Annual Report to the CLBC Provincial Advisory Committee 2012/13 Putting People First

Transcription

1 Community Living BC Board of Directors Quality & Service Committee: Annual Report to the CLBC Provincial Advisory Committee 2012/13 Putting People First

2 1 QUALITY AND SERVICE COMMITTEE: ANNUAL REPORT TO THE PROVINCIAL ADVISORY COMMITTEE /13 Table of Contents Message from Committee Chair and Board Chair p. 2-3 : Commitment to Community Engagement p Community Connections - 12-Point Plan - Provincial Advisory Committee (PAC) Annual Report - Commitment Document - Community Council Task Force - Community Action Employment Plan : Continuous Quality Improvement p CLBC Innovation Plan - Complaints Resolution Process - Guide to Support Allocation Project - Enhancing Responsiveness to Individuals and Families - Streamlined PWD Application Process - Home Sharing Service Review : Openness and Transparency p Quarterly Performance Indicators - Annual Satisfaction Survey - Coroner Inquest - Monitoring Framework - Critical Incident Policy and Reporting - Analysis of Practice Trends CLBC Annual Report p Highlights: CLBC Annual Report CLBC Quality and Service Committee Community Living British Columbia s (CLBC) Board of Directors is responsible for the governance and oversight of CLBC within legislation, policy framework and annual budget allocations determined by the provincial government. To support its work, CLBC s Board has established three committees, including a Quality and Service (Q&S) Committee. Among other things, the Q&S Committee supports the Board s role in overseeing CLBC s community engagement, citizenship and inclusion mission and helps the Board to fulfill its responsibilities to ensure equitable access to quality services and supports. To achieve this mandate, the Q&S Committee: assists the Board in overseeing management s implementation of policies in the areas of access and service quality obtains reasonable assurance that CLBC s community consultation processes are effective obtains reasonable assurance that CLBC is in compliance with all regulatory standards The Q&S Committee reports at each Board meeting and makes recommendations on matters that fall within its mandate. With this report to the Provincial Advisory Committee (PAC) on the work of the Q&S Committee, the CLBC Board hopes to increase understanding of activities being led across the organization and open the door for dialogue on ways to harness opportunities that advance our common agendas. For the Committee, the past year has been an intense period of questioning, discussing, responding to PAC feedback, reading multiple sources of materials, seeking expert advice, looking to best practices around the world and setting expectations high to meet the quality and safety needs of the people we serve. This work has focused on: governance quality and service community connections oversight Quality and Service Committee Members Norah Flaherty, Committee Chair - Lower Mainland Darryl Harand - Okanagan Arn van Iersel - Vancouver Island Roberta Kjelson - Thompson John McCulloch - Lower Mainland Denise Turner, CLBC Board Chair - Lower Mainland CLBC s Vision, Mission and Values Vision Mission Community Living British Columbia (CLBC) is a recognized leader in supporting adults with developmental disabilities to live good lives in welcoming communities. In partnership with our stakeholders, CLBC facilitates and manages a responsive and sustainable network of supports and services that assists more than 15,000 adults with developmental disabilities and their families to be full participants in their communities. Values > > respect for individuals, families, partners, and staff > > results matter > > excellence through innovation and knowledge creation > > open minds > > value for money

3 QUALITY AND SERVICE COMMITTEE: ANNUAL REPORT TO THE PROVINCIAL ADVISORY COMMITTEE /13 2 Message from Committee Chair and Board Chair Russ Keil, Chair Provincial Advisory Committee June 2013 Dear Russ, On behalf of Community Living British Columbia s (CLBC) Board of Directors, we are pleased to present our Quality and Service Committee s Annual Report to the Provincial Advisory Committee (PAC) for We can not thank you enough for the work you and the Committee have done over the past year. The many successes we have identified in this report are directly attributed to the dedication of you and your colleagues across the province. In addition to capturing our Committee s collaboration with PAC over the past year, this Report identifies a series of measures we have introduced to help achieve the three goals we developed together for our Strategic Plan: > > enhance participation and citizenship > > align with one government approach to services for adults with developmental disabilities > > promote innovation and resiliency The progress we are making can be attributed to our Committee s ongoing and unrelenting emphasis on three key values that have guided our work over the past year. Commitment to Community Engagement Working with PAC, Council volunteers, CLBC staff, service providers and the people we serve, our Committee has promoted listening, open minds and respectful dialogue focused on current and emerging community living issues. Communication is improving and Councils across the province are helping us develop responses to many important challenges we face together: > > How do we renew and sustain our relationship with Community Councils? > > How do we create more employment opportunities for the people we serve? > > How do we respond to changing demands of our aging society and its impact on families we serve? > > How can we improve the quality and expand the scope of our community inclusion supports and safeguards?

4 3 QUALITY AND SERVICE COMMITTEE: ANNUAL REPORT TO THE PROVINCIAL ADVISORY COMMITTEE /13 Message from Committee Chair and Board Chair Continuous Quality Improvement To be truly successful, community engagement must include action based on the ideas and suggestions we receive. Over the past year we have accelerated our shift to adopting a culture of continuous quality improvement for everything we do at CLBC. This approach recognizes our practices are not perfect and must be regularly refreshed to reflect the changing circumstances of the people we serve and our provincial network of service providers. This report captures a number of quality improvements we have introduced over the past year, including: > > more responsive complaint resolution process > > innovation collaborations > > transfer of responsibilities for resource allocation guide from analysts to facilitators Openness and Transparency Successful community engagement and quality improvement requires a foundation of trust, collaboration and reliable information. We are building all three together. Our Board of Directors has made a commitment to transparency thought a commitment to open meetings to the public. With responsibility for CLBC s Annual Report to the BC Legislature, our committee works hard to ensure full transparency, accountability and public disclosure of CLBC accounts including results from our survey of 1,200 adults and families we serve about the quality and responsiveness of CLBC services. While there have been many successes over the past year, we know that our culture of continuous quality improvements means we will never be finished refining our approaches and our community engagement process will be continuous. This shift is already paying dividends with the direct input and perspectives you are providing. You are making a difference, influencing our policies and we can t wait to do more together in the year ahead. Yours truly, Norah Flaherty Chair, CLBC Quality and Service Committee Denise Turner Chair, CLBC Board of Directors

5 QUALITY AND SERVICE COMMITTEE: ANNUAL REPORT TO THE PROVINCIAL ADVISORY COMMITTEE /13 4 Commitment to Community Engagement Community Connections CLBC is fortunate to have the support of an extensive network of knowledgeable and deeply committed individuals who volunteer their time through the Provincial Advisory Committee (PAC) and 13 Community Councils across British Columbia (see page 7). This work is instrumental in helping CLBC to achieve its vision of enabling adults with developmental disabilities to lead good lives in welcoming communities. On behalf of the CLBC Board, an area of considerable focus of the Q&S Committee and the Board Chair is how to: effectively and respectfully lend support to the PAC and Councils continuously improve communications between CLBC, PAC and Councils create an environment where all parties feel empowered by their collaboration and valued contributors to shared goals Q&S Committee members actively participate in a wide range of meetings and presentations from community members. The Board also hosts Listen and Learn sessions to inform themselves and provide knowledgeable parties the opportunity to meet in an informal setting to discuss issues that are important to them. Over the past year, the Board heard: BC People First describe their provincial advocacy work Thompson Community Services outline how they are transforming delivery of their supports and services throughout B.C. CEO / Community Living Agencies Network (CLAN) representatives discuss the challenges and opportunities associated with their members delivery of services across the province Bree s Courageous Spirit Society, Carrier Sekani Family Services and AiMHi (Prince George Assocation for Community Living) to highlight services they deliver Individually, Q&S Committee members also attended various events and functions, including: Annual conference of Inclusion BC and joint meeting of Inclusion BC and CLBC Boards of Directors October 2012 Employment Summit in Vancouver 2012 Family Focus Conference: Life in Abundance Harvesting the Wisdom of Families Community engagement workshops in Vancouver and Victoria on government s 12-point plan led by the Ministry of Social Development and Social Innovation Event to recognize International Day of Persons with Disabilities at the University of Victoria CLBC Board of Directors - Public Meetings CLBC s Board of Directors meetings are open to the public and take place in the Lower Mainland and across the province. The Board also holds regular listen-and-learn sessions with stakeholders to hear directly about matters that are important to them. Here is a list of meetings that have taken place over the past year: May 28, Richmond April 4, Surrey January 30, Kelowna November 21, Richmond September 19, Richmond July 18, Prince George CLBC s Board of Directors meetings are open to the public. At least two take place outside the Lower Mainland each year.

6 5 QUALITY AND SERVICE COMMITTEE: ANNUAL REPORT TO THE PROVINCIAL ADVISORY COMMITTEE /13 Commitment to Community Engagement 12-Point Plan Over the past year, the Q & S Committee has thoroughly discussed and reviewed plans to implement recommendations of the January 2012 deputy ministers review of CLBC and linkages to other government ministries. The review concluded the current service delivery model is sustainable but improvements were required in a number of areas. This year, our committee members participated in community engagement meetings focused on implementation of the 12 recommendations made by the deputy ministers: 1. Develop a coherent onegovernment policy framework for persons with adult disabilities. 2. Implement a more consistent assessment platform across the Ministries of Children and Family Development, Health, Education and Social Development and Social Innovation with CLBC. 3. Use a coherent and integrated system to track demand, wait times and service delivery across relevant Ministries and CLBC. 4. Improve cross-government planning for individuals who are transitioning through different types of care. 5. Maintain CLBC as a Crown Corporation but implement changes to address mandate tensions and improve approach to and relationship with families. 6. Implement new government capacity focused on transition supports. 7. Increase employment planning and supports, as well as alternative day programming options. 8. Support greater utilization of individualized funding. 9. CLBC and Ministry of Health to assess and model needs of the older cohort of individuals with developmental disabilities and develop a three-year plan to meet those needs and ensure early planning with families. 10. Reinforce government s accountability for CLBC through more effective use of legislative authorities. 11. Carefully increase funding to support these changes and link new funding to clearly identified outcomes. 12. Support ongoing innovation in the sector, and support the innovations developed, championed and undertaken by families and individuals. Provincial Advisory Committee (PAC) Annual Report The Committee discussed PAC s annual report which included information members wanted the Board to know about, highlights from various meetings they had participated in throughout the year and results of an online selfevaluation survey. At its January meeting, the Committee requested that staff arrange the annual meeting with the PAC Chair in Nanaimo when the Board holds one of its two yearly meetings outside of the Lower Mainland in July The Committee values the important role PAC plays in supporting two-way communication with the Board and Community Councils. Commitment Document The Committee received a presentation on a commitment document being developed to provide clarity to individuals and families about what they can expect when they interact with CLBC staff. This commitment document will also help staff know what they will be held accountable for when they work with individuals and families. The Committee provided feedback on content and language and asked staff to ensure that the document better reflects generally agreed service principles in a range of other sectors, and to make the language more accessible.

7 QUALITY AND SERVICE COMMITTEE: ANNUAL REPORT TO THE PROVINCIAL ADVISORY COMMITTEE /13 6 Commitment to Community Engagement Community Council Task Force The Q&S Committee is dedicated to strengthening the relationship between Community Councils, CLBC and our Board of Directors. In May 2012, a summary report was received from the annual joint meeting of Council Chairs, PAC members, Board and CLBC s senior management team that resulted in the creation of a special Task Force to identify better ways to support Councils in their work. Later in the year, PAC received the Task Force s report and provided feedback on management s response. In November 2012, the Committee discussed timelines to implement the report recommendations with a focus on five priorities: 1. identifying best practices for CLBC staff, particularly community planning and development managers, to support Councils in their work 2. succession planning 3. orientation and training of new members 4. Council manual 5. self-evaluation process Q&S Committee has remained dedicated to moving the process along quickly and getting the recommendations in place as soon as possible. This has included establishment of an implementation committee, completing amendment to Council terms of reference and new strategies to enhance communication between Councils and CLBC. Community Councils across B.C. Thompson Cariboo Central Upper Island North Region North Okanagan Shuswap Richmond Surrey/Delta Upper Fraser Simon Fraser Central and South Okanagan South Island Kootenay Vancouver North Shore Task Force Recommendations The Task Force s report Strengthening Community Councils. The report included five key recommendations: 1. Develop and implement a comprehensive and timely communication plan to improve communication(s) between the Board, PAC and Councils. 2. Assign responsibility and accountability to regional directors and local managers to support and encourage Councils in fulfilling their Terms of Reference. 3. Amend the Terms of Reference of Community Councils to include: Community Councils are encouraged to act in an informative/advisory role at the local and regional levels. 4. Develop and implement strategies to sustain Councils based on best practices throughout the province 5. Immediately implement a one-time, one-year term extension for individual Council members. Download a full copy of the Task Force s report at CLBC Response With the enthusiastic support of the Q&S Committee, CLBC is responding. Here are some examples: CLBC Board accepted all five of the Task Force s key recommendations implementation committee assigned to follow through on recommendations has developed a comprehensive work plan that includes direct engagement with Councils Council recruiting materials are being improved and distributed monthly teleconference calls with CLBC staff and Council Chairs provides opportunities for more regular and direct feedback on current issues CLBC Board approved changes to the Council Terms of Reference as proposed (Recommendation 3)

8 7 QUALITY AND SERVICE COMMITTEE: ANNUAL REPORT TO THE PROVINCIAL ADVISORY COMMITTEE /13 Commitment to Community Engagement Community Action Employment Plan The Committee discussed the process to establish a comprehensive employment strategy that builds on learnings from CLBC s Customized Employment pilot project, recent efforts by stakeholders to build sector capacity and the increasing profile of employment as a key gateway to citizenship. PAC members expressed strong support and suggested ways to support the engagement process, particularly with the business community. The Committee participated in a debrief of the October Employment Summit that was attended by 165 community living stakeholders. The Summit s goal was to generate information to support development of a three-year Community Action Employment Plan. Discussion with the Committee focused on working with four existing employment bodies: Open Door which has established an employer s diversity forum Centre for Ability which is working with the downtown Vancouver Business Association Minister s Council on Employment and Accessibility Employment Program of BC The Committee encouraged staff to pursue CLBC s involvement with these groups, and suggested identifying a champion to help promote employment. The (CLBC) Plan truly reflects the input of individuals and families, who were involved from the beginning and will continue to be as we work together to increase employment for the adults and youth we support. We are looking forward to working with CLBC and the broader community, especially as Inclusion BC launches our exciting new campaign called Ready, Willing, Able that will help more employers recognize the benefits of hiring people with developmental disabilities, and the range of skills and abilities they can contribute to the workplace. - Faith Bodnar Executive Director, Inclusion BC CLBC s three-year Employment Plan was released in March 2013 to increase the number of job opportunities for adults with developmental disabilities who wish to work in their communities. The Plan establishes a commitment to increase employment by 1,200 people over the next three years. The Strategy focuses on: Employment First To promote a shift in attitude and culture among all stakeholders toward a belief that individuals with developmental disabilities have a valuable contribution to make in inclusive employment situations. Local Plans Advancing an employment agenda will require collaboration with partners within local communities. Transitioning Youth Approximately 600 youth leave school and become eligible for services with CLBC each year. CLBC Leadership The Plan commits CLBC to becoming a model employer, including an increase in the number of adults with developmental disabilities through employment and contracts. Transforming Community Inclusion Community inclusion services are working to better meet the personalized aspirations of individuals and their families. Collaboration Partnerships made to prepare the Plan will be maintained and expanded to ensure goals are achieved. Employment Program of BC The Plan promotes stronger co-ordination of roles with SDSI s Employment Program of BC and its service providers. Individualized Funding The deputy ministers 2012 report included a recommendation to support greater utilization of individualized funding models. Self Employment Social enterprise and self-employment have the potential to provide many adults with developmental disabilities opportunities to pursue meaningful economic and community activities. BC Disability Benefits BC Disability Benefits represents longterm financial security for a significant number of individuals and families. Download a full copy to CLBC s Employment Plan at

9 QUALITY AND SERVICE COMMITTEE: ANNUAL REPORT TO THE PROVINCIAL ADVISORY COMMITTEE /13 8 Commitment to Community Engagement Community Action Employment Plan Through the Community Action Employment Plan, CLBC is working with individuals, families and community partners to increase understanding of the benefits of hiring adults with developmental disabilities and to increase employment. Research: Diversity in workplaces can increase customer base. Studies* and employer experience show adults with disabilities: work stay on the job have 98% 86% 5x safer longer greater attendance records create...and 20% 80% higher productivity of consumers prefer to support businesses with diverse workforces * Federal Minister s Council Report: Recruiting and Retaining Persons with Disabilities In British Columbia Employers: The woodworking is extremely precise and I needed somebody who had that attention to detail... Brittany has those skills. Mike Elliott, Kettle Valley Canoes Employees: I want to be part of the City. It makes me feel special when I ride the bus and I know that I cleaned it. Matty, Powell River We have some of the cleanest buses in the province. We are currently expanding our operations. With Matty we can keep up with demand without impacting other employees. Tor Burtig, City of Powell River The best days are the days I have to go to work. Tim, Chilliwack Not only is Melanie a valuable part of our team, but...it [has] made me look at how I train [all staff]...any time you can cut recruitment and training costs and improve productivity, it just makes sense to do so. Tina Willard-Stepan, Seed Natural Food Company I wanted to expand my ability to make things out of wood. [I am now learning] a new kind of skill that hasn t been around for very long. Brittany, Grand Forks

10 9 QUALITY AND SERVICE COMMITTEE: ANNUAL REPORT TO THE PROVINCIAL ADVISORY COMMITTEE /13 Continuous Quality Improvement CLBC Innovation Plan To support continuous quality improvements, the Committee actively reviewed CLBC s innovation plans. Innovation was defined as the design of new processes, products and services to address emerging challenges and promote good lives in welcoming communities. The Committee provided feedback on how the innovation plan should be explained to stakeholders and identified key performance indicators. Discussion also focused on CLBC s need to be a facilitator of innovation and to be clear about how stakeholders can be encouraged to innovate. Examples of Innovations CLBC is Supporting Inclusion Works A small group of families on Southern Vancouver Island with 19 year old sons and daughters joined together to be more selfsufficient and promote effective community inclusion through a family governance model. Their goal was to rely less on traditional service provision by pooling their resources and fostering natural partnerships with the educational, business, nonprofit and government sectors for their mutual benefit. Participants can be part of the program for up to five years by which time they will be much better prepared to go out into the wider world and live inclusive lives. For more on Inclusion Works, contact Scholarship Fund As part of a collective bargaining agreement reached between CLBC and our employees through the BC Government and Service Employees Union (BCGEU) in December 2012, CLBC is establishing a $100,000 scholarship program to benefit adults with developmental disabilities seeking education and training opportunities. The fund is expected to be launched in fall Individualized Funding CLBC is at the forefront of the community living movement to provide the people we serve more say in how they use allocated funding to meet their needs. While implementation improvements are ongoing, CLBC is empowering families through a variety of innovative measures including direct funding for family members, an individualized procurement policy that gives families more of a say over the selection of service providers and the establishment of person centred societies. Safeguards Since its inception, CLBC has recognized that the most effective safeguards in the lives of individuals with developmental disabilities are informal supports provided by family, friends and community members. This work has been recognized as innovative by Dr. Michael Kendrick, an internationally recognized authority. CLBC s safeguards work has included innovative campaigns such as Start with Hi and I can be safe online; and resources such as The Power of Knowing Each Other: Stories about Informal Safeguards and Belonging to One Another: Building Personal Support Networks and initiatives such as building capacity of self advocates and families to build support networks. Customized Employment In 2012, CLBC published the results of a two-year pilot project focused on the development of a customized employment model to increase job opportunities for self advocates. Among other things, the innovative model matched the abilities of close to 300 self advocates with the unique labour needs of local employers. The result was a success rate of 93 per cent and the inclusion of the customized model as a key element of the comprehensive three year Community Action Employment Plan released in March STEPS Forward CLBC provides direct funding to promote inclusive post-secondary education opportunities. Typically when students start their academic studies and campus experience they are nervous and unsure of themselves and what to expect. Through STEPS Forward, facilitators are dedicated to support individuals to manage the process.

11 Q UA L I T Y A N D S E RV I C E CO M M I T T E E : A N N UA L R E P O RT TO T H E P R OV I N C I A L A DV I S O RY CO M M I T T E E / Continuous Quality Improvement Complaints Resolution Process The Q&S Committee discussed with staff the process to develop CLBC s new complaints resolution policy. Members emphasized that complaints resolution needs to happen quickly and within a defined time period. Members also suggested themes, timelines, and resolutions should be tracked and reported to the Board. The Committee requested that staff review self-advocate and family feedback regarding fear of retribution associated with making a complaint and identify options to address this concern. At the November 2012 Q&S Committee meeting, staff presented the final draft of the policy and demonstrated how the website would look, the training field staff would receive and the communication plan. Members suggested ways to address their concerns about navigation, language and user friendliness associated with the web pages. The new policy was launched in January Putting People First: To access our Complaints Resolution Policy, click on the front page link at More About the Complaints Resolution Process The Three Step Complaints Resolution Process

12 11 QUALITY AND SERVICE COMMITTEE: ANNUAL REPORT TO THE PROVINCIAL ADVISORY COMMITTEE /13 Continuous Quality Improvement Guide to Support Allocation Project The Committee received a staff report on a South Island pilot project in which facilitators rather than analysts completed the Guide to Support Allocation (GSA) with individuals and families. Previously, analysts completed the GSA using information from a written plan that was often supported by a CLBC facilitator. The decision to pilot this practice change was based on individual and family feedback. The Q&S Committee endorsed management s recommendation to transfer responsibility for completing the GSA from CLBC analysts to front-line facilitators - subject to confirmation of the pilot project results. Enhancing Responsiveness to Individuals and Families Committee members discussed a report on activities underway or planned for 2012/13 to improve the quality assurance process, strengthen internal and external communications, revise the CLBC website, analyze human resource deployment, track funding requirements, quality of life personal outcome measurement, Guide to Support Allocation project, and update the facilitator/analyst practice guide. The Committee had a robust discussion and concluded that CLBC needs to communicate policies more effectively with individuals and their families, receive feedback and then make changes to improve our response. Streamlined PWD Application Process The Committee was provided an update on plans to create an integrated, seamless service delivery system in association with implementation of the provincial government s 12 point plan. This includes a simplified Persons with Developmental Disabilities designation application process that will mirror the process CLBC uses to determine eligibility; individuals and families will be able to use the same documents to access both systems. The Committee expressed appreciation that these changes will create efficiencies in CLBC and government systems, and anticipates this will be favorably received by individuals and families served by CLBC. Home Sharing Service Review The Terms of Reference for CLBC s Home Sharing Service Review were presented for review by the Committee. Assessing risks such as safety and overall quality of life of individuals supported associated with this residential option and identifying an overall monitoring and control framework to mitigate these risks is a key focus for the Committee. Members also suggested that individuals and families, and the Advisory Committee, be added to the list of stakeholders who will be interviewed in the review. Contract recoveries of $17.3 million and increased provincial contributions of $39.8 million enabled CLBC to manage the costs of services implemented in 2011/12, address service provider cost pressures and provide an additional $33.7 million in services - improving the lives of 2,810 supported individuals. This is the highest number of individuals provided new services within a year since CLBC s inception. - CLBC Annual Report

13 QUALITY AND SERVICE COMMITTEE: ANNUAL REPORT TO THE PROVINCIAL ADVISORY COMMITTEE /13 12 Openness and Transparency Annual Satisfaction Survey The Committee reviewed results of the 2011/12 annual satisfaction survey and discussed ways to improve the experience individuals and families have when they have contact with CLBC. The Committee suggested that input also be invited from CLBC employees, the Provincial Advisory Committee and Community Councils to help implement an effective and coordinated response to the survey results. The Committee also supported plans for another annual survey to help measure progress. This survey was conducted in December 2012 and January 2013 and included 1200 adults with developmental disabilities and family members. Some results are below: Individuals and Families who feel their concerns were listened to: Individuals and families who feel their concerns were addressed in a timely manner: Individuals and families who feel they were provided with useful referrals and resources: 2009/ / /10 77% 70% 68% 2010/11 76% 2010/11 67% 2010/11 64% 2011/ / /12 70% 63% 63% 2012/ / /13 74% 70% 68% Targets 2013/14 76% Targets 2013/14 72% Targets 2013/14 70% 2014/ / /15 78% 74% 72% Targets also appear in the 2013/ /16 CLBC Service Plan under the goal of Organizational Responsiveness. Coroner Inquest Staff presented nine recommendations that were made to CLBC as a result of a June 2012 Coroner s Inquest into the accidental 2011 death of a CLBC supported individual in the Capital Region. These recommendations focused on improving training, home share standards and creating enhanced practice guidance for CLBC staff. The Committee learned that CLBC will carefully consider the Coroner s recommendations during the next year in the context of the deputy minister s review, the Home Sharing Service Review, the Strategy on Aging and updated end-of-life policy now being developed. The Committee supported management s decision to act quickly on a number of recommendations that relate to practice advisories for staff, training for home share providers and external communication.

14 13 QUALITY AND SERVICE COMMITTEE: ANNUAL REPORT TO THE PROVINCIAL ADVISORY COMMITTEE /13 Openness and Transparency Monitoring Framework Staff presented a report in September 2012 updating progress made on CLBC s monitoring framework which is being implemented in phases to ensure increased monitoring compliance. Staff also provided an update on include Me! (CLBC s personal outcomes initiative and an important element of the monitoring framework) to the full Board at their November 2012 meeting. Critical Incident Policy and Reporting Staff presented an external review of CLBC s Critical Incident Policy. The review looked at how the policy is being implemented, workload issues and opportunities for improvement in areas such as prevention, reporting, review, and follow-up with family members. The Committee was interested in the monitoring of trends to address gaps and discussed the value CLBC is receiving from this system. In January 2013, staff responded to Committee questions about recording, tracking and reporting critical incidents in the PARIS service delivery management system. The Committee discussed the need to ensure that information collected will result in policy and practice changes. Staff stressed that the goal of the Quality Assurance team is to ensure CLBC develops a big picture view of issues and challenges in the service delivery system as the basis for implementing continuous quality improvement strategies. Analysis of Practice Trends Staff presented an analysis of practice trends since April Members learned there were 37 formal complaints in the year to date and noted that less than half concerned funding. With respect to consultations with staff about complex practice issues, another identified trend was confusion individuals and families can experience about which CLBC staff to contact to address concerns and response timeliness. In response, the complaint resolution process and communication materials now have a streamlined process, clear information about response timelines and improved communication expectations. Workflows are also being improved to ensure more timely decision making and an emphasis on more consistent written and verbal communication that identifies next steps and provides clarity for individuals and families about CLBC decision making. Staff emphasized the report represents preliminary findings. More information will be collected through the complaints process, satisfaction survey, and field consultation in the coming months and the Committee will be updated at a future meeting CLBC Annual Report In addition to CLBC s Annual Service Plan, the Q&S Committee is responsible for the development of CLBC s Annual Report to the Minister of Social Development and Social Innovation and the BC Legislature. The theme of the report is Putting People First to reflect focus over the past year to ensure adults with developmental disabilities and their families are at the centre of decision-making. In addition to capturing the response to the provincial government s CLBC Letter of Expections, this year s report includes a comprehensive overview of our client satisfaction survey and audited financial statements. See page 14 for some highlights. CLBC Staff: 466 total Full Time Equivalents (FTEs) FTEs in regional offices across the province (72%) FTEs in CLBC head office (20%) FTEs at the Provincial Assessment Centre (8%)

15 QUALITY AND SERVICE COMMITTEE: ANNUAL REPORT TO THE PROVINCIAL ADVISORY COMMITTEE /13 14 Highlights: CLBC Annual Report CLBC managed $745 million in operating expenditures with 93 per cent spent directly on disability-related supports and services. CLBC closed the fiscal year with a balanced budget. 15,055 adults with developmental disabilities were registered with CLBC last year - representing an increase of 5.7 per cent in the past fiscal year and a 32.6 per cent growth rate over five years. By the end of 2012/13, an additional 513 adults with FASD or Autism were registered as eligible for service through CLBC s Personalized Supports Initiative (PSI) - an increase of 172 people from last year. CLBC is projecting developmental disability caseload growth at 4.9 per cent, 4.7 per cent and 4.4 per cent in the three years to 2015/16. Download CLBC s Annual Report at On a scale of 1 to 5 (1 = not safe; 5 = very safe) respondents to CLBC s annual client satisfaction survey provided an average score of 4.2 out of 5 when asked to rate the safeguards in place for funded services. 24 per cent of families report their loved one works for pay while 40 per cent of self advocates report to be working. Among those working, one-quarter make above the minimum wage. In a typical week, employed self advocates report an average of approximately 13 hours worked. When asked to rate the adequacy of safeguards at his/her employment, self advocates and families gave a 4.6 out of 5 rating. Contact us Phone Toll free Fax info@communitylivingbc.ca Web Community Living British Columbia Airport Square 7th Floor, 1200 West 73rd Avenue Vancouver, British Columbia Canada V6P 6G5 August 2013