functions such as family support, eligibility review,
addiction and mental health services and LEAP will normally travel to the Fergus office to meet with
their clients that reside in the office catchment area. The addition of this office location has made a
significant improvement to our ability to provide excellent client service, making our services far more
accessible to those living in the central and northern areas of Wellington County. Our 2013 client survey
results indicate that over 80% of all clients indicated a high level of satisfaction with our office locations;
this is an improvement and can likely be attributed to addition of the Fergus office.
All applications for social assistance are received and processed centrally via the Intake Team at the
Guelph office. Verification Interviews and on-going case management for clients, who reside in one of
the four townships of Centre Wellington, Mapleton, Minto and Wellington North, take place out of the
Fergus office.
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THE COUNTY OF WELLINGTON
Cost Recovery Unit
The Cost Recovery Unit is responsible for three primary programmes; Eligibility Review, Case Presenting
and Family Support. Additionally, in 2013 the Cost Recovery Unit assumed responsibility for the
Eligibility Verification Programme (EVP) from Income Services.
The Eligibility Review programme continues to operate in a timely manner and addresses complaints
early on before they escalate. Eligibility Review Officers work closely with intake staff to review any
open eligibility review cases at the time of intake, scheduling for a verification interview in order to
resolve the outstanding issue.
Our Case Presenting officer (CPO) works with internal reviews and subsequent submissions to the Social
Benefits Tribunal. There is open communication between the local legal clinic and the CPO in an effort to
resolve outstanding issues for clients. We adhere to the provincial polices regarding portability of
overpayment processes and continually utilize system generated reports and case notes to ensure that
established overpayments are accurate.
The Family Support Programme assists clients in obtaining support agreements and orders, either for
child or spousal support. We continue to perform strongly in the area of assisting sole support parents
with sole support provisions. Achieving a rate of 45% for cases with support provisions, we have the
second highest rate in the province.
Special Services Unit
The Special Services Unit delivers the following programmes:









Domiciliary Hostels - 15 agreements
Community Grants Programme
Emergency Hostels – three Emergency Shelter Agreements
Municipal Discretionary Benefits
Student and Youth Assistance
Temporary Care Assistance
Public Funerals and Burials
Housing Stability Programme
Emergency Energy Fund
In January 2013, several MCSS funded programmes were consolidated into one new programme, the
Community Homelessness Prevention Initiative (CHPI) administered through the Ministry of Municipal
Affairs and Housing (MMAH) and delivered through the Special Services Unit. The consolidated
programmes include the Consolidated Homelessness Prevention Program (CHPP), Emergency Energy
Fund, Emergency Hostel Services, Domiciliary Hostel Program, and the Provincial Rent Bank.
Special Services staff work directly with people residing in both Domiciliary and Emergency Hostels. Staff
dedicated to these sites assists clients on site to facilitate OW applications and determine initial and
ongoing eligibility. Additionally, staff works with these clients to assist them in transitioning out of
2014 Ontario Works Service Plan
Page 20
THE COUNTY OF WELLINGTON
shelter programmes and into longer term housing solutions. Special Services staff involvement with
residents of the emergency shelter system has increased significantly with the funding and legislative
changes of January 2013, resulting in residents of emergency shelters now being considered eligible to
receive OW. This has increased the need for a presence in the shelters to facilitate OW applications,
monitoring of ongoing eligibility and provision of information.
The Discretionary Benefits Programme is exclusively municipally funded and continues to grow
moderately in terms of the number of individuals accessing support and dollars spent. This programme
assists low and fixed income individuals and families with various needs ranging from urgent dental care
to assistive devices and medical needs. This programme also assists individuals and families with health
related needs while they are in emergency shelter as well as start-up costs to secure housing and
utilities when leaving a shelter.
Public funeral and burial requests remain at a high level and show signs of continuing to increase. The
combination of an increasing population in Guelph and the County of Wellington, an aging population
and rising social assistance caseloads will likely result in a continued increase in the number of publically
funded funerals and burials for the foreseeable future. Over the past two years, approvals have been
received to increase funeral rates by 20% each year in order to compensate providers more in line with
the actual cost of funeral related services.
With the implementation of CHPI and the elimination of the Community Start Up and Maintenance
Benefit (CSUMB), the County of Wellington worked to develop a replacement programme to meet the
demands of the community. This new initiative was created with the collaborative work of Social
Services and community agencies recognizing the need for a similar programme in the community and
understanding that it would have to be implemented with significant funding cuts in comparison to the
previous CSUMB. This resulted in the creation and implementation of the Housing Stability Programme
(HSP) in January 2013. The range of eligible costs under the HSP is more restrictive compared to the
former CSUMB, while client eligibility remains targeted at social assistance recipients.
As of 2013, the Special Services Unit assumed responsibility for delivery of the Emergency Energy Fund
(EEF) and the Low Income Energy Assistance Programmes from the Cost Recovery Unit. Taking on these
programmes has helped to streamline the access point for all low income applicants requiring assistance
with obtaining or retaining housing.
OVERSIGHT STRATEGY
The County of Wellington employs a variety of measures to ensure proper oversight of the OW system.
A recent improvement to such strategy was the absorption of the EVP into the Cost Recovery Unit in
May of 2013. In bringing the programme out of the hands of Caseworkers and into the Cost Recovery
Team, cases are reviewed with a second set of ‘fresh eyes’, offering greater objectivity and scope for the
file review. This process uses a risk based approach of reviewing 3% of OW cases monthly that have
been flagged for further revision and investigation. The process involves an analysis and assessment of
third party information to determine client eligibility and whether a change in financial assistance is
required.
2014 Ontario Works Service Plan
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THE COUNTY OF WELLINGTON
The Training Team is responsible to assist with interpretation, communication and tracking of legislative
changes, policies and procedures. All provincial legislation is forwarded through to this department to
be reviewed and disseminated to staff in a timely manner. If necessary, local policies will be developed
to assist in the interpretation/implementation of any legislated changes. Currently, the training
department has initiated a Policy and Procedure Committee which is comprised of managers and
caseworkers to review all current local policies for accuracy and necessity. All local policies are uploaded
to our intranet for easy access by all staff.
Subsidy claim preparation is the responsibility of specifically trained Treasury staff in accordance with
the Subsidy Claims Preparation Guide. Treasury staff members communicate closely with provincial staff
at the MCSS Regional Office to clarify any questions and to ensure that monthly submissions are
accurate and supported by all required documentation. Working relationships between OW staff,
Treasury staff and provincial MCSS staff is very positive and this leads to open and pro-active
communication and problem solving.
The County of Wellington Ontario Works Office will work with the Province on the implementation of
the Integrated Social Assistance Management Framework (ISAMF). The County supports the overarching
goal of ISAMF to ensure that the Ontario Works programme is being effectively delivered and managed
by service managers. County staff will continue to actively participate with MCSS as they roll out more
information in relation to ISAMF and we will make the necessary modifications to operations as
elements of the Framework begin to be implemented.
Additionally, programme risks and areas for improvement are identified through a number of on-going
activities including:
 Randomized file reviews by managers, with specific requirements and attention to new
caseworkers
 Regular team meetings to discuss issues and seek staff input
 Bi-weekly management meetings to review issues, outcome performance and ideas for
improvement
 Quarterly meetings between the local office and the Provincial Program Supervisor to review
programme expenditures, performance, emerging issues and outcomes
Overview of Learning Supports
Our organization remains committed to facilitating professional development and lifelong learning
experiences for all of its employees. The provincial training curriculum, Supportive Approaches through
Innovative Learning (SAIL), continues to form the foundation upon which other experiences are built. In
2013, staff completed the most recent SAIL module, Narrative Interventions. We remain committed to
ensuring that the SAIL curriculum is provided to staff in 2014.
In addition to offering SAIL modules, we take concrete action to ensure that the principles of the SAIL
training are lived out by our staff throughout the organization. SAIL principles are applied through
various initiatives and means, including self-care groups, lunch and learn sessions, job shadowing, a
resource library, an intranet and staff learning events. A further support for staff is the Trainer, who is a
2014 Ontario Works Service Plan
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THE COUNTY OF WELLINGTON
resource regularly used by staff in an advice and guidance capacity to assist them with policy
interpretation and decision making.
An important priority for training and development in 2014 will be the transition to the Social Assistance
Management System (SAMS). This project continues to require significant investments in planning,
organizing and training as we move closer to our implementation date in the fall of 2014. Our SAMS
Implementation Team consists of 10 staff members representing each team in our division. The
implementation team is responsible for completing the activities in our site readiness plan including:
engagement; data cleansing; training; communication; and business review. Our Trainer participated in
Train the Trainer session through the province in 2013, and has since initiated the delivery of SAMS
training to all staff in preparation for the fall conversion to SAMS. In addition to completing the delivery
of training, the trainer will also offer drop-in and refresher sessions closer to the conversion date, with
the goal of ensuring staff are well-equipped and prepared for the transition to SAMS while we continue
to meet the established service standards.
Staff are offered a variety of training opportunities appropriate to their roles during the course of the
year. The County’s Performance Appraisal process allows staff, with the support of their manager, to
identify their own learning and personal development goals. Throughout the year, the training unit
provides ‘refresher’ sessions based on feedback received from staff and management as well as
information received from the Province related to programme updates and changes. In addition, staff
are supported in attending conferences and courses throughout the year through the Association for
Municipal Employment Services (AMES); Ontario Municipal Social Services Association (OMSSA); as well
as local workshops related to issues such as addictions, mental health, youth services and other interagency learning events. Additionally, professional development programming specific to Caseworkers is
being planned for the late spring of 2014, which will focus on employment support to clients with an aim
of increasing the knowledge of Caseworkers in assessing employability and motivational interviewing.
2014 Ontario Works Service Plan
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THE COUNTY OF WELLINGTON
Section 4: Outcome Strategies
OUTCOME FUNDING TARGETS FOR 2014
The outcome projections for 2014 remain conservative due to continued labour market uncertainty and
sustained increases in the unemployment rates in the City and the County, both of which point to a
continuing upward trend in OW caseload growth. The implementation of SAMS will also require
significant staff time and attention, which may create challenges in achieving programme outcomes in
2014.
The chart below outlines our 2014 outcome targets which are reflective of a 1% increase over the 2014
baseline.
Measure
Average amount of employment earnings for
participants with earnings
Average amount of employment earnings at
exit
Percentage of the caseload with employment
income
Percentage of the caseload exiting to
employment
Job retention rate as determined by average
length of time from exit due to employment
to re-entry to social assistance (months)
Average length of time to employment
(months)
2014 Baseline
$721.97
2014 Target
729.19
$1083.99
$1094.83
9%
9.1%
26%
26.3%
7 months
7.1 months
13 months
12.9 months
ACTION STEPS AND RESOURCES
Recent labour market trends continue to indicate a significant and often unanswered demand for highly
skilled and educated employees while on the other hand an influx of unemployed individuals with low
skill sets. Further, those who are unemployed with a low skill set may not have the resources necessary
to upgrade their skills and education, requiring instead an ability to upgrade gradually over time while
sustaining employment.
The charts on the following page identify the array of employment activities available for a client
pertaining to basic education or training.
Beginning in 2013, the Employment Resource Centre began to offer ‘Getting Ahead,’ a program
designed to support participants to create their own path to a more secure and successful future. The
program is based on the Bridges Out of Poverty educational programme, an approach that helps
employers, community organizations, social-service agencies, and individuals address and reduce
poverty in a comprehensive way. The workshop is three weeks in duration and encourages
2014 Ontario Works Service Plan
Page 24
THE COUNTY OF WELLINGTON
“investigators” (participants) to examine their own situation and develop an individualized plan that will
move them out of poverty and allow them to achieve their long-term goals.
Getting Ahead was delivered five separate times in 2013. In total, 43 individuals began the Getting
Ahead workshop with 39 individuals graduating, representing a significant completion rate of 91%. Of
the 39 graduates, 14 did not meet the criteria for evaluation for various reasons, including serious health
conditions, complications in the timing of the evaluation, and unable to contact. Of the remaining 25
graduates, 13 had met their goals of securing employment (8 graduates) or enrolling in an
education/training program (5 graduates). This represents a 52% success rate of Getting Ahead in its
pilot year, an encouraging result. Getting Ahead will continue to be offered in 2014 with six sessions to
be delivered across the service area.
Basic Education
Organization
Wellington Centre for Continuing Education
St. George’s Centre for Adult ESL
Conestoga College
Action Read
Programme
Grade 12
General Educational Development (GED)
Preparation
Literacy and Numeracy
Step Into a New Life
Academic Upgrading
Give Yourself Credit
English as a Second Language
General Diploma
General Educational Development (GED)
Preparation
Literacy
Training
Organization
Conestoga College
Wellington Centre for Continuing Education
Action Read
St Louis Adult Learning and Continuing Education
Workforce Planning Board
Second Chance Employment
2014 Ontario Works Service Plan
Programme
Focus for Change
Discover Your Future
Targeted Initiative for Older Workers
Individual Computer Training
Computer Skills for the Workplace
Computer Training
Personal Support Workers
Hairdressing
Chef Training
Skills Link
Ways to Work
Page 25
THE COUNTY OF WELLINGTON
Ontario Works Internal Programmes
Organization
County of Wellington Ontario Works
Programmes/Services
Employment Workshops
Employment Placement
Self-Employment
Community Placement
Addiction Services ASI)
Life Skills/Mental Health
Learning Earning and Parenting (LEAP)
Getting Ahead
The County of Wellington continues to operate an Employment Resource Centre (ERC) in Guelph with
resources also available at the Fergus office location. The ERC provides clients with an opportunity to
access the internet to perform labour market research and to view and apply to available job postings.
Clients also have the ability to update their resume and cover letters, make photocopies, and obtain
assistance from reception staff where required.
The Employment Services Team also includes two Employment Facilitators that lead monthly workshops
on employment topics, and meet with clients one on one to offer more in-depth assistance related to
resumes, job searching, interview skills, etc.
Employment Placement
Employment Placement assists clients in obtaining and retaining employment opportunities. The
Employment Specialist (ES) works with both the client and the employer to ensure the success of the
placement. In 2013, the ES developed 186 positions with 73 employers, and was able to place 36 of the
152 clients referred into employment for a 24% placement rate.
The ES continues to host an informal job search club two days a week for an hour in length. This club
was an initiative that began in 2013, and has given the ES the opportunity to develop a rapport with
motivated job seekers while providing them with current employment opportunities and offering
suggestions on effective job search strategies.
As in 2012 and 2013, we continue to see an increase in the temporary employment contracts and
employers working through staffing agencies. As a result of this trend, we continue to initiate and
develop working relationships with local temp agencies. We have had some success working with Task
Force, Express, Liberty and Premium HR Solutions. In 2014, we will continue to foster these relationships
in an effort to identify more opportunities that would be a suitable match for our caseload.
In our effort to partner with organizations that support economic development in the community, we
have been able to develop a great working relationship with the County of Wellington Economic
Development Office. The ES has been able to accompany the Economic Developer Officer to several
events, and thereby accessing the economic development community. In several instances these
relationships have successfully provided employment leads.
2014 Ontario Works Service Plan
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THE COUNTY OF WELLINGTON
Self-Employment
The County of Wellington continues to partner with Guelph Wellington Business Enterprise Centre
(GWBEC) on a per client basis to provide a comprehensive self-employment programme to clients that
are approved as having an appropriate business plan. Although client numbers are relatively small, the
programme has had success with some clients starting businesses. In other cases, our clients were able
to receive important information through GWBEC that helped them re-focus their action plan for
successfully exiting OW.
Community Placement
We continue to support clients who have identified that volunteering could enhance their overall
employability by maintaining a formal partnership with the Wellington Guelph Volunteer Centre. This
coordinated effort continues to enable Caseworkers to receive feedback concerning the types of
volunteer placements that the participant is seeking. This has supported case management strategies by
ensuring that placements are matching the desired skills and experiences that are connected with the
participant’s employment goals. This process was rolled out in April of 2013.
Increased Earnings
Caseworkers continue to support clients who are in part time positions while promoting the benefits of
full time employment. Caseworkers will continue to promote the use of the Full-time Employment
Benefit (FTEB), informal and formal child care benefits, OW earnings exemptions and the Extended
Employment Health Benefits (EEHB) in this effort.
STAKEHOLDER LINKAGES
In order to maximize the employment attainment potential of our clients, we have linked our services
with reputable community stakeholders in order to connect our clients with their services or
programmes. We have continued to improve the relationship with the Wellington Centre for Continuing
Education, Step into a New Life programme. This programme allows clients to identify the required skills
for specific employment goals and subsequently provides the client the opportunity to learn the
academic skills.
The Give Yourself Credit (GYC) programme remains an important part of our employment strategy in
assisting youth clients and meeting our programme outcomes. The GYC programme is an accredited
alternative high school program for youth at risk who have demonstrated that they are unable to
continue in the regular high school system. Following approval of our business plan by MCSS in 2013 and
the subsequent shift in funding and reporting requirements, the OW office completed a new service
agreement with GYC and initiated efforts to strengthen the link between the GYC programme and our
employment efforts through this newly developed funding relationship.
Caseworkers work closely with a number of community partners through referrals to appropriate
programmes and services as noted in the chart below. A key priority remains working more closely with
a full-suite of EO program providers to ensure that they are able to meet the needs of our mutual
clients. The chart below lists a number of community partners that we actively work with as part of our
employment programme.
2014 Ontario Works Service Plan
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THE COUNTY OF WELLINGTON
Community Partners
2nd Chance Employment
Lutherwood
Anishnabeg Outreach
Onward Willow
Canadian Mental Health Association
University of Guelph Couple & Family Therapy
Trellis Mental Health & Development Services
Community Resource Centre in Fergus
Self Help Alliance
Women in Crisis
Community Care Access Centre
Volunteer Centre
Stonehenge
Homewood
Northern Lights Canada
Guelph Wellington Business Enterprise Centre
In addition to the partners noted above, Ontario Works staff members have direct links to their
colleagues in the Child Care Services division of Social Services in order to ensure that participants are
supported in accessing a fee subsidy if they require licenced child care. The Child Care Subsidy Worker
works closely with the client and the OW Caseworker to support the client through the process. The OW
Caseworker can also provide a participant with support to cover the cost of informal childcare if this is
determined to better meet their needs.
A Community Forum centered on the employment needs of individuals on Social Assistance is being
planned for the early summer of 2014. The goal of this forum – aside from facilitating a networking
opportunity for employment providers and clients – is to further investigate the needs and gaps related
to the employment needs of clients, and to take progressive steps toward further integrating
employment supports and services.
MONITORING SERVICE STRATEGIES
The Provincial update of target achievements is reviewed with all OW managers as part of bi-weekly
Leadership Team meetings. Outcome results and any associated issues are discussed with the MCSS
Program Supervisor as part of quarterly review meetings. As appropriate, a business case is presented to
provincial staff if the targets must be adjusted. As described in other areas of the Service Plan, staff are
provided with a number of on-going engagement opportunities, including regular meetings, working
groups, feedback surveys, etc. related to various elements of the County’s OW service model.
Informed by our service model evaluation and feedback from the 2013 client survey, the County made
substantive changes to Case Management Services and the service delivery model utilized in the delivery
of OW. A priority for 2014 will be an assessment and appropriate enhancements to our client
application and intake processes.
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THE COUNTY OF WELLINGTON
ACKNOWLEDGEMENTS
We would like to express our appreciation to all Ontario Works managers for their contributions and
participation in the drafting of this Service Plan. Special thanks to Ashley Coleman, Social Planning and
Policy Analyst, for leading the development of the 2014 Service Plan. We would also like to extend our
thanks to the entire OW team for their sincere commitment to our vision, and to delivering high quality
services and supports to our community.
Contact Information
For additional information on the County of Wellington’s OW programme please contact:
Stuart Beumer, Director of Ontario Works
T: 519.837.2670 x 3065 E: [email protected]
OR
Sean Farrelly, Strategic Planning and Operations Leader
T: 519.837.2670 x3180 E: [email protected]
www.wellington.ca
Alternate formats of this document available upon request
2014 Ontario Works Service Plan
Page 29