2009-2010 Annual Report

Children’s Aid Society
of Algoma
Société de l’aide á l’enfance
d’Algoma
Annual Report
2009-2010
The economic downturn has forced both the private
and public sector to find efficiencies given dwindling
revenues, and this is no different for child welfare. In
September, the government appointed a Commission to
Promote Sustainable Child Welfare to find better ways to
do business while improving outcomes for the children
and youths receiving services.
So how do we build a sustainable child welfare system in Ontario? I believe that a
sustainable child welfare system must be accountable to the Standards of service set
by funders. It must also demonstrate efficiencies through a service-delivery model that
leverages resources and maximizes community partnerships towards common
outcomes. The Children’s Aid Society of Algoma’s Strategic Goals encompass this
approach by stating:
The Society will meet its statutory obligation to deliver child welfare services
and will do so in a fiscally responsible, sustainable, and accountable manner.
Our Society continued to demonstrate one of the highest levels of compliance to
Ministry Crown Ward Review audits in the province, scoring 95.2% this year. Algoma’s
average Crown Ward Review compliance rate over the last 5 years has been 95%, well
above the provincial average.
We also continued to demonstrate financial efficiency by having the lowest overall
unit costs for service in our region. Algoma CAS has achieved this by creating an
efficient residential spectrum of resources that includes the largest Foster Treatment
Program in our region, at half the cost of privately operated group care. We also
continued to develop our Kinship Out-of-Care program, with 103 children placed in
Kin Out-of-Care homes as opposed to entering care, with an estimated saving of over
$2M in residential costs.
Leveraging resources continued to be another priority for our Society this past year.
We entered into a joint partnership with Kawartha CAS to share Information and
Technology resources. Both Societies have similar software and computer needs, and
this partnership gives our Societies larger negotiating power and shared costs for
hardware and licensing. Algoma also continues to provide IT support to Superior
Children’s Center in our north district.
Algoma CAS has developed a variety of diversion-from-care strategies that have
significantly reduced the number of children in care in our area compared to other
Societies with similar populations. We believe that the main reason we were able to
maintain significantly lower levels of children in care compared to our peers was due
to the success of our Family Preservation and Diversion From Care Programs.
Unfortunately, despite our best efforts, Algoma CAS’s funding continues to be based
on an outdated funding model that has done little to reward efficiencies or recognize
the impact that gaps in community resources have on child welfare agencies in
Northern communities such as Algoma. Algoma CAS has experienced a 32% increase
in Group 2 care in the last four years, which represents the most expensive treatment
placements for children. This is a direct result of the lack of adequate children’s mental
health resources available to support families and meet the needs of these complex
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children due to their poor funding. Our Society has also experienced significant
increases in legal services and Court-ordered access costs due to the increase in the
number of high-risk families involved with our Society. In the Algoma District, there is
twice the chance that children will be involved in child welfare intervention (.91% of
the child population) compared to the provincial average (.58%). Our Society has also
seen a significant increase in the number of high-risk young mothers involved with the
Society, as the pregnancy rate for 15-year-olds to 19-year-olds in Algoma (10%) is more
than double the provincial average (4.5%).
Consequently, Algoma CAS was faced with a $2.9M deficit under this funding model
when we finally received notice of our fiscal allotment at the end of June 2009 -- 8.7%
less than our previous year’s approved amount. At the same time, the average
reduction most Societies were being asked to manage was only 1.7%. We were able to
cut $600,000 out of the 2009/10 fiscal budget and, with the support of our Regional
Office, received an additional $1.4M at the end of this fiscal year. This still left the
Society with an $897,039 deficit at year end.
As well, in order to receive continued funding from the Ministry, we were required to
shut down our Family Preservation Program as of April 2010 and will be winding down
our Diversion From Care Program over the next fiscal year. There may be short-term
savings from closing these two programs, but I fear that this will come with a significant
increase in children in care. Many of the high-risk protection families that received
support services through these programs will not be able to access alternative
community services as they do not exist. Our collateral partners do not have the
resources to address this need.
Algoma CAS has continued to work closely with our community partners to find
solutions to deal with many of the service pressures being experienced. Our
partnership with Thunder Bay Counseling Center to develop mediation capacity for our
area has progressed to the point where there will be four trained mediators onsite in
Sault Ste. Marie by October 2010. We are hoping that better use of mediation will
assist in diverting cases away from the Court system. As well, our partnership with
Algoma Family Services and Achievement House to develop a residential unit that will
provide stabilization and assessment services will help keep children in our community,
rather than moving them to outside group care placements. Finally, our partnership
with Algoma Public Health, where they have embedded a part-time nurse as part of
our ongoing protection team, continues to provide excellent joint services to high-risk
young mothers.
Algoma CAS continues to demonstrate cost efficiencies in our service-delivery model by
having one of the lowest expenditure rates in our region and being well within
provincial expenditure averages. Despite these efforts, we continue to have one of the
highest deficits in the province. Given these facts, something appears to be wrong
with the current funding model, and this needs to be corrected if there truly is to be a
sustainable child welfare system in Ontario.
In closing, I would like to express my appreciation to our Board of Directors for their
strong leadership, our dedicated staff who have
continued to deliver quality services despite the adversity
that we have experienced, and our foster parents who
continue to provide stable, loving families for our
children in care. I look forward to working with you all as
we move forward to meet the challenges that we face
Jim Baraniuk
over the next year.
Executive Director
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The protection of children and ensuring that the
Society’s programs meet the needs of these children
and their families has always been, and will always be,
the main focus and priority for the Board of Directors.
Unfortunately, despite the Society’s continued
demonstrated efficiencies in controlling the
“controllable” expenditures in administration/
infrastructure at 16.9% of overall costs (North Region – 23.3%, Provincial average –
24.2%), the “uncontrollable” costs, for Court-ordered access, legal, group care, and
Ministry increases in expenditures that were not even captured in their funding
revenues, created another huge deficit for our Society because of the current
funding formula. Because of this, funding has dominated much of the Board’s work
this past year.
The Board’s priority is to ensure that there is adequate funding so that the Society
has the necessary resources to handle the needs of the children and families in
Algoma. The Society engaged in a Section 14 Review process with the Ministry to
request additional funding to meet our service demands; however, no additional
funding was received through this process. The Society received year-end funding of
$1.4M as part of a provincial mitigation strategy, which enabled the Society to reduce
its deficit and continue to provide mandated services. But this additional funding
came with a price as the Society was required to submit a deficit-reduction plan to
the Ministry for approval that included the elimination of two programs – the Family
Preservation Program in April 2010 and the Diversion from Care Program in April
2011. Unfortunately, these two programs were designed specifically to divert
children out of the Society’s care, which is a much cheaper option and has better
outcomes for the child and family. By closing these programs, there is the potential
for a dramatic increase in children in care, resulting in significantly more expense
than the costs associated with these two programs.
With the elimination of these programs, collaboration with the community and
collaterals is even more important. Our Board continues to have a representative on
the Algoma Governance Committee of the Ministry of Children and Youth Services
Local Service System Management Table. This committee met several times over the
past year, and our Society will be participating in the annual planning session where
common issues faced by the local children’s services organizations will be discussed,
along with possible strategies and solutions that are focused on bringing more
services to those families and children who are most in need across the District of
Algoma. We have also continued to engage with our First Nations communities and
Nog Da Win Da Min in the ongoing planning for child welfare services across the
North Shore. Nog announced in April of 2009 that they will be moving towards
designation as a child welfare agency. The Society is committed to working with
Nog as they develop their capacity to achieve designation based on the timelines
that they have established with the Ministry of Children and Youth Services.
In October of this past year, our Board held a retreat to review our current strategic
goals to ensure that the Society is able to meet the increased demands resulting from
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(Continued from page 4)
the current economic downturn, as well as aligning them with the Ministry of
Children and Youth Services’ new Strategic Framework entitled Realizing Potential:
Our Children, Our Youth, Our Future. The Board of Directors also reviewed the
Society’s overall performance according to our Balanced Scorecard. The following
new Strategic Goals for 2010-2013 were approved by the Board of Directors:
1.
2.
3.
4.
5.
The Society will engage with key stakeholders to promote a servicedelivery system that contributes to achieving common outcomes.
Every youth in the Society’s care will graduate from secondary school and
will have the opportunity to enter post secondary training.
The Society will ensure that every child and family has a voice and that
they receive child welfare services that meet their complex yet unique
needs.
The Society will support and enhance the resilience of children and
families by developing their protective capacities and mitigating risk.
The Society will meet its statutory obligation to deliver child welfare
services and will do so in a fiscally responsible, sustainable, and
accountable manner.
The Board’s Quality Performance Committee continues to measure and provide
leadership to the Society’s overall Quality Assurance system. This past year, the
Quality Performance Committee focused on measuring feedback on the Society’s
services in a variety of areas. All of the Society’s Crown Wards over the age of 12
were surveyed for their feedback on their care and services received. Also, in the
fall of 2009, surveys were sent to over 500 families receiving ongoing protection
services for feedback on our services. The Society also completed its second
annual survey with all of our foster parents. The Quality Performance Committee
reviewed all feedback and will monitor the changes identified through the action
plan established for each service area by the Society’s Supervisor of Accountability.
The Society’s Strategic goals continue to reflect the importance of post-secondary
education for the Society’s youth in care. Research has shown that there is a direct
correlation between school success and positive, long-term outcomes for children.
Our Board has continued to provide support each year through fund raising
efforts that have allowed us to create an Education Assistance Fund. We provide
our youths who are interested in post-secondary education with the financial
assistance to realize their dreams. This year, 19 bursaries were awarded through
the Fund compared to 11 last year. Eleven youths are returning to post-secondary
and eight will be starting in September. We congratulate all these individuals and
wish them well.
The effects of the current economic downturn will no doubt continue to create
challenges for our Society over the next year. However, I remain positive that,
with the dedicated and committed group of individuals comprised of our Board of
Directors, staff, and foster parents, our Society will be prepared to face whatever
challenges may arise. The Society is always
able to deliver quality programs and ensure
that the best interests of the children of
Algoma are always our top priority. I thank
each and every one of these individuals for
David Kirk - President
their hard work and support over the past
year.
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Statement of Operations and Changes in Fund Balances for the Year Ending March 31, 2010
Child
Welfare
Revenue:
Province of Ontario
Other
Amortization of Deferred Capital Contributions
Total Revenue
Expenses:
Salaries
Employee benefits
Boarding rate payments
Building occupancy
Clients' personal needs
Emergency assistance
Health services
Office
Program
Promotion and publicity
Purchased services - case related
Purchased services - non case related
Replacements
Technology
Training and recruitment
Transportation
Miscellaneous
Amortization of capital assets
Interest on long-term liabilities
Scholarships
Total Expenses
Excess (deficiency) of revenue over expenses
before under noted
Unrealized gain on interest rate swap agreement
Prior years surplus refunded
Excess (deficiency) of revenue over expenses
$
21,268,628
1,044,154
22,312,782
Preparation for
Independence &
Other Programs
$
Operating
Fund
116,086 $ 21,384,714
292,783
1,336,937
408,869
22,721,651
Capital
Fund
$
52,984
52,984
Trust
Fund
$
216,414 $
144,590
361,004
Total
21,601,128
1,481,527
52,984
23,135,639
10,003,938
2,340,964
7,011,552
317,311
758,337
100
412,782
284,693
20,725
10,793
300,379
67,941
303,016
111,538
904,712
63,092
112,289
23,024,162
255,894
27,718
26,400
3,213
71,417
19,289
1,991
2,947
408,869
10,259,832
2,368,682
7,011,552
343,711
758,337
100
412,782
287,906
92,142
10,793
300,379
67,941
322,305
113,529
907,659
63,092
112,289
23,433,031
208,361
208,361
10,657
21,717
12,500
44,874
10,270,489
2,368,682
7,011,552
343,711
758,337
100
412,782
287,906
113,859
10,793
300,379
67,941
322,305
113,529
907,659
63,092
208,361
112,289
12,500
23,686,266
(711,380)
128,808
46,542
(536,030)
-
711,380
128,808
46,542
(536,030)
(155,377)
(155,377)
316,130
316,130
(550,627)
128,808
46,542
(375,277)
Note: Complete audited financial statements are available upon request through the Children's Aid Society of Algoma's Accounting Department at 191 Northern Avenue
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Children and Families Assisted by the Society
Investigations and Protection Services
153
1500
1300
143
1100
1
4
123
8
1
127
900
700
500
300
100
154
265
Inquiries
2009/10
498
462
277
Reports
Received
Not
Investigated
Cases
Opened
For Investigation
Ongoing
Protection
Cases
Open at
Year End
291
20
2008/09
Other Child Welfare Services
2009/10
17
27
Children Placed on Adoption
Post Adoption Services Opened
7
20
08
/09
09
New
/10
Investigations on
Ongoing
Protection
Cases
2008/09
18
32
Caring for Children
...living arrangements for children in care on March 31, 2010
2009/10
Foster Homes — Regular, Specialized, & Treatment
176
Adoption Homes — Subsidized
41
Contracted Group Care
42
Special Arrangements — Independence, ECM
16
Other Societies
9
In Other Placements — Free Home/Adoption Probation
22
Total Children in Living Arrangements
306
2008/09
176
37
43
21
5
19
301
Kinship Services
120
4
11
100
80
106
0
11
82
60
103
74
40
20
0
Home
studies
Completed
2009/10
# of
children
placed
with Kin
Families
# of Kin
Families
2008/09
8
20
08
20
/09
09
/10
Officers
President ............................................................................................. David Kirk
1st Vice President........................................................................... Bob Kates*
2nd Vice President................................................................. Mike McFarling
Secretary ............................................................................... Toni Nanne-Little
Treasurer......................................................................................... David Court
Directors
Rosanne Biocchi
Belinda Kistemaker
Sheila Ucci
Carla Fairbrother
Ola Meawasige
Daniel Wood-Salomon
Donna Hilsinger
Wes Moore
*Resigned During Year
Native Representatives
Maureen McLeod
Luanne Povey
Honorary Members
Line Bégin
Chris Budau
Gilles Bégin
Joe Budau
Betty Bryant
Doug Strong
Executive Director ............................................ Jim Baraniuk
Director of Services ................................. Tracy Willoughby
Director of Residential Resources ................. Trina Colizza
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The purpose of the
Children’s Aid Society is to
protect the children of
Algoma and promote their
well-being in a manner that
reflects community
standards and the spirit of
related legislation, while
making the most efficient
use of community and
Society resources.
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Children’s Aid Society of Algoma
ADMINISTRATION/
RESIDENTIAL SERVICES
191 Northern Ave., E.
Sault Ste. Marie, ON
P6B 4H8
Tel: (705) 949-0162
Fax: (705) 949-4747
INTAKE/FAMILY
SERVICES
405 Queen Street E.
Sault Ste. Marie, ON
P6A 1Z5
Tel: (705) 949-0162
Fax: (705) 541-9872
THE FAMILY
CONNECTION
93 Pilgrim Street
Sault Ste. Marie, ON
P6A 3A6
Tel: (705) 949-0162
Fax: (705) 949-1023
LEGAL SERVICES
405 Queen Street East
Sault Ste. Marie, ON
P6A 1Z5
Tel: (705) 949-0162
Fax: (705) 541-9616
EAST ALGOMA
Elliot Lake
29 Manitoba Road
Elliot Lake, ON P5A 2A7
Tel: (705) 848-8000
Fax: (705) 848-5145
EAST ALGOMA
Blind River
9 Lawton Street
Blind River, ON P0R 1B0
Tel: (705) 356-1464
Fax: (705) 356-0773
NORTH ALGOMA
Wawa
31 Algoma Street
Wawa, ON
P0S 1K0
Tel: (705) 856-2960
Fax: (705) 856-7379
NORTH ALGOMA
Hornepayne
8 - 2nd Street, Apt. 7
Hornepayne, ON
P0M 1Z0
Tel: (807) 868-2624
Fax: (807) 868-9961
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