Transcript Slide 1

2011 Orientation for Board Members
Introduction
 The purpose of the Board orientation is to provide members with
information regarding the role of the Board, staff and relationships
with various provincial government ministries as well as relevant
legislation for the delivery of services within the mandate of the DSSAB
 The orientation will also provide concise information on the
organizational form and delivery of programs under the mandate of
the District of Parry Sound DSSAB.
July 21, 2015
District of Parry Sound DSSAB Board Orientation
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Background
 The DSSAB evolved from a District Welfare Administration Board
(DWAB), which delivered General Welfare Assistance, Child Care and
related programs for over twenty years.
 Under the Local Services Realignment, the provincial and municipal
roles and responsibilities significantly changed in 1998, which resulted
in the formation of Consolidated Municipal Service Managers.
July 21, 2015
District of Parry Sound DSSAB Board Orientation
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Background
 The consolidation of municipal service managers resulted in the
management of the delivery of social assistance, child care and social
housing by 37 municipalities in Southern Ontario and 10 DSSABs in
the north
 The District of Parry Sound DSSAB was designated on February 1, 1999
July 21, 2015
District of Parry Sound DSSAB Board Orientation
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Background
 The Provincial Municipal Fiscal Service Delivery Review further
changed the cost sharing arrangement between the Province and
Consolidated Municipal Service Managers commencing in 2007 and
ending in 2018.
 A portion of the Ontario Municipal Partnership Fund (OMPF)
includes the changing cost sharing arrangements (upload) between the
Province and Consolidated Municipal Service Managers
 The DSSABs do not receive OMPF or OMPF funding. This information
is distributed by the Province to the individual municipalities in the
Districts.
July 21, 2015
District of Parry Sound DSSAB Board Orientation
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Organizational snapshot
 Ministry of Community and Social Services (MCSS), through the
Ontario Works Branch, is responsible for the DSSAB Act and
Regulations, which provides a governance and accountability
framework for DSSABs and establishes these boards as corporations.
 The DSSAB, as Municipal Service Manager, delivers Ontario Works,
Childrens Services, Social Housing and Community Service programs.
The DSSAB Administration Includes the CAO office, Human
Resources, Finance and Information Technology. Legal, engineer,
architectural and other professional services are purchased externally.
July 21, 2015
District of Parry Sound DSSAB Board Orientation
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Organizational snapshot
 Overall annual expenditure of approx $20,000,000 (excluding ODSP
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costs)
Staffing of approx 190 (full time equivalent of 135.21)
Operate under a collective agreement
Organized into broad program areas by function
Geographic distribution throughout the district
Operates from 6 owned facilities and 2 leased facilities (excluding Early
Years School based centres and Social Housing units)
July 21, 2015
District of Parry Sound DSSAB Board Orientation
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Board
CAO
Assistant to the CAO
CFO
Finance
Human Resource Manager
Information Technology
Human Resources Department
Ontario Works Manager
Parry Sound OW Program
Manager – Social Housing &
Community Services
Violence Against Women
Programs
Esprit Program
Social Housing
South River OW Program
Non Profit Housing
Affordable Housing Program
Social Housing Rent Geared to
Income Waitlist Management
Homelessness Program
Manager – Children’s Services
Child Care Service
Management
Best Start
Coordinator of Child Care
Operations
Supervised Access Program
Licensed Child Care
Operations
Integration Support Services
Property Management
Properties & Capital Projects
Coordinator
Property Management Staff
Early Years & Family Resource
Centres
DSSAB Board Structure
 The Board is a corporation established under the DSSAB Act and under
the Ontario Corporations Act.
 Applicable sections under the Municipal Act are;
 Section 19
 Section 269
 Section 270
 The board exercises the powers, duties, and responsibilities in the
district relating to social services given to the council of a municipality.
 The composition and geographic territory for each DSSAB is prescribed
by the Lieutenant Governor in Council by regulation.
 The Board operates within a number of legislative acts and regulations
July 21, 2015
District of Parry Sound DSSAB Board Orientation
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DSSAB Act Legislative Authority
The District Social Services Administration Boards Act provides the following authority to each
individual Board:
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Apportion costs to municipalities within the geographic territory
Charge municipalities interest and penalties for non-payment of amounts
Receive payments for social services from the Province of Ontario
Remit payments for social services to the Province of Ontario
Borrow money (up to 25% of the yearly estimates)
Provide for a reserve not exceeding 15 % of the total estimates for the year
Provide estimates to the clerk of each municipality within the geographic territory on or before March 31st of
that year
Any authority provided to the Board under another Act
Appoint an administrator and any staff that is necessary
The two (2) most important powers conferred to a Board are cost apportionment and the appointment of an
Administrator. Both powers are subject to provincial approval to insure accountability to the minimum
provincial standards set by legislation and regulation. The CAO is appointed as the administrator of the
DSSAB.
July 21, 2015
District of Parry Sound DSSAB Board Orientation
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DSSAB Act: Cost Apportionment
 Cost apportionment is the term used to describe how the municipal costs of social
services are apportioned to member municipalities by the DSSAB. Current value less
exempt assessment is used. Each municipality pays a portion of the municipal costs of
social services determined by their portion of the total value less exempt assessment for
the district. In effect, cost apportionment represents a form of indirect taxation.
 This apportionment method is set by Regulation and can only be modified or changed by
a double majority vote of the Board. A double majority is defined by a majority of the
municipalities represented by Board members consent and the municipalities
represented by the members’ consent also contain a majority of the electors in the
Board’s district.
 Although the DSSAB Act defines the default apportion method as weighted assessment,
the District of Parry Sound DSSAB established the current value less exempt assessment
method used through double majority vote at the establishment of the DSSAB in 1999.
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District of Parry Sound DSSAB Board Orientation
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DSSAB Act: 2006 Interim Governance and
Accountability Guidelines
 In 2006, after a series of consultations between the DSSABs and the Ministry of
Community and Social Services, the Ministry produced a guiding document to
represent their governance and accountability requirements for the DSSABs. The
requirements were based on the DSSAB Act, regulations and ministry policy with the
intent to ensure consistent governance and accountability provisions in place for each
DSSAB.
 These guidelines clarified and confirmed the following;
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The role of the DSSAB Board, Chair, Officers and Employees
Closed meetings
Procedural Rules
Notice Policy
Municipal Conflict of Interest Act
Audit Requirements
Financial Statements
TWOMO Election Administration
Transition Period Following Election
Filling a TWOMO Member Vacancy
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District of Parry Sound DSSAB Board Orientation
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DSSAB Governance
Guideline # 1
The role of the DSSAB board is to provide overall governance
responsibility in order to be accountable for and to carry out the duties
of the board, included;
 To represent the public and to consider the well-being and interests of all of the
member municipalities and Territories Without Municipal Organization
(TWOMOs);
 to develop and abide by the policies and programs of the board;
 to determine which services the board provides;
 to ensure that administrative practices and procedures are in place to
implement the decisions of the board;
 to maintain the financial integrity of the board;
July 21, 2015
District of Parry Sound DSSAB Board Orientation
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DSSAB Governance
Guideline # 1 (cont’d)
 to carry out the duties of the board under the District Social Services
Administration Boards Act, the Ontario Works Act 1997, the Day Nurseries Act,
the Social Housing Reform Act, 2000, the Municipal Act, 2001 and the related
Regulations or any other Act as required, and including the legislation of the
Ministry of Health and Long-Term Care where applicable
 designating a spokesperson, when required, regarding the actions and plans of
the board;
 to ensure open communication channels with provincial government
ministries, specifically MCSS, MMAH and MOHLTC through fostering positive
working relationships.
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District of Parry Sound DSSAB Board Orientation
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DSSAB Governance
Board members have a legal and fiduciary obligation and is;
 Accountable for the organizational performance and actions
 Must comply with the corporation’s relevant acts and regulations under
the statute under which the organization is incorporated
 Exercise their power with due diligence
Fiduciary obligation;
 Financial Stewardship; ensuring the financial health of the
organization by managing its assets, finance and resources
 Legal Compliance
 Setting policy framework to provide overall strategic direction
July 21, 2015
District of Parry Sound DSSAB Board Orientation
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DSSAB Governance
The Role of the Chair is:
•to carry out the duties of the Chair under the DSSAB Act or any other
Act;
•to preside over board meetings as outlined in the Procedural Rules
•to direct the CAO in the implementation of Board decisions
Members of the board who are appointed as chairs may be re-appointed as
chairs for the next year.
The role of the officers and employees of the DSSAB is:
•to implement the board’s decisions and establish administrative
practices and procedures to carry out the board’s decisions;
•to undertake research and provide advice to the board on the policies
and programs of the board;
•to carry out other duties required under the DSSAB Act or any Act and
other duties assigned by the board.
July 21, 2015
District of Parry Sound DSSAB Board Orientation
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DSSAB Governance
 Board focus on ends
 Strategic Priorities
 Resource availability
 External linkages
 Fiscal and Legal control and direction
 CAO selection and evaluation
 Leadership
 Management focus on means
 Implementation of Board policies
 Management of organization staff, finances, human resources, facilities, programs
 Leadership
 External linkages
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District of Parry Sound DSSAB Board Orientation
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DSSAB Governance
 Guideline # 5 Municipal Conflict of Interest
 The Municipal Conflict of Interest Act applies to all members of a DSSAB
board, including the members representing Territories Without Municipal
Organization. The Act imposes a statutory duty on members to declare
pecuniary interests, direct or indirect, and refrain from participating and
voting on any matter in which they have a pecuniary interest. It also
prohibits influencing others before, during or after the meeting. Members
should refer to the Municipal Conflict of Interest Act and should obtain
legal advice if they have any questions about these provisions.
July 21, 2015
District of Parry Sound DSSAB Board Orientation
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Northern Ontario Service Deliverers
Association; NOSDA
 The Northern Ontario Service Deliverers Association (NOSDA) is an incorporated body
that brings together 10 of Northern Ontario’s 11 Municipal Service Managers – nine of
them are District Social Service Administration Boards(DSSABs). All eleven are
responsible for the planning, coordination and delivery of community health and social
services divested to them by the Province of Ontario. These divested services include
Land Ambulance, Social Housing, Child Care and Ontario Works.
 NOSDA member organizations collectively have annual expenditures in excess of
$650,000,000, and together have over 1,000 employees. The collective knowledge of
NOSDA members provides strength in local service system management and continuous
input from the municipal politicians who sit on their governing bodies.
 An integrated, effective and efficient social infrastructure is an essential component of
local and regional economic and community development, both in terms of addressing
labour market requirements and in terms of providing social supports in times of
economic downturn in Northern Ontario.
July 21, 2015
District of Parry Sound DSSAB Board Orientation
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DSSAB Service Delivery
WE ARE COMMITTED to the provision and promotion of services that
assist individuals in attaining an optimum quality of life and that
contribute to the well-being of the community
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District of Parry Sound DSSAB Board Orientation
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DSSAB Service Delivery
Our world is complex
 Constantly changing/ shifting legislation
 Diverse population with complex needs
 Information Overload- new technologies and research
 Continual changes and shifts in the funding environment
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District of Parry Sound DSSAB Board Orientation
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DSSAB
Service
Delivery
Current projects and emerging issues
 Human Service Integration; Integration of client services
 Community Planning for Social Development
 Strategic planning and direction: Children’s Services
 Strategic Planning and direction: Social Housing
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District of Parry Sound DSSAB Board Orientation
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Finance and Information
Technology
The Finance and Information Technology departments provide support to the
DSSAB programs and Board to fulfill their obligations with the following principles
in mind;
Efficiency and consistency in program operations.
Adherence to board policies in all programs
Continual organizational development and improvement in program and staff
effectiveness
Finance and Information
Technology
Who We Are:
Mitzi Dinsmore, Chief Financial Officer
Finance
Information Technology
Leeanne Garagan
Supervisor of IT – Ian Holmes
Diane Hunt
Denise Penfold
Valerie Toner
Lee Young
Finance
What We Do:
Treasury and Cash Management
Includes monitoring bank accounts, signing authorities, managing investments
and capital reserve planning.
Investment Policy
Following the standard of care established, Board assets must be invested with
the “care, skill, diligence and judgment that a prudent investor would exercise in
making investments.”
Investment parameters recognize that the DSSAB has a long-term time horizon
and that the Board’s objective is to ensure that the value of its investments
keeps pace with inflation.
Finance
Financial Reporting
We manage the flow of data within a financial reporting system
incorporating separate software systems for Ontario Works (SDMT) ,
Housing (Yardi), Children’s Services (OCCMS and SMART), Community
Services (WISH) and Finance (Fundware). Data is aggregated and
financial statements are prepared monthly.
Finance
Reporting and Analysis to Programs
Detailed activity reports are provided to each budget holder monthly for
review. Financial analysis is prepared regularly as needed. Financial
reports are reviewed monthly by the CAO and CFO. The financial reports
are compared to budgeted figures, variances are investigated and plans
developed for corrective action as required.
Board Financial Reporting
Monthly reporting and financial analysis for the Board
Finance
Audit
Preparation and analysis of year end financial statements for audit. All
financial analysis, schedules and year end financial statements are prepared
by the staff and provided electronically for the auditors to print in their format.
There are rarely any adjustments required from the auditors.
Purchasing
Invoices are processed for payment centrally and reviewed to ensure that they
are properly authorized for payment, fall within the constraints of the approved
budgets and that purchasing/procurement policies have been followed
Finance
Procurement Policy
Basic limitations and authorizations in the Procurement Policy are as
follows:
- purchases must be undertaken in a competitive basis
- purchases should reflect the lowest total cost to the DSSAB
with due regard and consideration for the importance of
quality, service and price, with no preferential treatment being
given to local bidders
- purchases shall be made subject to the following limitations
and conditions:
Finance
District of Parry Sound Social Services Administration Board
Procurement Policy - Summary of Practices
Procurement
Practice
Dollar Value
Limitations
Authorization
Required
Informal procurement
for Purchase Orders,
Invoices or Petty Cash
Less than $2,500
Less than $1,500
Program Supervisor
Less than $2,500
Program Manager or
Property Manager
Informal procurement
for Purchasing using
3 written quotes
Less than $5,000
Program Manager and CFO
Housing Property Manager re: property
management expenditures
Requests for Quotations
Less than $20,000
Program Manager, CAO and CFO
Requests for Tenders or
Requests for Proposals
Over $20,000
Program Manager, CAO and CFO make
recommendations for Board approval
Sole Sourcing in an
Emergency Situation
As may be required
Program Manager, CAO and CFO
Finance
Tenders & Contracts
Coordinate the tendering process, prepare and maintain contracts with outside
service providers, such as cleaning and maintenance, telephone support and
equipment leases.
Funding Agreements
Negotiate funding agreements with the Province and provide periodic results
of operations and variance reporting as required.
Corporate Reporting
Annual corporate reporting as mandated, including tax returns, MPAC reports,
SMAIR’s, etc.
Finance
Insurance
Negotiation and maintenance of the Boards insurance coverage for the
DSSAB and Local Housing Corporation .
Municipal Levy
Calculate the assessment values, determine municipal apportionment, issue,
collect and report on the municipal levy.
Capital Assets
Manage the capital assets inventory including periodic physical inventory
counts, purchases and disposal of assets and calculation of related
amortization.
Finance
Business Practices and Procedures
On an ongoing basis we undertake operational reviews of specific areas
within our programs with an aim to improving business practices and
procedures and overall structure by making them more efficient and
effective.
Budget and planning process
The budget planning process incorporates risk assessment and priority
setting into a review of operations and funding requirements. These
priorities are incorporated into a planning document with timelines for use
during the year by each program area.
The following flowchart illustrates the budget planning process:
Finance
Strengths, Opportunities, Aspirations and Risk Analysis and Priority setting
reviewed by
Senior Management Team
Identified resources
incorporated into
Budgets
Anticipated funding and expenditures requirements reviewed
by supervisors and incorporated into preliminary budgets.
Budgets reviewed by Supervisors and Managers and
updated as required
CAO, CFO and Managers review budgets and negotiate
changes as required
Action!
Finance
Administration of the Non Profit Housing Funding Agreements and
Operational Reviews
Apart from our own housing stock, we are required to administer the
contracts with non profit housing agencies in our District, including
negotiation of funding agreements and budgets, provision of subsidy,
monitoring performance, Ministry reporting and conducting operational
reviews
Information Technology
What We Do:
Network Infrastructure, Internet and VPN Management
Managing and maintaining IT infrastructure and connectivity for our 2 main
administration buildings, 3 external child care sites, 5 Early Years Child and
Family Centres and our Women’s Shelter. This includes maintaining the
functionality and stability of the network.
Telecommunications
Managing the telecommunications infrastructure including telephones, fax
machines and Email required for our 190 employees.
Information Technology
Data Management, Security and Backups
Ensuring the integrity of all data, that all software and hardware we
utilize is functional, and that data is backed up and available should an
unforeseen interruption in service occur.
Maintaining up-to-date anti-virus software and security measures within
the system to protect the data collected by the organization from
external threats.
Centralized Purchasing
Purchase of all hardware and software equipment for the organization
with an aim to consistency and reliability. Ensuring that licensing and
maintenance agreements are up-to-date and in place at all times
Information Technology
Information Technology Support
Support for all staff on IT related issues. Includes the maintenance of the
support ticket system, trouble-shooting, repair and recommended purchase
of new equipment as required.
Website Development
Management and development of the internal and external websites for the
organization.
Technology Trends
Keeping abreast of technology trends and recommending changes where
required.
Information Technology
Computer Related Training Coordination
Prepare and provide standardized computer training courses for staff including
Microsoft Office 2007, Word, Excel and Power Point.
The Dignity of Work…
The Pride of Independence
What is Ontario Works?
 The Ontario Works Act, 1997 provides the framework
for Ontario’s social assistance system
 OW provides financial assistance for eligible families
and individuals
 Adults must take part in employment assistance
activities to enable them to become self-reliant
Eligibility
 Must be a resident of Ontario
 Has budgetary requirements that exceeds his/her income
and has assets that do not exceed the limits prescribed
 Has provided information that is verified according to the
regulations; and
 Meets other conditions prescribed in the regulations
The Application Process
 Applicants call the Ontario Works office in either
Parry Sound or South River to request assistance
 An Intake interview takes place by phone and the
applicant is given an appointment date within four
(4) working days
 The applicant meets with an Ontario Works
Caseworker and completes an application
The Application Process (continued)
 At the first appointment, an Employment Information
Session is viewed on a computer and an application is
completed
 A decision of eligibility is made within four (4) days or
less and the first assistance cheque is mailed
The Participation Agreement
 Employment possibilities are discussed with all
new applicants
 A Participation Agreement is completed outlining
activities that the participant agrees to take part in
to increase his/her employability
 Participants meet with the Caseworker every few
months to review progress and set new goals
Deferrals
 Participation in employment activities may be
deferred in certain circumstances such as: a sole
support parent with at least one child not yet in
school; illness, injury or disability, a caregiver for a
family member; 65 years of age or older; a self declared
victim of family violence
Employment Assistance Activities
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Job Search
Basic Education
Literacy Programming
Addiction Services
Self Employment
Learning, Earning & Parenting (LEAP)
Community Participation
Employment Placement
Rights & Responsibilities
 All District of Parry Sound residents have a right to apply
for OW assistance
 All applicants have a right to a speedy decision regarding
eligibility
 All participants have the right to appeal a decision
 All participants sign a form verifying that they are aware of
their responsibilities as a recipient of Ontario Works
assistance
Refusal to Participate
 A participant who chooses to not participate in a
chosen employment activity without a reasonable
explanation, and who does not have a reason to be
deferred, is ineligible for financial assistance. Such a
participant is ineligible to re-apply for assistance for a
period of one (1) month or three (3) months on
subsequent occasions
Fraud
 In all cases where it is suspected that an individual
is receiving assistance that he/she is not entitled
to, a referral to the OW Eligibility Review Officer is
made. An investigation may result in the
determination of an overpayment or in some cases
where an intent to commit fraud is confirmed, the
case is referred to the OPP for a possible criminal
investigation
Ontario Disability Support Program
 ODSP provides income support, including health
and other benefits, for people with disabilities in
financial need
 Ontario Works provides referrals to the ODSP
program for disabled people
 Non-disabled spouses and dependent adults of
ODSP clients are required to look for work with
the help of Ontario Works
Family Support
 All cases are reviewed by the OW Caseworker for the
possibility of financial support from an absent spouse
or parent
 Some cases are referred to the OW Family Support
Worker for assistance in achieving a support
agreement through court or through a private
agreement
Supports & Benefits
 Transportation costs to medical appointments and
employment activities
 Prescription drugs
 Eye examinations
 Funerals
 Community start up funding
 Emergency dental services
 Extended health benefits
 Employment start up benefits
Supports & Benefits (continued)
 Employment related expenses
 50% exemption from employment earnings
 Special diet allowance
 Child care costs
 Emergency shelter costs
 Emergency heating costs
Our Staffing Model
 Two offices: Parry Sound & South River – 1 District
Program Manager
 Each office has 1 Supervisor, 4 Caseworkers, 1
Addictions Specialist & 4 Case Support Workers
 We share 1 Family Support Worker, 1 Eligibility
Review Officer & 1 Update Caseworker
Staffing Model
 South River uses a super caseworker model (1
Caseworker per family)
 Parry Sound uses a specialized caseworker model (2
Caseworkers per family – 1 Financial Eligibility; 1
Employment)
CASELOAD
TREND
Average caseloads in the past six (6) years:
(from the Benefit Unit Summary Report)
677
680
640
583
600
560
555
534
545
518
520
480
440
400
2005
2006
2007
2008
2009
2010
* The average caseload is currently up approximately 30% from what it was
at the beginning of 2008
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Cases
OW Caseload
January 2008-December 2010
850
750
650
550
450
350
250
Intakes
1200
1000
921
940
951
2006
2007
2008
1,125
1,097
2009
2010
800
600
400
200
0
 Approximately 10% of all ongoing cases have earnings
from employment in the winter months
 Approximately 14% of all ongoing cases have earnings
from employment in the summer months
Community Partners
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Muskoka Parry Sound Addiction Outreach
Employment Ontario (Parry Sound, Burks Falls, Sundridge)
Community Mental Health
Housing Corporation (DSSAB)
Children’s Services (DSSAB)
Esprit Place and Esprit Outreach (DSSAB)
The Business Centre – Self Employment Program
Literacy – Sound Learning Centre; The Learning Works
Secondary School – PSHS; AHSS
Hands The Family Network
Children’s Aid Society
Women’s Own Resource Centre
The Labour Market Group
District of Parry Sound Poverty Reduction Network
Challenges - 2011
 Implementation of On Line Applications
 Introduction of Curam software to replace SDMT
 Changes to OW Directives example: Special Diet; OCB 
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TCB
Higher Caseloads – Same # of staff
Staff changes difficult – lengthy training time necessary for
new OW staff
Extensive Incoming Information from MCSS –
Communications & Memos
Extensive training needed to keep up with changes
Inequity of caseloads – PS 40%; SR 60%
Challenges – 2011 (Cont.)
 Focus Shift – Employment/Eligibility
 Meeting outcomes = funding
 Funding shortages example: Addiction Services
Program; elimination of incentive funding
 Expect continued caseload growth – 19% in 2011;
What Do We Do Well?
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Good change managers
Flexibility to constant revisions & changes
Customer Service – Excellent
Always make decisions based on what’s in the client’s best
interest
Treat everyone with dignity and respect – always
Active community partners & supportive colleagues
Help to dispel the myths surrounding “welfare” people.
Put time & effort into the recruitment process = good OW
staff team
Housing and Community
Services
Housing and Community Services
Division
Janice Bray
District Program
Manager, Housing and
Community Services
Janet Childerhose,
Supervisor Housing
Operations
Sharon Davis,
Supervisor, Housing
Operations
Linda Hunter,
Supervisor, Property
Management
Greg McWhirter,
Co-ordinator,Property
and Capital Projects
Pam Nelson , Supervisor,
Esprit Place Family
Resource Centre
Aspect of Housing and Community
Services
Service Manager - responsibilities
Property Management for 209 units
Community Services programs
Capital Projects for DSSAB and Housing buildings
Service Manager
 The DSSAB funds the 4 Social Housing Providers in the
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District according to their Operating Agreement
Monitor their operation according to criteria in the
Social Housing Reform Act
Fund and determine Rent-Geared-to –Income eligibility
Maintain the Social Housing Waitlist management
including Special Priority requests
Report to the Ministry of Municipal Affairs and Housing
on use of federal funding
Service Manager
 Administer Rent Supplement and Homelessness
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Programs.
Legislative information (Residential Tenancy Act, Social
Housing Reform Act)
Provide education to Housing Provides
Complete building condition assessments and capital
reserve analysis on all social housing stock
Asbestos Management Plans on all social housing stock
and they are monitored annually
Administer the Affordable Housing Program
Provincial Government
Ministry of Municipal Affairs and Housing
 Flow federal funds to Service Managers
 Report to the federal government on the use of
federal funds
 Set and monitors service level standards
 Set rules regarding RGI assistance and coordinated
access (wait list)
 Manages mortgage renewal process
 Author of the Social Housing Reform Act and the
Residential Tenancy Act
FOUR HOUSING PROVIDERS
Parry Sound Non-Profit Housing Corporation
 4 storey seniors apartment







building
1 elevator
20 one-bedroom rent-geared-toincome units
13 one-bedroom market units
7 two-bedroom market units
Includes utilities and coin laundry
Security tenant lives on-site
Full-time custodian
Parry Sound Non-Profit Housing Corporation
 2 storey walk-up
apartment building
 2 two-bedroom units
 2 three-bedroom units
 Includes fridge, stove
and coin operated
laundry
Parry Sound Non-Profit Housing Corporation
 2 storey walk-up
apartment building
 12 two-bedroom units
 8 three-bedroom units
 Includes fridge, stove
and coin operated
laundry
Parry Sound Housing Corporation (formerly Affordable Housing Now for Parry Sound)
 1 one-bedroom
modified unit
 6 two-bedroom units
 11 three-bedroom units
 Includes fridge and
stove
 12 RGI, 6 market
Georgian Bay Native Non-Profit Housing
Parry Sound
 Federal Operating
Agreement
 33 units transferred
 Scattered throughout the
town of Parry Sound
 100% rent-geared-to-income
Golden Sunshine Municipal Non-Profit
“The Pines” - Powassan
 2 storey walk-up seniors




apartment building
11 RGI, 9 market
1 unit is modified
Includes utilities and coin
laundry
1 elevator
Fell Homes – Burk’s Falls
 Federal Operating






Agreement
2 story
26 one-bedroom units
3 two-bedroom units
Includes utilities and coin
laundry
10 RGI, 19 market
1 elevator
Service Manager
Canada-Ontario Affordable Housing
Program
 2005 - First Wave of the Canada-Ontario Affordable




Housing Program
PSDSSAB received an allocation of $1.5 million
Second wave PSDSSAB received $350,000.00 for a
project targeted to persons with Duo Diagnosis
Homeownership
Housing Allowance Rent Supplement Program (HARS)
$114,000.00
Canada-Ontario Affordable Housing
Program
 2009 Extension
 New Rental - $2,520,000.00
 Homeownership – $140,122.00
 Social Housing Capital Repair Fund - $175,430
 Social Housing Repair and Regeneration Program -
$945,318.00
 Renewal Energy Program - $243,530.00
 Short –Term Rent Supplement Program - $116,630.00
Canada-Ontario Affordable Housing
Program
Years Three, Four and Five:
 Not yet announced
 3 projects possibly in the queue for the new rental
program
 Requested additional Home ownership funding
 Requested access to the Northern Repair Program
Community Services
Programs
 Consolidated Homelessness Prevention Program – to
assist clients with housing and homelessness issues
 Rent Bank - $15,443.00 – to assist clients with rental
arrears
 Emergency Shelter and Energy Supplement - $8,840.00 –
to assist clients with energy arrears
 Esprit Place Family Resource Centre – to assist women
who are fleeing domestic violence
Property Management
DSSAB owns and operates 102 units in the District of
Parry Sound
• Placement of tenants
• Collection of rent
• Rental arrears management and Tribunal Hearings
• Tenant complaint mediation
• Building repairs and maintenance
• Water quality management – bi-weekly, monthly,
quarterly and annual sampling required
• 24/7 on call system
• Provide property management services to PSNP/AHN
DSSAB and Housing- Capital Projects
DSSAB Buildings:
 DSSAB 209 units social housing units district wide
 6 DSSAB buildings
Responsibilities:
 Capital Budget development
 Tenders
 Monitoring contractor work
 Building Condition Assessment update
 Asbestos Management Annual update and monitoring of removal
 Assist Supervisors and Managers with smaller projects when needed
Social Housing Providers:
 Resource to the Housing Providers
 Building Condition Assessment Updates
 Asbestos Management annual assessment
DSSAB Properties
Long Term Housing Strategy
Vision and Principles of Strategy
Vision:
To improve Ontarians’ access to adequate, suitable and affordable
housing, and provide a solid foundation on which to secure employment,
raise families and build strong communities.
Principles:
- People-Centred
- Partnership-Based
- Locally Driven
- Supportive
- Inclusive
- Fiscally responsible
85
Key Elements of the Strategy





Roles, Local Plans and Accountability
Program Consolidation
Proposed Strong Communities through Affordable
Housing Act, 2010
 Housing Services Act, 2010
 Amendments to the Planning Act
 Amendments to the Residential Tenancies Act, 2006
Engage federal government
Promote energy efficiency in the sector
86
Establishing Clear Roles
Province as System Steward
•
•
•
•
•
Vision for the System
Legislation
Reporting requirements
Consolidation of funding
Engage Federal Government
Municipalities as System Service Managers
•
•
•
•
•
Develop our local vision
Local leadership and plan
Develop and implement strategies for Housing and Homelessness
Contribute to and co-ordinate housing funding
Report to the Province
87
Local Housing and Homelessness
Plans
 Province would identify provincial interests in housing through a
Housing Policy Statement
 Proposed new legislation, if passed would require Service
Managers to undertake comprehensive local planning for housing
and homelessness, identifying needs and establishing priorities
 10 year planning horizon, renewed at least every five years
 Province would have the opportunity to comment on plans
before they are finalized
 Plans are approved by Service Managers
 Implementation: first plans would be due one year after
legislation enacted – target end of 2012
88
Performance Measures and
Reporting
 Four common measures of progress:
• Ontario Housing Measure (existing measure)
• Rental Affordability Index (existing measure)
• Service Manager metrics along the housing continuum (new
measure)
• Social Housing Tenant Satisfaction Survey (new measure)
 Service Managers would be required to report (locally) annually on
progress in housing, including on provincially-established metrics,
as well as other metrics that reflect local priorities/needs
 Province reports annually on provincial outcomes and progress
89
Housing Services Act, 2010
 The proposed Housing Services Act, 2010 would:





Provide for a provincial role
Set out a high level provincial interest
Clarify the Service Manager role
Provide for effective delivery of community-based programs
Require municipalities to develop local housing and
homelessness plans
 Would replace/reform the Social Housing Reform Act, 2000,
including reforms to:
 Ministerial Consents
 RGI Calculation
 Waiting List
 Asset-Creation
 Social Housing Review Process
90
Housing Services Act
Ministerial Consents
 Proposed legislation
 Would remove the requirement for “Ministerial Consent” for decisions
that impact social housing projects, by transferring the decision-making
authority to Service Managers
 Province would retain through regulation the authority to re-instate the
requirement for consents for specific actions
RGI Calculation
 Proposed legislation
 New regulations would create a simplified, annual calculation, potentially
reducing or streamlining more than 60 income and asset exclusions
 Move toward an income-tax based system for determining income and
establishing rent
91
Housing Services Act
Waiting Lists
 Proposed legislation:
 Would include provisions to clarify flexibility for Service
Managers to adopt alternatives to the current chronologicallybased system
 Would facilitate tenant transfers across wait lists or across
Service Manager areas
Asset-Creation for Social Housing Tenants
 Proposed legislation:
 Service Managers would have the ability to administer assetcreation programs
 MMAH will work with some Service Managers to launch pilot
programs which will be used to evaluate the results prior to
considering broader implementation
92
Housing Services Act
Social Housing Review Process
 Proposed legislation:
 Would require Service Managers to establish a new review
process for specific types of Service Manager decisions affecting
social housing tenants and providers (e.g. tenant eligibility for
RGI, decrease in subsidy for housing provider), ensuring more
fairness in the system
Non-Profit Governance
 Proposed legislation:
 Would require Service Managers to use a range of options to
work with housing providers in financial difficulty and articulate
goal of returning to community-based governance
 Would require housing providers to develop Board and staff
renewal plans
93
Amendments to the
Planning Act
Second Units
Proposed amendments would:
 Require municipalities to establish policies allowing second units in
new and existing developments
 Expand affordable housing opportunities for lower and moderate
income households, for elderly parents or live-in caregivers and
provide additional income for homeowners
Other Planning Initiatives
 Proposal to extend timeline that garden suites can be initially
permitted
 Add a reference to “affordable housing” in matters of provincial
interest
94
Long-Term Federal Commitment
 Federal Funding to Ontario
Municipalities will decrease by
$166.2 million over the next 10
years, declining to $0 by 2033
 It is proposed that Ontario, in
collaboration with other
provinces and territories, engage
the federal government to create
a housing framework for Canada,
including stable long-term
funding.
Next Steps
 Regulation development, including:




RGI calculation
Waiting lists
Asset building
Information and reporting
 Program consolidation

Phase 1 targeted for 2013
 Provincial housing statement/local planning and reporting


Consultation and development of provincial Housing Statement
Development of regulations for developing and reporting on local plans
 Performance measures

Province will work with stakeholders to development additional performance
measures:
 Service Manger metrics along the housing continuum
 Social Housing Tenant Satisfaction Survey
96
Services to Emergency Supportive Social
Affordable Market
Homeless Shelter
Transitional Housing Housing
Housing
Housing
Housing Challenges
In Our District


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


Length of wait list
Limited and expensive private housing stock.
Size of District
Lack of emergency housing for single men, and for families
that include men
Lack of transitional housing (second stage housing)
Lack of affordable housing
Lack of employment opportunities
Aging population/fixed incomes/increase in costly home
repairs
Serving the District of Parry Sound since 1986.
What is Esprit Place?
 Esprit Place is a Violence Against Women
(VAW) program
 We’re funded by the Ministry of
Community and Social Services to
provide services to abused women in the
District of Parry Sound
 We provide both residential and nonresidential services; women can access
our programs from the community or the
shelter
101
Where is Esprit Place?
 located at 3A Beechwood Dr.
in Parry Sound
 The building is not open to
the public and has an
extensive security system
 All access in and out of the
building is controlled by Staff
 All professional visitors are
asked to call the Esprit Place
Staff in advance of arriving at
the shelter.
102
A Brief History of “Violence
Against Woman”
 First shelter in Canada opens in 1972 in Toronto
 By 1998, 550 shelters including Family Resource Centres
such as Esprit Place existed in Canada
 When women experience violence, every aspect of their
lives is affected…”
 Counsellors provide practical support and referrals
regarding the legal system, social assistance, childcare,
parenting, medical and mental health issues, etc.
Crisis
Line
Transitional
Support and
Housing
Shelter
Child
Witness
Program
Outreach
West
Average Occupancy Rates
2003-2010
100
90
80
70
60
50
40
30
20
10
0
2003
2004
2005
2006
2007
2008
2009
2010
Residential Program: Esprit
Place Emergency Shelter
 We operate 24 hours a day, 365 days a year.
 21 shifts per week are covered by 4 full-time, 1
part-time, and 8 casual/relief VAW Counsellors
 80% of our shifts are single-covered
 Esprit Place is voluntary—women can’t be
‘ordered’ to live at the shelter or to participate in
our programs.
106
When a Woman arrives at Esprit
Place…
 Admission information is gathered.
 Safety issues are addressed – Does
the woman need medical
attention? Is the abuser at large?
Have the police been contacted?
Does the abuser have access to
weapons? etc.
 She and her children are given a
tour of the shelter, and introduced
to the other women and children.
 She is assigned a bedroom and
given a room key.
The women staying at Esprit Place are encouraged to
participate in a co-operative living situation, sharing
responsibility for cooking, cleaning, and household routines.
Women do not have to live at the
shelter to access our services…
109
Non-Residential Programs
The following programs are available
to women living in the community:
 24/7 Crisis Support Line
 705-746-4800 or 1-800-461-1707
 Community Outreach
 Transitional & Housing Support
Program
 Child Witness Program
 for children ages 4-16 who have been
exposed to violence in their home.
110
 Women can access services on both sides of the
district, either in Parry Sound or in South River at
our satellite office
 Our Outreach Counsellors will meet with women
in neutral community settings when appropriate
(e.g. at a Nurse’s station, in a medical building, in
a lawyer’s office, etc.)
 Our priority is to ensure that women are able to
access VAW Counsellors in a safe and confidential
setting
111
24 Hour Crisis Line
 Our Crisis line is
advertised throughout the
District.
 All services are
confidential
 Callers are often
interested in learning how
to access additional
services for abused
women, including the
shelter system.
Community Outreach
 Provides support to women who do not live in the
shelter, but are dealing with abuse and/or related
issues
 Services include counselling, court
accompaniment, referral and advocacy
 We facilitate group sessions for women , we
partner with community agencies, and participate
in public education opportunities
Transitional & Housing Support
Program
Areas of focus include:
 Housing
 Counselling
 Parenting support
 Educational and Job
training
 Income Support
 Legal Aid
 Health and Wellness
Services
114
Child Witness Program
 The purpose of the
program is to provide early
intervention for children
(ages 4-16) who have
witnessed abuse within
their home or family
 The earlier the
intervention, the earlier
healing can begin
 Workshops are available
for mothers and children
115
“ We all have a role to
play in ending violence”
If someone you know is in crisis or if you have questions,
please contact Esprit Place Family Resource Centre
for support.
Children’s Services
 Centre-based Early Learning & Child Care
Programs
 Support Services for Children with Special
Needs
 HIGH FIVE Recreation Programs & Training
 High Scope Curriculum
 Early Years Programs/Best Start Child & Family Best Start Network Partners
Centres
 District Wide Dinner Programs
 Before & After School Programs
 Parent Education & Resources
 Quality Care
 Supervised Access Program
 Subsidized Child Care
 Infant Care
 Great Beginnings
 Home Child Care Programs
 Nursery School Programs
 The DSSAB supports child care as an education system that incorporates care and
nurturing; encourages high quality programs to meet the needs of children and their families;
respects the challenging needs of the family while supporting their values and beliefs;
strongly promotes the inclusion of child and family in the community; responds to the
changing needs of the community and works collaboratively with community organizations to
utilize all available resources.
Background & Program Information
Organizational Chart
District Program Manager
Cec Barks
Program Supervisor
Coordinator Child Care Operations
Margaret Docherty-Scanlon
Cheri Sidon
Program
Support
Workers
Childcare
Subsidy
Lori
Murray
Bobbi
Verstraten
Program
Coordinator
Supervised
Access
Christina
McNay
Supervisor
Home Child
Care &
Integration
Support
Services
Brenda
Wiltshire
Supervisor
Early Years
Program
Best Start
Child and
Family
Centres
Supervisor
Highlands
Early
Learning &
Child Care
Centre & 3
ASP’s
Janet
Aldersley
Jesse-Rae
Roesner
Coordinator District of Parry Sound
Best Start Network
Lana Whetham
Supervisor
First Steps
Early
Learning &
Child Care
Centre & 2
ASP’s
Heather
MackeyWainman
Supervisor
Waubeek
Early
Learning &
Child Care
Centre & 3
ASP’s
Melissa
McKeown
Supervisor
Fairview
Early
Learning &
Child Care
Centre & 3
ASP’s
Jane
McRaePiercey
Summary of Child Care Programs
in the
District of Parry Sound
Licensed Child Care Centres: 7
Licensed Spaces: 292
For Profit Centres: 1
Not for Profit Centres: 6
Licensed School Age Programs
Licensed Spaces: 68
Number of Schools Served: 12
Licensed Home Child Care Programs: 1
Maximum # of Approved Homes: 50
Licensed Spaces (50 homes x 5 children): 250
Nursery School Programs: 1
Licensed Spaces: 16
Days of Operation/weekly: 2
Informal Care: 6
Recreation Programs: 6
Programs for Children with
Special Needs: 3
Early Years Programs & Best Start Child &
Family Centres: 6
Number of Communities Served: 24
Number of Satellite Programs:18
Purchase of Service Agreements
Out of District
• Huntsville:
2 Licensed Centre Base Programs
1 Home Child Care Program
• North Bay:
5 Licensed Centre Base Programs
1 Home Child Care Program
Child Care Fee Subsidy Program
Margaret Docherty-Scanlon, Supervisor
• Child care fee subsidy is available to working families or families in
school/training who demonstrate a financial need after completing an Income
Test as set out by the Ministry of Children & Youth Services and the District of
Parry Sound Social Services Administration Board.
• Child care fee subsidy is available for licensed child care programs, HIGH
FIVE Recreation Programs and other approved programs (YMCA, OCA).
• The Wage Subsidy Program was introduced in 1987 to improve the salaries
and benefits of child care workers and to make licensed care more affordable
for all parents. The Program provides funding to service providers, which
enhances staff stability. Wage subsidy pressures are determined each year
by the Program Supervisor in conjunction with data provided by the child care
operators.
Early Learning and Child Care
Centres
• The DSSAB directly operates 4 centre-based licensed Early Learning and
Child Care Centres (Parry sound, South River, Emsdale & Powassan).
• These centres provide safe, secure, healthy and enriching environments for
infants, pre-school and school-aged children.
• Learning through play is an important part of a child’s development. Children
are presented with a variety of experiences appropriate to their development
that encourages and enhances positive self-esteem and confidence.
Interaction with other children expands social and communication skills and
encourages feeling of friendship, security and empathy.
• HIGH SCOPE CURRICULUM – active, participatory learning is the basis of
planning activities and implementing programs for our centres. Decades of
validated research tells us that children learn most effectively through handson experiences with people, materials, events and ideas.
Licensed Centres in the District of Parry Sound
1
1
1
1
1
2
Waubeek Early Learning & Child Care Centre
Melissa McKeown, Supervisor
Location:
Parry Sound
Number of staff: 15
Licensed capacity:
Infant
up to 9
Toddler
up to 15
Pre school
up to 24
J.K.
up to 10
S.K.
up to 12
School age up to 18
Not to Exceed 66
Outreach:
St. Peter’s After School Program: 30 spaces
Victory After School Program: 30 Spaces
First Steps Early Learning & Child Care Centre
Heather Mackey-Wainman, Supervisor
Location:
Village of South River
Number of staff: 10
Licensed capacity:
Infant
up to 6
Toddler
up to 10
Pre school
up to 17
J.K.
up to 10
S.K.
up to 12
School age up to 15
Not to Exceed 48
Outreach:
Sundridge After School Program: 30 spaces
Highlands Early Learning & Child Care Centre
Jesse Rae-Roesner, Supervisor
Location:
Emsdale
Number of staff: 9
Licensed capacity:
Toddler
up to 15
Pre school
up to 20
J.K.
up to 10
S.K.
up to 12
School age up to 15
Not to Exceed 35
Outreach:
Evergreen After School Program: 28 spaces
M.A. Whittick After School Program: 30 spaces
Fairview Early Learning & Child Care Centre
Jane McRae-Piercey, Supervisor
Location:
Powassan
Number of staff: 10
Licensed capacity:
Toddler
up to 15
Pre school
up to 18
J.K./S.K.
up to 20
School age up to 15
Not to Exceed 68
Outreach:
Callander After School Program: 30 spaces
Mapleridge After School Program: 30 spaces
Home Child Care Program
Brenda Wiltshire, Supervisor
Screened, approved and trained Home Child Care Providers open their
homes to children 6 weeks to 12 years of age. The Program offers
quality, flexibility of location and hours and a variety of daily activities for
the children. Home Visitors make scheduled and unscheduled visits to
the homes to offer support, guidance and training.
Location:
District wide
Number of staff: 4
Licensed capacity:
Infants to and
including age 12
50 homes
Home Child Care Providers in the District of Parry Sound
Integration Support Services
Brenda Wiltshire, Supervisor
Six Resource Teachers (3 East, 3 West) visit licensed Child Care
Centres, Home Child Care Programs and Early Years/Best Start Child
and Family Centres to provide support, resources and programming to
children with special needs. As a liaison, the Resource Teacher can work
and communicate with Early Childhood Educators, families and other
professionals to ensure that each child, regardless of his or her ability, is
able to attend and participate in an inclusive program.
Location:
District wide
Number of staff: 7
Number of children served:
70
Early Years/Best Start Child & Family Centres
Janet Aldersley, Supervisor
Location:
District wide
Number of staff: 10
Main programs:
6
Satellite programs: 18
Communities served: 25
Dinner programs: 4
Early Years/Best Start Child and Family Centres
1
1
1
1
1
1
1
1
3
1
1
1
1
1
1
Early Years/Best Start Child & Family Centres
Goals of the Initiative
• Give Ontario children the best possible start in life.
• Prepare children for a lifetime of learning.
• Offer parents/caregivers support and education.
• Promote healthy pregnancy, birth and infancy.
• Improve parenting and family supports.
• Strengthen early childhood development, learning and care.
• Strengthen community supports and linkage for early intervention.
• Service integration with many community partners.
Supervised Access Program
Margaret Docherty-Scanlon, Supervisor
• The Supervised Access Program offers separated families a centre which
provides a safe and secure setting where visits and exchanges can take place
under the supervision of trained staff.
• Families are referred to the service through a court order, at the request of
lawyers for the parties or on a voluntary basis where both parties have
consented to the service.
• The Program is funded by the Ministry of the Attorney General and is
delivered through the DSSAB.
• The Program operates at both Early Years Centres in Parry Sound and
South River. Visits and exchanges take place on alternate weekends at both
sites.
District of Parry Sound
Best Start Network
www.foreverychild.ca
Vision:
Community Partners working together to foster the optimal Best Start for all children in the District of
Parry Sound.
Mission:
To engage the District of Parry Sound Community Partners to collaboratively plan, implement and
monitor support services critical to the development of the whole child in achieving their full
potential.
Values:
Commitment to Respect
 Respect the role of all involved in the healthy development of the child.
Commitment to Diversity
 Promote practices that embrace diversity.
Commitment to Continuous Learning
 Recognize the importance of enhancing the knowledge and skills of all involved in the
healthy development of the child.
Commitment to Responsibility
 Mutually plan and adapt to become more efficient in the delivery of services to all children.