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Re-Imagine Child Welfare
Conversations on Reconfiguration Background Document
Child Welfare Leadership Meetings December 2nd – 3rd – 4th, 2018
November 26, 2018
Purpose
• This package is designed to provide relevant background information for participants at the December 2nd, 3rd, and 4th Child Welfare Leadership Meeting to support beginning conversations about Re-Imagining Child Welfare, including the structural design / reconfiguration of the child welfare system including:
• Service & Structural Design Principles
• Amalgamations
• Shared Services / Back Office Services
• Other Considerations
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Overview
Context
• Conversations on Reconfiguration - Why Now?
Background
• A Recent History of Amalgamations & Reconfiguration Work up to 2016
• Environmental Changes since 2016
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Overview
Current Landscape
• Re-Imagining Child Welfare (OACAS Strategic Plan)
• A Changing Political Landscape
• Funding Landscape
• Shared Services Landscape
NEXT STEPS
• Child Welfare Leadership Meeting – December 2nd, 3rd, 4th
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CONTEXT
Conversations on Reconfiguration Why Now?
Reconfiguration – Why Now? • System reconfiguration is acknowledged in the
OACAS Strategic Plan
• The question of an approach to reconfiguration initially raised by the Sustainability Strategic Council as part of priority setting for 2019-20 – work on amalgamations has been paused since 2016
• Work is actively underway for Shared Services for Child Welfare – how should this work be aligned with larger structure conversations
• Emerging information in recent months including:
• Incoming Provincial Government priorities
• Provincial economic picture
• Funding allocations for 2018-19
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Reconfiguration – Why Now? • OACAS Board discussions in October and
November 2018
• ELS-E conversation in November 2018
• The time window the sector has to influence government planning is not certain
• A conversation about the structural elements of the system is a necessary component of the Re-Imagining of Child Welfare under the OACAS Strategic Plan
• OACAS Board motion in November to bring the sector together to have a conversation about reconfiguration – building on the 2016 work – with a goal of influencing government planning
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Reconfiguration – Why Now? November Board Motion:
RESOLVED that the Board of Directors seeks support of the child welfare sector to bring a recommendation to the Ministry before the end of December 2018 in regards to significant change to reconfiguration in keeping with what was proposed in 2016.
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BACKGROUND
A Recent History of Amalgamations and Reconfiguration Work
Our recent journey… from 2009…
• The Commission to Promote Sustainable Child Welfare (Sept 2009)
• Amalgamation criteria
• Child population threshold: 25,000 children aged 0-19
• Size threshold: $17.9 million in expenditures (2009/10 $)
• Logical local partners
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Our recent journey… from 2009…
• The Commission to Promote Sustainable Child Welfare (Sept 2009)
• It is important to remember that the commission was created under a different government and in different economic times - considerable question on if the Commission’s criteria might still be held as relevant by government
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Our recent journey… 2012
• 2011-12 Amalgamations (13 become 6)
• Bruce Grey Child and Family Services
• CAS of the County of Bruce
• CAS of Owen Sound & County of Grey
• North Eastern Ontario Family and Children’s Services
• Child & Family Services of Timmins and District
• Jeanne Sauvé Family Services
• Timiskaming Child & Family Services
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Our recent journey… 2012
• Family & Children’s Services of Frontenac, Lennox and Addington
• CAS of Kingston & the County of Frontenac
• Lennox & Addington Family & Children’s Services
• Highland Shores Children’s Aid Society
• Hastings CAS
• CAS of Northumberland
• Prince Edward County CAS*
* Added by further amalgamation following the initial combination of Hastings and Northumberland making 14 legacy agencies in total
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Our recent journey… 2012
• Family & Children’s Services of Lanark, Leeds – Grenville
• CAS of the County of Lanark an the Town of Smith Falls
• Family & Children’s Services of Brockville and the United Counties of Leeds and Grenville
• Kenora-Rainy River Districts Child and Family Services
• Kenora-Patricia Child and Family Services
• Family & Children’s Services of the District of Rainy River
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Our recent journey… 2012
• 2012 – Commission on the Reform of Ontario’s Public Services
• Recommended Shared Services be used more broadly by the BPS
• 2012 – Commission to Promote Sustainable Child Welfare
• That CASs should immediately move to undertake a full and robust program of shared services that include all CASs.
• Consider both back-office and a common suite of direct child welfare services
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Our recent journey… 2013 - 2015
• January 2013 – MCYS produces “Amalgamation of Children’s Aid Societies in Ontario: Lessons Learned” report
• April 2015 – Simcoe Muskoka Family Connexions
• Simcoe Children’s Aid Society
• Family, Youth and Child Services of Muskoka
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Our recent journey… 2013 - 2015
• Fall 2015 – OACAS submits Shared Service Business Case for funding
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Our recent journey… 2015
• Series of critical events
• Critical media coverage
• Inquests (Baldwin / Sampson)
• Motherisk
• Provincial Advocate comments
• Auditor General Review
• Residential Services Review Panel
• Changes to Adoption System
• Over-representation of Indigenous and African-Canadian communities
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December 22, 2015
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January 2016 - Sector Takes Action
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2016 Reconfiguration Focus
• 3 Focus Areas for Reconfiguration were proposed in the Call to Action
• Shared Services Implementation
• Sector Planning for CAS Amalgamations
• Sector Planning for greater System Coordination
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2016 Reconfiguration Working Group
• Sector workgroup created (April ‘16)
• External consulting resources
• Reviewed all historical background
• Gathered input from CASs
• Developed Design Principles and Working Assumptions for proposed CAS sector designed and led Amalgamation work
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2016 Amalgamation Planning
• Three emerging models yielded structures with between 11 and 12 agencies
• CMH Lead Agency alignment
• LHIN zone alignment
• MCYS Area* Office alignment
• The emerging models were based on the design principles identified by the sector, as well as intelligence from MCYS that indicated planning was underway for a model similar to the Ministry 5-regional office structure
* A structure that mirrored the ministry structure during the era of “Area Offices” – before the changeover to the current Regional Office structure
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2016 Amalgamation Planning • Sector response to the models presented was
mixed (Jun ’16)
• General, but not unanimous agreement of the need for a substantial system reconfiguration
• Value of / need for amalgamations was questioned by some
• Many members questioned if a proposed structure for 11-12 agencies too aggressive to be proposed by the sector
• In debriefing the process, identified that many agencies were expecting a broader range of options – with models that proposed a heavier reliance on the Shared Service and System Coordination components of the Reconfiguration concept, with fewer agency to agency amalgamations
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2016 Amalgamation Planning • Learnings from the 2016 process indicate the
importance of clearly outlining the scope and likely depth of any amalgamation work with members prior to beginning work
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2016 Amalgamation Planning
• General, but not unanimous agreement with the following foundational materials prepared by the Reconfiguration Working Group:
• The Objective Statement
• The Overall Working Assumptions
• The Design Principles with support excellence in outcomes for children, youth and families – with the exception of the “Agency catchment areas will be unambiguous” which required further discussion
• The Two Pillars of Reconfiguration • Local Service delivery and responsiveness by a significantly reduced
number of agencies (no specific number or target range was agreed to)
• A central provincial entity to support consistency across the system
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2016 – What Happened In the End?
• Agree to share the Principles with MCYS
• Further examination and consultation on models, impacts and benefits for service required prior to agreeing to a range of number of future agencies
• Request to confirm MCYS commitment to moving forward with amalgamations
• Work on amalgamations was suspended late 2016 after MCYS indicated further amalgamations would not be pursued pending release of CYFSA
• Sector went forward with active work on Shared Services and System alignment through the decision making model
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Environmental Changes Since 2016
Restoration of Mandate to Indigenous Child Well-Being Agencies
• A total of 11 Indigenous Child Well-Being Societies are now designated by MCCSS
• Ogwadeni:deo (Jan 2018)
• Kina Gbezhgomi Child & Family Services
• Kunuwanimano Child & Family Services
• Nogdawindamin Family & Community Services
• Akwesasne Child and Family Services
• Native Child and Family Services of Toronto
• Dilico Anishinabek Family Care
• Payukotayno James & Hudson Bay Family Services
• Tikinagan Child and Family Services
• Weechi-it-te-win
• Anishinaabe Abinoojii Family Services
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Restoration of Mandate to Indigenous Child Well-Being Agencies
• With the significant transfer of cases from non-Indigenous agencies to the newly designated Indigenous agencies – non-Indigenous agencies must re-evaluate sustainability
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Service Volumes
A comparison of service volumes pre- and post-restoration of mandate to be provided for sample agencies
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CYFSA - 2017
New Powers for the Minister
• Review / appoint society board members
• Appoint Board Chair
• Approval of amalgamation proposals
• Order a society to
• Amalgamate with one or more societies
• Transfer all or part of operations to one or more societies
• Cease operating, to dissolve, or to wind up operations
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2017-18 External Reviews
Additional external reports reviewed various aspects of Child Welfare in Ontario
• AG Follow-up Report
• Continued low rates of compliance with standards
• Questions quality and consistency of service
• Ontario Human Rights Commission
• Confirmation of overrepresentations
• Inconsistent and missing data
• Report from Motherisk Commission
• Power differential between agencies and clients
• Drug testing continues
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CPIN Update - 2018
• CPIN deployments continue through 2017-18
• The final wave of agencies will move onto CPIN in April and May of 2019
• All non-Indigenous agencies will then be using a common information system for case and financial tracking and reporting
• Opportunities to leverage use of technology in future reconfiguration planning
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Shared Services Update - 2018
Shared Services
• Implementation Project has transitioned to the Shared Service Program
• 13 streams are under active design / implementation planning
• Back-office planning to commence fall of 2018
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System Coordination Update - 2018
System Coordination
• A focus of the new OACAS Strategic Plan
• Ongoing conversations through 2018 and 2019 to determine how to move forward system wide priorities
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CURRENT LANDSCAPE
Re-Imagining Child Welfare OACAS Strategic Plan
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A Changing Political Landscape
Government Plans
• Definitive plans / vision for the future of child welfare are not known
• OACAS continues to gather intelligence from various sources
• Published reports and recent government actions in other sectors indicate actions, when taken, will be swift with little consultation
• Conversations with Ministry officials point towards the advisability of planning for significant change
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E&Y Line by Line Review
• The BPS must be targeted for efficiencies
• “Any attempt to ‘bend the expenditure cost curve’ in a way that will sustain fiscal results, must focus on realizing the value of investments made in the delivery agents that sit across the Province” – (pg. 6 #16)
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E&Y Line by Line Review
• Government is urged to look at delivery models compared to other provincial jurisdictions
• “While differences in program delivery will account for a portion of the gap, further investigation into the strategies pursued by BC and Quebec should be carried out, while efforts are made to consider delivery models that may be driving systems costs in Ontario.” (pg. 13 # 27.c)
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E&Y Line by Line Review
• Funding models should be tied to outcomes
• “Governments around the world are moving towards alternate arrangements for funding, including tying funding to the achievement of outcomes” (pg. 23 #45)
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E&Y Line by Line Review
• Concept of “efficient price” for services
• “..engage in a comprehensive review of various funding models and introduce the notion of an ‘efficient price’ for services in as many cases as possible” (pg. 24 #47)
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E&Y Line by Line Review
• Back Office Services
• “Encourage the close-to-700 delivery agents that receive transfer payments through Children and Youth at Risk to utilize Ontario Shared Services payroll and HR functions in order to lower the cost of hiring, onboarding, and paying employees”
(pg. 33)
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E&Y Line by Line Review
• Consolidation of Transfer Payments • “Reduce the cost of administration to both
government and transfer payment agents by reducing the number of Transfer Payment Agreements, and consolidate the total number of Transfer Payment agents, especially in high TP-volume programs, to reduce administration costs, increase value for money, enhance the client experience, and improve outcomes by making it easier to manage system-wide performance.” (pg. 36)
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Selected Government Actions To Date
• Internal reconfiguration of our Ministry with 3 other Ministries
• No consultation (with Ministry leadership, unions or public)
• Deputy Minister charged with a 100 day implementation plan
• Toronto City Council reduction
• Elimination of the College of Trades, to be replaced by something designed in the new calendar year
• Elimination of Provincial Advocate for Children & Youth (and other independent officials)
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Bureaucratic Staff Commentary
• Comments from senior government officials have included:
• Advocacy efforts will be generally ineffective with this government
• The government is confident in it’s majority and it’s mandate to implement change
• There will be little consultation
• The government is not worried about a few unhappy Ontarioians – they are moving forward with changes
• There will be amalgamations across most sectors
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Bureaucratic Staff Commentary • Effective leadership will be demonstrated
by a capacity to rise to the challenge of implementing change and doing more - better - with less available resources
• The government has a desire to see more services delivered by “the community” as opposed to “agencies” looking to the government for funding
• Agencies should look to build and strengthen partnerships with local agencies to improve service delivery at lower costs
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Funding Landscape
2017-18 - Fiscal Wrap-up
• Total Net Expenditures $1,438 M
• Deficit before BBF $35 M
• BBF Requests $22 M
• Unfunded Deficits $13 M
There is approximately $23 M on record in the BBF for 2018-19
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Funding Allocations - 2018-19
• Total approved budget allocations $1,502 M
• Increase of $18.7 M over last year
• $20.4 M increase to Indigenous
• ($1.7 M) decrease to non-Indigenous
• Indications that all ministries and programs will be constricted in future years
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Funding Allocations - 2018-19
• 24 agencies are being “mitigated” UP to the maximum funding reduction of -2%
• 6 agencies are being “mitigated” DOWN to the maximum funding increase of +2%
• $8.4M was reduced from the funding allocation for Targeted Subsidies
• Support to CPIN agencies increased by $290k
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Budget Submissions 2018-19
• Information presented is based on data available for 37 of 38 Non-Indigenous Agencies
• Brant submissions are outstanding
• Only Tikinagan has submitted from the Indigenous members – analysis cannot be performed based on available data
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Budget Submissions 2018-19
• 28 Agencies (76%) in Deficit on Submission, before Balanced Budget Fund (BBF)
• $23.3M in deficits across the province
• 0% - 12% is the range of deficits as a percentage of Approved Funding
• 6 agencies submitted balanced budgets
• 3 agencies submitted surplus budgets
• $2.4M total surpluses across the province
• Surplus range = $86,000 - $2 M
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Budget Submissions 2018-19
Balanced Budget Fund
• 18 agencies submitted asks totalling $11.2M to support for Operating Costs
• 3 agencies submitted asks totalling $2M for historical deficit coverage
• $13.3 M in total BBF requests of a total of approximately $23M on file (58% of the available funds)
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Budget Submissions 2018-19
AFTER Balanced Budget Fund Requests
• 16 Agencies (43%) in Deficit on Submission, after BBF requests
• $12.1M in total deficits across the province
• 0% - 10% is the range of deficits as a percentage of Approved Funding
• 18 agencies have submitted balanced budgets after accessing BBF
• 3 agencies submitted surplus budgets
• $2.4M total Surpluses across the province
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MCCSS Budget Response
• Agencies are still awaiting detailed responses to budget submissions
• Budget Submission files were directed immediately to Corporate at Ministry, as opposed to historical approach of Regional Office analysis and check-ins prior to roll-up
• MCCSS will be currently engaged in year-end financial planning, as well as planning for the fiscal 2019-20 financial submissions to Treasury Board
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Shared Services Landscape
SSP Value Proposition for Participating Organizations
Service Delivery
• Increase Equity / Operational Capacity
• Increase Consistency
• Reduce Fragmentation
• Ensure Cultural Relevance
• Transformative Lens
Savings
• Reduce Expenditures
•Improve Use of Resources
Leadership
•Increase Accountability
•Demonstrate System Leadership
•Increase Procurement Rigour
Improved Outcomes
for Children & Families
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Shared Services Program Vision and Operating Principles*
Vision
Enabling equitable and sustainable service excellence for children, youth and families
Operating Principles
I. Agencies are customers treated with respect, accommodation and sensitivity to cultural, spiritual, linguistic and geographical requirements.
II. Trusted provider delivering meaningful sector wide solutions benefitting children, youth and families through operational excellence, consistency, and continual tenacity on improving current state of operational efficiencies and service experiences.
* OACAS Board approved January 18 2018
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Highlights Shared Services Program, currently, has 37 agencies across Ontario that are participating in 12 service streams and back office feasibility study to be implemented by August 2019
There have been over 300 agency staff involved in various stream working groups and committees over the past year.
Anticipated system - wide benefits:
Increased Consistency of Service
Delivery of Sector Wide Solutions to benefit children, youth and families
Operational efficiencies
Savings
Increased accountability
Increased equity in access to resources
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OACAS Shared Services Program Summary of Detailed Project Plans
Note .. grey shaded cells indicate milestone completed as of November 16, 2018
SSP Services Service Type Specification Work Start Specifications
Approved Projected Service Availability
Group Purchasing / Contract
Management Service (GPCM) Common July 2017 Sept 2017 April 16 2018
Vendor Discount Program (VDP) –
Corporate Card Service Common February 2018 June 2018 Fall 2018 (Pilot)
Child Welfare Data Service (CWDS) Common Aug 2017 - Steering
Jan 2018 - SWG April 2018
• June 2018 - PI’s, Statistical
Neighbours and other - available
• Winter 2019 (Data Set 1)
Outside Paid Resources (OPR) Optional to
Common August 2017 June 2018 Spring 2019 (Phase 1)
After Hours Answering and
Screening Service (AHCAS)
Optional to
Common August 2017 October 2017 Winter 2019 (Pilot)
Communications Support Service Optional June 2018 August 2018 Fall 2018
Training Support Service Optional Winter 2019 Spring 2019 Summer 2019
Kin Finding Service Optional September 2018 Winter 2019 Spring 2019 (Pilot)
French Translation Support Service Optional July 2018 August 2018 Fall 2018
Background Checks Support
Service Optional Winter 2018 Spring 2019 Summer 2019
Redacting Support Service Optional October 2018 Winter 2019 Spring 2019
Procurement Support Service Optional July 2017 Sept 2017 April 16 2018
Back Office Services Study Feasibility Assessment November 2018 Report completed and
recommendations by Aug 2019
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Service Streams - Some Highlights Activities continue preparing for provision of common service offerings, optional services and meeting Transfer Payment (TPA) deliverables.
Selected areas:
Procurement and Contract Management: over $447,000 in procurement savings facilitated by Northern Supply Chain (NSC) since April 16, 2018
Vendor Discount Program - Pilot being initiated with FACSFLA and York by December 2018
After Hours Call Answering and Screening - Pilot development including finalizing service provider for Pilot along with finalizing of agencies participating in Pilot
OPR Shared Service – finalizing database specifications for software selection along with recruitment of lead and zone agencies for first roll out
Communications Support Services- vendors of record approved and service availability in December 2018
Back Office Feasibility Study – initial activities commencing
11 streams in various stages of development/implementation
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HR & Other
Shared Services: OACAS Data Services Integration Design
Work in Progress
Consolidated Areas
Ongoing Initiatives
Current OACAS
Data Services*
Current SSP Data Services
External Agencies (research
etc)
Data quality and Business
Process Harmonization
Reports Analysis &
Development
Business Intelligence
Managed Services
Report Working Group
Future OACAS
Performance Reporting
Integration &
Systems Management
Performance Indicators
CPIN Deploy &
Sustain
OACAS Group
Privacy & Data
Governance
OnLAC
Selected Surveys
Project Management
*Includes CPIN
OCANDS
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Back Office Feasibility Objectives
The Back Office feasibility project will be conducted by the SSP project team in compliance with the TPA for Shared Services. The project is a 10-month study in the form of an Implementation Analysis to describe the future state, business case, and implementation path for consolidation of the organizational functions of Finance, Human Resources (HR) and Information Technology (IT), currently performed by member agencies.
•The project will rely on representation from SSP Participating Agencies on the Steering Committee and on the Stakeholder Working Groups to ensure the future state addresses the needs and priorities of the child welfare sector.
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Back Office Functions to Be Considered (In Scope)
Back office functions to be considered in the study to be completed by July 2019 include the following
Finance, Human Resources (HR) and Information Technology (IT) services. The list is intended
to capture all functions, recognizing that not all functions will be good candidates for shared services.
In
itia
l Fin
an
ce
Fu
ncti
on
Lis
t Payroll Accounts Payable and
Expenses Accounts Receivable and
Invoicing Accounting and Financial
Management (Tax, Cash Flow)
Budgets and Forecasts Foundation Finances Ontario Child Benefit
Equivalency (OCBe) Fund RESP
External Audit Policy and Compliance Financial Management Information System
In
itia
l H
R
Fu
ncti
on
Lis
t
Recruitment Onboarding Orientation Compensation
Performance and Succession Labour Relations Benefits Leave Management
Wellness and Worker Safety Policy and Compliance Workforce Planning HR Programs
HR Reporting and Analysis Organizational Design HRIS
In
itia
l IT
Fu
ncti
on
Lis
t
Application Development, Maintenance and Deployment
Database Administration Reporting and Analysis Vendor Management
Service Desk/ End-User Support System/Infrastructure
Maintenance, Monitoring and Business Analysis
Telecom Non-IT Services
Audit, Access and Policy Project Management Business Continuity and
Disaster Recovery
Note: Functions represent the most current project thinking based on initial and continued work with the sector. Definitions and corresponding activities for functions are included in the project plan. Thinking is preliminary and will be validated during the study.
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NEXT STEPS
Child Welfare Leadership Meeting December 2nd, 3rd, 4th
Child Welfare Leadership Meeting The meeting will provide the sector with an opportunity to engage in conversations to re-imagine the child welfare system, including conversations around:
• Service Delivery Principles
• System Structure Principles
• System Priorities for 2019-20
• Reconfiguration opportunities including
• Shared Services / Back Office
• Amalgamations
• Aligning Sector Goals
• Local Service Partner Coordination / Integration
• Sector Consensus on how to move forward
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