2006 Audit Recommendations  -  Status Tracking
	Audit:  Employment and Financial Assistance - Comprehensive Audit		(Lead:  Steve Kanellakos)
	Audit Recommendation	Management Response			Budget Implications 2008 or Beyond	Related Council Motions	Status Update / Comments
		Audit Management Response	Action Required Based on DCM Implementation Plan	Management Timelines    (Q1- Q4)	($$ if known)		(Status, risks, issues regarding implementation, etc)
2	Clearly define and communicate the role, responsibilities and accountabilities of the Supervisor position.	Management agrees with the recommendation. The Branch in conjunction with Employee Services has already written and signed-off on the a new supervisor’s job description, which reflects more accurately the supervisors’ new responsibilities including a significant focus on performance management.  This has been forwarded for scoping and rating and is expected to be complete by Q2 2007.  To further support supervisors with the changes, the Branch is also developing a detailed Performance Management Program (PMP) that will provide supervisors with clear expectations, the required training, tools and feedback to perform their duties.  The PMP was presented to the management team (supervisors and managers) in the fall of 2006.  The first iteration of the program will be implemented by the Q2 2007.	2.1  Continue to work with LR and HR on completing the rating of the supervisor's job description.    2.2  Implement a new Performance Management Program that provides supervisors with clear expectations, required training, tools and feedback to more effectively perform their duties.	Q3 2007			COMPLETED 2.1 Job rating completed Aug 28, 2007, new roles and responsibilities reflected, job scoped into CIPP from CUPE at level 5.  On Sept 11, meeting held with all supervisors where presentation made by EFA MGT and Employee Services to announce the results and respond to questions. 2.2 Performance Management Program has been implemented and is moving into its second quarter.
3	Develop a “tool kit” (i.e., reports, evaluation mechanisms, core training, etc.) required to be used by all Supervisors to assist them in the management of their Teams.	Management agrees with the recommendation. As part of the PMP, additional tools are being developed and implemented that will provide supervisors with the resources they need to ensure that staff achieve the program, branch and departmental goals and outcomes that have been identified.  This would include additional Branch specific and corporate training, management reports, tools and supports and will be implemented by Q2 2007.	3.1 Implement a Branch-wide performance management tool and process that complements current Performance Development Process that identifies and communicates priority performance standards by staff role; develop and implement tools and supports for Supervisors to monitor and respond to staff performance; develop and implement reports for performance results with drill-downs and roll-ups of performance results from individual staff level to Branch-wide results.	Q3-Q4 2007			COMPLETED 3.1 PMP introduced some enhancements based on comments and suggestions from the first quarter results, program is now fully implemented and moving into another quarter of file & performance reviews, compilation, analysis and feedback.
5	Develop reporting and feedback mechanisms to be used to monitor and assess staff performance and accountability in order to ensure consistent application of policies	Management agrees with the recommendation. The implementation of other reporting and feedback mechanisms as part of the PMP (specifically the Datamart in Q22007), will bolster the existing performance management framework that includes: o provincial audits and resulting corrective action plan o consolidated verification program (every OW file is reviewed and updated annually) o 43 pre-determined monthly and weekly Ontario Works management reports (produced from the provincial web-based Service Delivery Technology) o monthly reports to inform management on the progress towards specific outcomes and targets, such as: o level of participation in employment activities (e.g. employment placements, self-employment, community placements, completed training) against MCSS Service Level Contract o intake levels and response times o number of terminations o number and outcomes of ODSP referrals o number of Consolidated Verification Reviews against MCSS target o number and outcome of Job Specific Skills Training Furthermore, the Branch is continuing to set expectations and provide the necessary tools and training to Supervisors and Managers to ensure that they complete individual contribution agreements (PDP) with their staff.	5.1  Implement new, and integrate existing, reporting & feedback mechanisms for staff performance and accountability.	Q1-Q4 2007			COMPLETED5.1 PMP fully implemented see 3.1
6	Provide Supervisors with the training and skills required to adequately manage staff.	Management agrees with the recommendation.  The supervisors’ training and skill development is a work-in-progress and is evolving as the responsibilities and skills of the supervisor change.  Since 2003, the supervisors have attended the following mandatory training and development sessions to increase competencies in the areas of leadership, accountability, role of a coach, effective relationships, decision-making and problem solving:   o supervisors accountability framework in a matrix management environment (2 days) o working sessions to develop performance standards for completing the ICA (½ day) o change management session (1 day) o Phase One: Provincial Management Development Program (10 days) o situational leadership and decision making training (1 day) o dialogic model for managers (1/2 day) o review and evaluate ICA tools (1/2 day) o Phase Two: Management Development Program (5 days) o refresher on system reports and screens to assess staff performance (1 day) o performance management (1/2 day)	6.1  Review progress and results of the new Performance Monitoring tools & process to assist Managers to identify and support their supervisors' training & skill development needs on a case-by-case basis and raise any global skill gaps to senior management's attention that will be implemented in the latter half of 2007.	Q3-Q4 2007			COMPLETED6.1 District Managers gathering feedback from supervisors on needs/tools etc. resulting from the ongoing PMP dialogue initiated with staff on performance - ongoing with each quarter.
		On a case-by-case basis, supervisors have also been encouraged to participate in the various corporate training sessions as identified either by their manager or themselves.  To complement the existing training and to support the new PMP, a supervisor’s training continuum is being developed to help supervisors manage in the new outcome based culture.  The management team endeavours to balance the supervisors’ training needs with the operational requirement of having supervisors on site to provide leadership and direction.
10	Coordinate OW policy training and SDMT computer training with start date of new hires.	Management agrees with the recommendation.  It is an important practice to ensure efficiencies by deploying trained staff as early as possible and by maximizing the number of trainees per session.  For these reasons, the EFA Branch, in collaboration with Employee Services, has developed an efficient staffing process of batching competitions by positions thereby permitting the scheduling of training to coincide with the start dates of most new hires.  In those instances where there may be a short gap between hires, EFA Centres have other orientation and short- term training approaches that help staff prepare for the core training.	10.1 Continue collaboration with the Union and Employee Services to efficiently batch competitions in order to allow for scheduling of training for new hires.	Q1 2007			COMPLETED10.1 Several meetings held with the Union, ultimately agreement was signed off in Aug.
11	Develop an internal training package for newly hired Employment Specialists to ensure they receive adequate skills training to be effective in their new role.	Management agrees in principle with the recommendation.  In the case of the Employment Specialists (ES) they play a similar role to the Case Coordinators (CC) in that they both deliver employment and financial assistance to varying degrees. The CCs have a larger focus on financial eligibility/assistance as well as managing the employment requirements of clients who have been on social assistance for less than 12 months and those not referable to ES but who remain active on their caseloads.	11.1 Develop and implement employment model training, with a focus on skill development and role & responsibilities clarification for Employment Specialists and Case Coordinators, including tools and processes that improve employment assessments and action planning, referrals to employment services (internal & external), and shared case management.	Q1-Q2 2007			COMPLETED March-May 2007 Employment Model training delivered to all Employment Specialists and Case Coordinators; May - June 2007: delivered employment model training to other case-supporting staff roles to support shared service provision and case management.
		The ES’ specialize in the delivery of employment programs and services but also have financial responsibility to determine eligibility for certain benefits.  As such OW Policy and Procedure and SDMT/ systems training is provided to staff in both positions.  ESs also receive  generic Branch training and refreshers as identified in recommendation #13.  The Service Delivery Model training planned for early 2007 (see recommendation #15) will also benefit the ES. In Q4 2008, once the training is complete and the outcome measures and corresponding changes to the Service Delivery Model have been introduced, EFA will consult with the Employment Specialist to determine if there is a training gap.
12	Provide periodic refresher training on the City EHSS 100% program to ensure that the policy and administration of this program is well understood across the Branch.	Management agrees with the recommendation. EFA will be reviewing its EHSS 100% program in Q4 2007 to assess the benefits of centralizing the services with a specialized team.  Once the review is complete, refresher training will be provided to those who deliver the program.	12.1 Review EHSS 100% program to assess the benefits of centralizing the services with a specialized team.  Once the review is complete, refresher training will be provided to those who deliver the program.	Q4 2007			COMPLETED12.1 Centralized administration model, with representatives in each EFAC for customer service was proposed and accepted at MGT, training is being offered as required by the individual case coordinator and their backup.
13	Expand the mandate of the Training Committee to address the training needs of all EFA staff, not just the training needs of staff delivering the OW program.	Management agrees with the recommendation.  The training committee coordinates core/generic Branch training while the leads/managers of the various pilots and smaller programs are responsible for the coordination of their specialized training.  In 2006, centralizing training began for all staff in the SAP training database and at this time have recorded almost 2000 entries by individual, program, type of training and hours.  EFA will continue to populate this list and ensure that it reflects training from all sources including those that are provided to specialties such as from the Province, the Ontario Municipal Social Services Association and community agencies.  This information and the subsequent analysis of the data will permit the Branch to better understand the training needs of all staff.	13.1 Continue to improve recording of all training that staff participate in into a centralized SAP database in order to analyse training and to plan accordingly to meet the diverse training needs of Branch staff.	Q3 2007			COMPLETED 13.1 Training is being recorded it occurs to inform the decision making on the training work plan that was developed at the end of Aug.
14	Evaluate and assess the implementation of the new Employment Service Delivery Model to ensure its future effectiveness, including the development of performance measurement targets.	Management agrees with the recommendation. The Employment Service Delivery Model is and will continue to be a work-in-progress. The need to evaluate and assess our performance is necessary to respond to the ever-changing mandate/directives of the Province.  Under the previous Act, (General Welfare Assistance) there was no performance funding component to the program.  With the proclamation of the Ontario Works Act in 1997, municipalities were mandated to provide a very specific list of employment activities for clients to participate in for which funding would be provided.  Municipalities were required to submit a yearly service agreement that specified the targets to be met with the corresponding funding levels based on the number of individuals participating by type of activity.  Each year there would be changes either to, the funding, the type of employment activities to be delivered or the directives.	14.1 Continue work on new Provincial Outcomes Funding model:  finalizing of the outcomes, identifying the measures, developing the necessary valid reports, and confirming the funding model.	Q1-Q4 2007			COMPLETED 14.1 EFA continues to take part in Ministry initiatives to define measures including a half day teleconference in July and full day planning session in Sept.  This is an ongoing Branch commitment and relationship with the Province that will extend beyond the finalization of the measures and reports.
		More significant changes are being introduced in 2006 and 2007, as MCSS will be shifting from funding clients who are taking part in employment activities to funding clients who achieve employment outcomes.  This will include outcomes such as clients having more earnings, more clients leaving for employment and lastly 80% will be based on outcomes related to increasing a client’s employability.  The latter is in recognition that many clients have barriers and need to increase their basic competencies if they are to successfully exit social assistance.  It is not expected that this provincial initiative will be fully implemented until 2008.  The work to be completed is the finalizing of the outcomes, identifying the measures, developing the necessary valid reports, and confirming the funding model.  In response to the evolving provincial direction, the Employment Service Delivery Model continues to undergo constant evaluation and adjustments.
19	Provide complete information on EHSS 100%, Home Help and Home Management programs on the EFA Intranet site.	Management agrees with the recommendation. The EFA Branch has one of the largest Intranet sites in the corporation.  The site provides frontline staff with an efficient self-serve mechanism to access the provincial and municipal information and tools they need on a daily basis to complete their tasks.   Once a review of the programs mentioned above has been completed, EFA will ensure that the information is posted on the Intranet.  The Branch will continue to post all documentation related to all of its programs on the Intranet.	19.1 As program policy reviews and updates are completed (as planned in #18), ensure EHSS 100%, Home Help, and Home Management information is posted on the Intranet.	Q4 2007			COMPLETED 19.1 As information is received or approved, it is being loaded onto the extranet with the next series of revisions.
20	Develop a file review function for EHSS 100%, Home Help and Home Management programs to ensure ongoing integrity and compliance.	Management agrees with the recommendation. An additional mechanism is required to review the EHSS, Home Help and Home Management Programs. As stated in recommendation #1, the Branch is considering the implementation of a new case review unit that would complete random sample case audits on all of the EFA programs and services.  The determination of the value of this function will be completed in Q4 2007	20.1 Determine mechanism for file reviews for all EFA programs and services, including EHSS 100%, Home Help and Home Management.	Q4 2007			COMPLETED 20.1 With the decision to proceed with the Case Review Unit, comes the mechanism by which all programs, including EHSS, Home MGT and HH will be reviewed.
21	Review the Home Management Program and explore organizational changes (e.g., centralization of Home Management Counsellors in the EFA District Offices) to maximize staff utilization and value to the community.	Management agrees with the recommendation. One possible outcome of a review of the Home Management Program would be to relocate the Home Management Counsellors in the EFA Centres. Therefore, in collaboration with the stakeholders, EFA will conduct a review of the existing program in Q4 2007 and will introduce any required changes to ensure a cost effective and efficient service delivery model.	21.1 Conduct a review of the Home Management program in Q4 2007 and implement any required changes to ensure a cost effective and efficient service delivery model.	Q4 2007			COMPLETED 21.1 Meetings held with stakeholders re delivery of services and consensus was for it to remain within the Branch, recommendations forwarded to MGT to join HH and Home MGT within ECP.