Quality Improvement & Strategic Directions ReportStrategic Plan Goal Alignment ACTUAL ACTIVITIES/ OUTCOMES •5b. Develop training services for families and staff hired by families

Quality Improvement & Strategic Directions Report December 2019

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TABLE OF CONTENTS

Brantwood’s Continuous Improvement Journey 1

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Mission, Vision, Values 2

Brantwood Community Services Graphic 3

Person-Centred Organizational Chart 4

Brantwood at a Glance 5

2016-2021 Strategic Plan

• Development of Brantwood’s Strategic Plan 7

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Strategic Plan Framework (2016-2021) 8

Year 4 Strategic Plan Progress Report Card Summary - October 2019 9

Strategic Work Plan Year 4 - October 2019 Progress Report 11

• Service Enhancement 11

• Community Outreach 13

• Capacity Development 16

Multi-Year Accessibility Plan 2019-2021 23

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• Types of Barriers 24

• Architectural Barriers 26

• Environmental Barrier 27

• Attitudinal Barriers 28

• Employment Barriers 29

• Transportation Barriers 30

• Financial Barriers 30

• Community Integration Barriers 31

• Technology Barriers 31

• Communication Barriers 32

Multi-Year Accessibility Work Plan Outcomes 2012-2019 33

• Mandatory AODA Requirements

• Customer Service Standards 33

• Integrated Accessibility Standard

• Employment

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• Emergency Procedures, Plans and Public Safety Information 39

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Technology Plan 41

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• Agency Data Security 42

• Hardware and Software 43

• Service Enhancement 45

• Business Continuity 46

Cultural Competence and Diversity Pan 47

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• Organizational Values October 2019 48

Risk Management Plan 2019-2020 51

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• Brantwood Community Services’ Approach to Risk 52

• Persons Served and Families 53

• Employees 56

• Board of Directors 57

• Community 58

• Vehicles 58

• Furnishings, Supplies, Equipment 59

• Technology 59

• Financial Practice 60

• Reputation and Profile of Organization 60

Feedback about Brantwood’s Services 2019-2020 61

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• Employee Satisfaction 62

• Canadian Nonprofit Employer of Choice Award 63

• 2018 NEOC Award Results 64

• 2018 NEOC Survey Results Summary 65

• Person Supported & Stakeholder Satisfaction Survey Results 66

Highlights & Feedback About Brantwood’s Services 70

Outcomes Mid-Year Report 2019-2020 75

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Alternate Format Availability 77

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TABLE OF CONTENTS

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1

Brantwood’s Continuous Improvement Journey

To continuously improve, you have to know where you have been,

what you have learned, and how to get to the next step in your journey.

This Report describes Brantwood’s plans, summarizes the feedback we have received from our key stakeholders, and details, plans, outcomes and indicators that we use to inform our decisions and guide the next steps in our journey of continuous improvement.

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Brantwood at a Glance

At Brantwood, we support 55 women and 95 men

with developmental disabilities who may also have complex needs.

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Age of People Supported

Ethnicity of People Supported

Caucasian 142

First Nation 4

South East Asian 2

African American 1

Asian 1

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2016-2021 STRATEGIC PLAN

DEVELOPMENT OF BRANTWOOD’S STRATEGIC PLAN

Brantwood Community Services completed a process to establish a new strategic plan identifying future directions and priorities for the period 2016-2021. The strategic plan was developed with extensive stakeholder involvement.

Planning Steps included the following:

• A work plan was approved by the Board and Executive Director in October 2015 and an external consultant was engaged to facilitate the process.

• An “environmental scanning” phase involving a document review, examination of survey results and interviews with partner agencies, funders and other key stakeholders was carried out in November and December 2015. Internal surveys of staff, families, friends and individuals supported were found to be positive and trending upward. Interviews with 12 external “key informants” confirmed that the agency is very well regarded in the community.

• On January 18, 2016 more than 40 participants including Board members, managers, supervisors and peer leaders attended a 6-hour strategic planning retreat. They reviewed the data from the environmental scan, generated ideas and discussed possible future directions for the agency.

• Session notes were issued and a draft plan was then produced, circulated and distributed to the Board for review.

• The final plan was presented for approval at the Brantwood Board meeting on February 22, 2016.

• Following Board approval and implementation plan was prepared by the management team.

The plan is used to clarify our priorities, align resources, and unify employees, partners and others involved with delivering our services and supports to our people supported.

The following Strategic Plan was implemented in 2016. This Strategic Plan is reviewed twice

yearly with updates documented and shared with all stakeholders. Strategic Plan progress reports

are distributed to all employees and Board members and are also posted on the agency website.

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STRATEGIC WORK PLAN YEAR 4 October 2019 Progress Report

PLANNED OUTCOME

PLANNED ACTIVITY

Strategic Plan Goal

Alignment

ACTUAL ACTIVITIES/OUTCOMES

SERVICE ENHANCEMENT

1.Develop and enhance alternative housing options based on the integration of optimal service design (Multi Year Residential Plan)

1a. Continue to develop individualized supports at the Transition to Independent Living Apartment.

1.1

• CT independently uses public transportation, prepares menus and purchases groceries. She has been supported to maintain friendships in Orangeville and has developed friendships in Brantford. She is a member of a local church.

• Developing new staffing model (Paris Road) that focuses on SIL style of supports utilizing staff strengths.

1b. Collaborate with DS planning, Regional Service System Planning Table and MCCSS to proactively utilize resources and develop innovative residential options.

1.1 2.2

• Partnered with local organizations to address a community emergency need by providing respite while permanent housing and supports are coordinated.

• Exploration of Habitat for Humanity housing partnership based on the current Brantwood Park Road development.

• DSO Housing Toolkit presentation to Families (June) at Brantwood

• Collaboration with Niagara Support Services to evaluate and share resources/ best practices for service delivery (Kin completed assessments)

1c. Submit application to CMHC (National Housing Strategy) to build 5 apartments on site at Brantwood Community Services

1.1 2.2

• Under development

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PLANNED OUTCOME

PLANNED ACTIVITY

Strategic Plan Goal

Alignment


1d. Secure a minimum of one accessible unit in Habitat for Humanity’s new build in north Brantford.

1.1 2.2

• H4H reports two accessible units reserved for Brantwood Community Services

2. Further expand efforts to increase passport business.

2a. Increase by 25% purchase of service revenue for in home, out of home, community based respite provided by Brantwood.

3.4 1.1

• September YTD revenue up by 27% ($414,000)

• Inn on Strawberry Hill respite beds booked at 100% capacity since official grand re-opening in May 2019. Now open most weekends, summer and March break week-long stays and Christmas holiday period.

2b. Transition Work-Abilities to fee for service model offer.

1.2 1.1

• Work-Abilities re-launched as a fee for service option but has NOT had a lot of interest to date.

3. Explore and pursue Autism services.

1.1 1.4

• Abilities Centre Fall brochure provided targeted Autism classes and Autism branding.

4. Continue promotion of the Abilities Centre as a community resource.

4a.Update and promote seasonal program offerings through social media, website, new seasonal Resource Guide and My community Hub.

1.3 • Partnering with KWHab, DS Agency, to review and improve user experience on MyCommunityHub to increase the number of online registrations through the use of voucher codes and standardized rates.

• Presentation to the Conrad and 55+ classes (Boys and Girls Club) as the programs are ending

• Meeting with Brave Waves to explore summer swim lessons and maximize use of the Abilities Centre pool.

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PLANNED OUTCOME

PLANNED ACTIVITY

Strategic Plan Goal

Alignment


• New before hours Respite – allowing families to balance work-life responsibilities prior to classes starting.

• Expanded social media promotion of specific classes including Tai Chi and sensory (Autism) options

COMMUNITY OUTREACH

5. Increase engagement with families, community and people supported.

5a. Facilitate and grow Brantwood’s Parent Resource Group.

2.1 • Resource group named “Parents Helping Parents” continues to meet monthly which indluded a presentation from the DSO on housing; established a Facebook page; and have discussed opportunities to pool personal resources (time) to give other parents a break. Three new families have joined and two families make regular use of the DSP available to support their family member during meetings.

• Launched “city-approved” community garden project at the Abilities Centre with grant support from City of Brantford and collaboration with GRCHC

• Over 100 people attended Annual Strawberry Social in May at the Abilities Centre

• COMRAD transfers from Boys and Girls Club to Abilities Centre

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PLANNED OUTCOME

PLANNED ACTIVITY

Strategic Plan Goal

Alignment


5b. Develop training services for families and staff hired by families in the following areas: E.g. Open Future Learning, Safety Care, Health & Safety, PC Planning, Training and Evaluation for Staff performance, ESA 101/OHSA 101, Difficult Conversations and Brantwood DSP Certificate.

2.1 • Delivered DSP Certificate course during June and July 2019 to eight participants.

5c. Develop and facilitate Aktion Club to build citizenship and inclusion with local Kiwanis Service Club.

2.1 2.2

• The Aktion Club has been established and has held its first meeting with 12 members, supported by 2 Kiwanis members. Since June, the Club has bi-weekly meetings electing an Executive Committee and have already started taking action by making gift bags for Nova Vita and decorating pumpkins for the John Noble Home Thanksgiving celebrations.

5d. Further develop linkages and service offerings to attract secondary school and TAY

population.

1.4 • In process

5e Contribute to local labour

force planning ensuring

Brantwood is aware of and

influences initiatives/lobbying.

2.2 2.3

• Brantwood has partnered with the Workforce Planning Board of Grand Erie (WPG) in the areas of labour force management, local labour force website development (i.e. Brantjobs) and is currently exploring opportunities to expand workforce training opportunities through WPG to human services.

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PLANNED OUTCOME

PLANNED ACTIVITY

Strategic Plan Goal

Alignment


6. Develop, collaborate and partner on initiatives that enhance the lives of people with disabilities

6a. Develop and facilitate Share Shop Networking group that brings together Sector partners delivering learning and leisure programs.

1.1 1.2 1.3 2.2

• The first ShareShop was offered at Brantwood in May 2019 with over 12 organizations who deliver learning and leisure supports in attendance. Topics included – curriculum, community partnerships (horticulture/greenhouse) and registrations.

6b. Partner with County and Municipal partners to position Brantwood as an Employer of choice.

2.2 2.3

• Brantwood has partnered with the Workforce Planning Board of Grand Erie (WPG) in the areas of labour force management, local labour force website development (i.e. Brantjobs) and is currently exploring opportunities to expand workforce training opportunities through WPB to human services. Presentations to Colleges and direct marking the DSP Certificate Program

6c. Work with area high

schools to provide a technical

research co-op opportunity.

1.1 • Community Connector reached out to Co-op teachers from area high schools to explore alternative placements including opportunities in research and social media at Brantwood.

• Evaluated and established new volunteer and student roles (under 18 cannot obtain criminal background/vulnerable sector screening) that support Brantwood’s Mission Vision and Values.

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PLANNED OUTCOME

PLANNED ACTIVITY

Strategic Plan Goal

Alignment


6d. Research, develop and implement new technology including wearable technology and communication Apps to enhance the supports and independence of people with disabilities.

2.2 • Technology goals have been created and achieved including Facebook profiles and email accounts to support communication with family and friends, google home/ Alexa to provide information increasing independence (KT), cell phone to support self-admin of medications.

• Group home use of apps like Proloquo to Go, etc. to assist with communication by the people we support.

6e. Increase program offerings with the Abilities Centre partners

3.4 1.3

• Newly expanded Abilities Centre Fall Leisure Guide launched. More class offerings, before and after program care now available from 7 am – 5 pm Mon-Fri

• Now offering Laughter Yoga with BAS

CAPACITY DEVELOPMENT

7. Diversify Funding Streams

7a. Expand provision of back office supports including maintenance/housekeeping, kinesiology, nursing and seating to other non-profit organizations.

3.4 • Back Office Corporate services expanded to provide housekeeping and maintenance to FCCB beginning November 2019 and provision of Finance and Accounting to CL Six Nations effective October 2019.

8. Enhance communication across the agency to ensure planning, consistent supports, problem solving and recognition.

8a. Implement: • Peer-to-peer initiatives • Employee Portal • Dude Solutions

(Maintenance software)

3.1 • Conversations that Matter

• Employee Portal through website implemented April 2019. Employees can access email, CARM, Policy Tech, Pay Stubs, P Card statements, Meeting Room bookings)

• Dude Solutions portal implemented October 2019

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PLANNED OUTCOME

PLANNED ACTIVITY

Strategic Plan Goal

Alignment


9. Enhance HR communication and efficiency.

9a. Integration of SAGE and CARM to a paperless system.

3.1 • Plan to complete upgrade in November 2019

9b. Implement electronic time cards.

3.1 • Under development

9c. Offer information sessions on employee focused topics including HOOPP and paystub viewing.

3.1 • In house resource and trainings offered for access to employee portal

10. Continue improvements to the recruitment and selection process.

10a. Develop new connections with local government employment services, colleges, etc. to access an untapped labour market ensuring staffing level stability.

3.2

2.2

• Epic Job Fair booth featuring Brantwood Champions at a high school career event (over 2000 students attended)

• St. Leonard’s Community Job Fair booth providing on the spot interviews to community members.

• Westervelt College presentation focused on “Working at Brantwood” led to 12 interviews and 6 part time hires.

• 3 Summer Student positions approved and filled (2 Summer Escape and 1 Maintenance)

10b. Evolve recruitment and selection to market Brantwood as an employer of choice utilizing DSPs in the process and implementing new recruitment events. .

3.1

3.2

• Brantwood DSP Certificate Program launched with 9 participants attending 6 sessions. 1 withdraw, 2 returned to school (DSW) and 4 interviews to job offers

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PLANNED OUTCOME

PLANNED ACTIVITY

Strategic Plan Goal

Alignment


11. Ensure ongoing training and development to enable staff to be effective in a consistently evolving service and organizational development environment.

11a. Provide regular opportunities via “Conversations that Matter” group for DSPs to connect and share best practices.

3.3 • NEOC “Conversation that Matter” generated new workplan to build on strengths and ensure Brantwood continues to be a great place to work and a Non-profit Employer of Choice

11b.Identify DSPs strength in person-centered independence and link to outside training and development opportunities.

3.3 • DSPs attended Community Inclusion Conference

• 1 new DSP identified and completed Safety Care Train the Trainer

• Additional courses completed include: leadership, dementia, facilitation, and Open Future Learning modules.

11c. Identify and connect all levels of employees to Sector and community partners for development, increased capacity and service enhancement.

3.3 • Brantwood is a member of the following:

• New Passport Network hosted by DSO

• United Way Planning Committee (Manager)

• New Chair of the Brant Managers Group and Manager represents the organization

• Local Case Resolution (Manager)

• Executive Director – Chair of DDS Brant and Brant representative at the WRSSDT (regional planning table with MCCSS)

• 2 new Behaviour Review Committee members including a Pharmacist and a Retired Behaviour Consultant/Parent

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PLANNED OUTCOME

PLANNED ACTIVITY

Strategic Plan Goal

Alignment


11d. Develop a Safety Care Committee that reviews/revises training, provides targeted team training, and reviews data to shift culture of “behaviour” to “communication”.

3.1 3.3

• Safety Care Committee developed, distributed and reviewed feedback from participants to revise training

• PowerPoint revised based on feedback and implemented in September

• 1 new DSP trainer completed Train-the-Trainer

• Scheduling for 2020 to focus on alternative training times and days (Nights – evening or weekend session)

11e. Upgrade audio/visual equipment in Multi-Purpose room to enhance user experience and capabilities of events.

1.3 3.3

• Completed upgrades to MPR equipment in July 2019. New 120” projection screen, ceiling mounted projector and audio system, microphone, presentation podium with multi- media connections were installed

12. Develop and deliver service based outcome goals as a basis to assess and report on organizational effectiveness.

12a. Implement service based goals measuring individual and program outcomes.

3.5 • Bathing Supervision protocols and level of bathing supervision revised and implemented following drowning incident in the community

• ShareVision changes include eliminating daily documentation to focus on goals and progress updates. Goals revised to include specific timeline activities to support the achievement of goals and to define staff supports.

• Outcomes in the following areas (6 months April – Sept) – 81 people supported)

• Employment and/or Volunteer – 14 people are working or volunteering (18% of people supported are working or volunteering)

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PLANNED OUTCOME

PLANNED ACTIVITY

Strategic Plan Goal

Alignment


• Medication Self Administration – 3 (4% of people supported are independent with medication)

• Independence in Community – without staff support/transportation – 6 people (7.5% of people do not require ongoing support)

• New Friendships/Relationships – 15 people developed new friendships/relationships including Pastors, girlfriends, boyfriends, neighbours (19%)

• Active in the Community – 78 people supported are active in the community from line dancing, comedy shows, library clubs, community gardens (96% **due to changes in health 3 people are currently vulnerable and unable to regularly go out until health is stable)

• Maintain Relationships – 81 people are connecting with family, friends, friends from other communities on a regular basis (100%)

• Life Skill Development — 34 people are supported, working on or have achieved goals related to life skills including: grocery shopping, home and personal maintenance, budgeting (42%)

12b. Implement dash board to report on Brantwood’s service outcomes.

3.5 • Under development

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PLANNED OUTCOME

PLANNED ACTIVITY

Strategic Plan Goal

Alignment


13. Achieve CARF

Accreditation.

13a. Complete Self-Assessment, update processes and/or policies and prepare sites.

3.5 • Self-assessment complete

September 2019.

Progressing well to target.

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MULTI-YEAR ACCESSIBILITY PLAN 2019-2021 Brantwood’s accessibility plan addresses accessibility issues at our community homes, program locations and in the community at large. Brantwood is committed to identifying and removing barriers that impede the ability of persons served to fully access our programs and the broader community as a whole. This plan also addresses accessibility issues that may arise for our employees and members of the general public. Brantwood’s Accessibility Plan is in keeping with the requirements of the Accessibility for Ontarians with a Disability Act, (AODA) Integrated Accessibility Standards Regulation 191/11

The Multi-Year Accessibility Plan is reviewed and updated bi-annually. This Accessibility Plan is

posted on the agency website.

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TYPES OF BARRIERS

An ARCHITECTURAL BARRIER is any physical factor that makes accessing buildings or physical structures difficult for a person with disabilities. This may include narrow doorways, a staircase without a banister, bathrooms that are not physically accessible for all, alarms that are not able to be heard by individuals with hearing impairments, or even something as simple as the location of furniture.

An ENVIRONMENTAL BARRIER is any location or characteristic of the setting that compromises, hinders or impedes service delivery and the benefits to be gained. This may include flickering lights, a heavy scent, or a remote geographical location that restricts frequent access to services or events.

An ATTITUDINAL BARRIER is a negative attitude that people have towards persons served. Examples of this may include attitudes of neighbours or other community members about having people with disabilities living in their neighbourhood, or the lack of “person first” language used by agency personnel.

An EMPLOYMENT BARRIER is a policy, program, resource, tool, or way of conducting business that could restrict a person with disabilities from getting a job or doing their job well. This may include an agency only accepting hand written answers on an interview for a person with a learning disability, or giving a person with a visual impairment a job application form that is in text only.

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TYPES OF BARRIERS

A TRANSPORTATION BARRIER is the lack of suitable and available transportation to allow a person with a disability to attend or participate in community services, programs, medical appointments, employment or other activities.

A FINANCIAL BARRIER is a lack of financial resources that may require an agency to restrict or cancel a service or program.

A COMMUNITY INTEGRATION BARRIER is anything that may limit an individual’s ability to access their community.

A TECHNOLOGY BARRIER is limited access to useful, relevant and appropriate hardware and software, especially in instances where the use of technology is perceived as not being sufficient to perform tasks or accomplish objectives.

A COMMUNICATION BARRIER is anything that prevents a person with disabilities from having access to information in a way that accommodates their disability and/or helps them to understand information. This may include not providing access to a TTY service, interpreter, or a website that does not have the ability to increase font size or change colour to assist legibility.

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Program Identified Barrier Action Progress

Inn on Strawberry Hill

In December 2019, identified that people staying at the Inn on Strawberry Hill would benefit from accessibility buttons on bedroom doors.

Install accessibility buttons on 6 bedroom doors at the Inn by April 30, 2020.

• Scheduled for completion April 2020.

Paris Road Shared Care

In December 2019, identified that one of the persons supported in shared care at the Paris Road apartment would benefit from an accessibility button into his bathroom.

Install accessibility button on the Paris Road apartment bathroom by April 30, 2020.

• Scheduled for completion April 2020.

Inn on Strawberry Hill

50% of bedrooms have XY ceiling lifts. To meet future needs of people supported, install XY lifts in remaining bedrooms.

Install XY ceiling lifts on remaining 3 bedrooms by April 30, 2020

Scheduled for completion April 2020.

ARCHITECTURAL BARRIERS 2019/20

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Abilities Centre 25 Bell Lane

During May 2019 “Jane’s Walk” community event, identified need for cross walk at corner of Bell Lane and Mt. Pleasant Street to assist with safe crossing at that intersection.

By June 1, 2019 collected signatures for petition from Walk participants requesting need for cross walk. By June 30, 2019 submitted petition to City Councillors Larry King and Rick Weaver to advocate for the cross walk. During Jane’s Walk, June 2020 to advocate for the need for cross walk using participation of local Councillors and social media.

Met

Met

ENVIRONMENTAL BARRIERS 2019/20

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Community Perceptions of people with developmental disabilities in the broader community.

Throughout fiscal year 2019/20 continue to highlight and showcase the abilities and accomplishments of people with disabilities in the community.

Submitted art work for OADD journal – DC’s art work placed on the cover of the 2018/19 Journal.

Throughout Brantwood, supported individuals to be involved in volunteer and fundraising events in the community. Examples of this involvement included Brantwood Foundation Charity Golf Tournament, 24th and 25th Annual Wheelchair Basketball Tournament for PSS and BW, Brantford Charity Air Show, Canada Day Celebrations, Brant Alzheimer’s Coffee Break, Salvation Army Store, SPCA Cupcake Day, Hike for Hospice, Brantford Food Bank, Meals on Wheels, PSS Brantwood Farms Haunted House, School and Library Reading Programs, Brantford Classic Run etc.

Community Perception of people with developmental disabilities in the broader community.

Beginning Spring 2019, build and develop greater relationships to promote the volunteer abilities of people with disabilities.

Beginning September 2019 developed partnership with Kiwanis Service Club to begin operating Kiwanis Aktion Club (12 members). Members provide volunteer services, actions and gift bags to multiple recipients throught Brant (i.e. Seniors, Pay It Forward through Brant Community Foundation).

People supported by Brantwood collect pledges and participate as Rotary Clowns in the Annual JCI Santa Claus parade (November 30, 2019) - Rotary Clowns for Kids program. Over $2,000 in pledges collected December 2019.

ATTITUDINAL BARRIERS 2019/20

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EMPLOYMENT BARRIERS 2019/20


People Supported

Supported Employment Program

By Fall 2019 sustain Work Abilities Program from a funded 3-year Ontario Trillium Foundation Grant to a fee-for-service model.

Met

Agency Wide

Brantwood Employees email addresses should reflect a format that ensures AODA compliance

By January 2019, all employee email addresses will have AODA-related statement

Met

By January 1, 2019, all job postings and interview processes will be in compliance with AODA.

Met

Employees Upon request, Brantwood will provide access to Emergency Procedures in a format that is accessible to them

By March 31, 2020, develop alternative formats for Emergency Procedures

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TRANSPORTATION BARRIERS 2019/20


FINANCIAL BARRIERS 2019/20


People Served

Limited funds of people supported to enable the purchase of equipment/furnishings that would benefit them (i.e. barrier to service)

Throughout the fiscal year, management to identify opportunities where the Board of Directors could assist with no-interest, long-term loans to assist with people’s ability to purchase these items.

In January 2020, Board reviewed 2 Barrier to Service applications to enable the purchase of e-Sight glasses and a high/low hospital bed. Both individual were approved for a no-interest, long-term loan from the Board of Directors.

None identified

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COMMUNITY INTEGRATION BARRIERS 2019/20


TECHNOLOGY BARRIERS 2019/20


People Served

People would benefit from the use of technology to assist with communication

By September 2019, identify program areas that might benefit from the use of this enhanced technology

By October 2019, identified that the Inn on Strawberry Hill and Foundations for Success (Abilities Centre) could use 8 iPads. Purchase made — Met

None identified

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Agency Wide

Employee and Board understanding of the Accessibility for Ontarians with a Disability Act (AODA), and the public responsibility when supporting people in the community.

Throughout fiscal year 2019/20 continue to include AODA expectations in all new employee orientation.

Conduct AODA training annually (Spring 2020) with the Board of Directors.

Met/Ongoing

Scheduled April 2020.

People served

By December 2019, update relevant forms available in picture and poster formats

Completed December 2019. Materials updated. Materials used to communicate CARF Accreditation to people supported updated.

Ensure Agency materials (i.e. Mission, Vision, Values, Service Rights, Complaint processes, Application / Registration forms, client survey etc. available in format that can be understood and interpreted by people supported.

By September 2019 identify and update forms completed by people supported and their families revised in simple language and picture format.

Completed. Reviewed and revised application/registration forms for the Abilities Centre, Residential and Non-residential services.

People would benefit from the use of technology to assist with communication.

By September 2019, identify program areas that might benefit from the use of this enhanced technology.

By October 2019, identified that the Inn on Strawberry Hill and Foundations for Success (Abilities Centre) could use 8 iPads. Purchase was made. — Met

COMMUNICATION BARRIERS 2019/20

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MULTI-YEAR ACCESSIBILITY WORK PLAN OUTCOMES 2012-2019

Objective (Reviewed December 2019)

Brantwood Community Services will identify, remove and prevent barriers to people with disabilities, who work, receive services from the organization, including people supported, families, caregivers, staff and volunteers.

CUSTOMER SERVICE

Legislation Effective Date

Steps to Compliance Lead Status

January 2012

Brantwood to develop Accessibility Policy for Customer Service. – (Policy # G5)

Executive Director Achieved June 2013.

Brantwood to train existing employees and volunteers on purposes of the AODA, requirements of the Customer Service Standard and Brantwood Policy G-5.

All Managers/Supervisors

Achieved Summer 2013

Brantwood to train new employees and volunteers on purposes of the AODA, requirements of the Customer Service Standard and Brantwood Policy G-5.

All Managers/Supervisors

On going

Brantwood to review orientation process to ensure satisfactory process to train and orient staff to Policy G-5

QAM On going. Incorporated into Agency Orientation for new Employees (January 2014)

Feedback and Complaint related to Accessibility To review current process to ensure Brant-wood has established an accessible process for receiving and responding to feedback about the manner in which Brantwood pro-vides services to persons with disabilities. The information about the process will be readily available to the public.

Executive Director Public Relations

Ongoing. Incorporated into Website (June 2013) and annual consent practice (September 2013) and ELP process.

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Legisla-tion Effec-tive Date


Signage – review, design and update interior and exterior signage. Next steps – investigate Braille format.

Executive Director Public Relations (Fund Develop-ment Coordinator)

On going. New signage installed September 2013.

Notice of Temporary Disruptions Provide notice when facilities or services that people with disabilities rely on to access services/goods are temporarily disrupted.

All Management Achieved.

Brantwood to complete the AODA Self- Certified Accessibility Report stating that Brantwood Community Services had completed all requirements of the legislations and therefore was in compliance with Ontario Regulation 429/07.

Executive Director Achieved June 2013. Achieved December 22, 2014 (Reference # P1416)

Multi Year Accessibility Plan Establish, implement, maintain and document a multi year accessibility plan to be reviewed and updated at least once every five years.

Executive Director Sr. Management Team

Achieved. Approved by the Board of Directors Feb 22, 2014 Reviewed 2015 Reviewed 2016 Reviewed 2017 Reviewed 2019

Annual Status Reports Prepare an annual status report on the pro-gress of the plan and post the report.


Completed September 2015 & Ongoing

File report with the appropriate ministry demonstrating compliance as requested.


Ongoing/Achieved

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INTEGRATED ACCESSIBILITY STANDARD – Ontario Regulation 191/11 (Transportation, Employment, Information & Communication and Built Environment)

EMPLOYMENT



January 2014

Achieve compliance with requirements as set out in Employment section of the legislation as follows:

Director of Operations Human Resources Supervisor

Ongoing

Recruitment and Selection for Individuals with Disabilities All Brantwood job postings to include statement indicating Brantwood is committed to providing accommodations for persons with disabilities.


Achieved.

A statement about the availability of accommodation for applicants will be posted on the Brantwood web site – careers tab.

Achieved.

If a selected applicant requests an accommodation, Brantwood will consult with the applicant and provide or arrange for the provision of a suitable accommodation in a manner that takes into account the applicants accessibility needs.

Achieved.

Notice to Successful Employees All written offers of employment will notify the successful applicant of Brantwood’s policies and procedures for accommodating employees with disabilities “Brantwood has an accommodation process in place and provides accommodations for employees with disabilities. If you require a specific accommodation because of a disability, please contact the HR Supervisor so that arrangements can be made for the appropriate accommodations to be in place before you begin your employment.”


Achieved

Informing Employees of Support As noted above.

Achieved

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EMPLOYMENT



Return to Work Process Current policy and procedure to be reviewed to ensure that return to work process for employees who have been absent due to a disability and require disability-related accommodations in order to return to work is documented. The documentation process will outline the steps the employer will take to facilitate the return to work and used documented individual accommodation plans as part of the process.


Achieved

Accommodation Process Policy and procedure to be reviewed annually.


Achieved

Performance Management Current policy and procedure to be reviewed to ensure that performance management takes into account the accessibility needs of employees with disabilities, as well as individual accommodation plans.


Ongoing

Career Development and Advancement Current policy and procedure to be reviewed to ensure that career development takes into account the accessibility needs of employees with disabilities, as well as individual accommodation plans.


Achieved

Redeployment To review current Transfer Policy and Procedure to ensure Brantwood takes into account the accessibility needs of its employees with disabilities, as well as individual accommodation plans, when redeployment employees with disabilities.


Achieved

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EMPLOYMENT



Documented Individual Accommodation Plans Brantwood to review policy and procedures to en-sure a written process is in place to document indi-vidual accommodations plans for employees with disabilities. The documentation will include:

1. The manner in which the employee requesting accommodation can participate in the development of an individual accommodation plan.

2. The means by which the employee is assessed on an individual basis.

3. The manner in which the employer can request an accommodation can be achieved.

4. The manner in which the employee can request representation from the union or other representative from the workplace in the development of an accommodation plan.

5. The steps taken to protect the privacy of the employee’s personal information.

6. The frequency with which the individual accommodation plan will be reviewed and updated and the manner in which it will be done.

7. If an individual accommodation plan is denied, the manner in which the reasons for the denial will be provided to the employee.

8. The means of providing the individual accommodation plan in a format that takes into account the employee’s accessibility needs due to disability.

HR Supervisor Achieved

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EMERGENCY PROCEDURES, PLANS AND PUBLIC SAFETY INFORMATION


Steps to Compliance

Lead Status

January 2014

Brantwood to provide the information in an accessible format or with appropriate communication supports, as soon as practicable, upon request:

Director of Finance Director of Operations HR Supervisor Facilities Supervisor

Emergency Preparedness Plan Developed December 2018

Business Continuity Plan Under Development

Client Safety Plan Developed individually when required.

Workplace Emergency Response Information To review current practice to ensure Brantwood provides individualized workplace emergency response information to employees who have a disability, if the disability is such that the individualized information is necessary and Brantwood is aware of the need for accommodation due to the employee’s disability. If the employee who receives individualized workplace emergency response information (WERI) requires assistance and with the employee’s consent, the employer shall provide the WERI to the person designated by the employer to provide assistance to the employee as soon as practicable after the person becomes aware of the need for accommodation. Brantwood will review the WERI when the employee moves to different location in the organization, when the employees overall accommodation needs or plans are reviewed and when the agency reviews its general emergency response policies

HR Supervisor Facilities Supervisor

Achieved.

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January 2014

Accessible Website Public Relations (Fund Development Coordinator)

In progress.

Ensure Compliance with Internet and Intranet of WWW Consortium Web Content Accessibility Guidelines (WCAP) 2.0, initial-ly at Level A and increasing to Level AA.

Public Relations Ongoing. New Website (April 1, 2017)

January 2016

Accessible Formats and Communication Supports To review current policies, procedures and practices to ensure that Brantwood shall upon request or arrange for the provision of acces-sible formats and communication supports for persons with disabilities, in a timely manner that takes into account the person’s accessi-bility needs due to disability, and at a cost that is no more than the regular cost charged to other persons.

Sr. Management As requested

Brantwood will consult with the person making the request in determining the suitability of an accessible format or communication support.

As requested

Brantwood will notify the public about the availability of accessible formats and commu-nication supports.

As requested

January 2016

Provide or arrange for a provision of accessible formats and communication supports for persons with disabilities in a timely manner that takes into account the person’s accessibility needs due to a disability.

• Policies/Procedures • Forms • Website • TTY Line • Wheelchair Accessible • Assistive Devices

Ongoing.

As requested.

Mission, Vision, Values, Complaints, Service Rights and Complaints in writing and picture formats. Wheelchair accessible at all sites Accessible washrooms at all sites Assistive Devices available.

Achieved

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January 2016

Library Provide and acquire an accessible or conver-sion ready format of print, digital or multime-dia resources for a person with disability upon request.

TDB As requested.

July 2017 Procurement of Good or Services Review current policy and procedures to in-corporate “Accessibility criteria and features” when procuring or acquiring goods or services (unless not practicable to do but most be able to explain why not if requested).

Director of Finance BPS policies implemented July 2017

41

TECHNOLOGY PLAN

Brantwood relies heavily on the use of computers,

technology and electronic information to conduct its

everyday business. As such, it is essential that

the organization has procedures that ensure its information technology is secure and backed up on

a regular basis. It is further necessary that

potential threats are minimized such that

access to systems is uninterrupted as much as

possible, and that all information is protected

and secure.

This Technology Plan aligns with agency policies, the Strategic Plan and addresses the following areas: Agency Data Security, Hardware & Software, Service Enhancement, and Business Continuity

This Technology Plan is reviewed annually and updated as required. Input form people supported, employees and other stakeholders is used to update the plan.

42

TECHNOLOGY PLAN April 1, 2019 - March 31, 2020 (Updated November 2019)

Area(s) of Focus Agency Data Security

Planned Outcomes Bolster Agency staff knowledge and security with regards to Internet Security and staff being “Human Firewalls” to guard against intrusion (i.e. phishing at-tacks, ransomware, and social engineering).

Ensure Brantwood’s server hardware and software stay up-to-date with securi-ty patches and software updates to enhance reliability, longevity, and security from external intrusion.

Planned Activities Goal: Perform simulated phishing attack campaigns at regular intervals to test staff knowledge and awareness of methods of cybersecurity attacks.

Target Date: Ongoing (next planned campaign December 2019)

Possible Barriers: None

Staff Involved: Information Technology (IT) System Administrator

Goal: Perform staff training when needed through the use of videos, graphics, quizzes, weekly tips and tricks, and other online training resources.

Target Date: Ongoing and when needed

Possible Barriers: Training must be respective of front line staff time limita-tions

Staff Involved: IT System Administrator

Goal: Perform server updates on schedule with Microsoft “Patch Tuesday” af-ter doing due diligence to ensure there are no conflicts or concerns.

Target Date: Ongoing



Outcomes Baseline phishing campaign run in February 2019. 37.8% of recipients clicked on the link contained in the simulated attack email. 27.6% of recipients en-tered the requested information from the simulated attack email. Many staff either used the Phish Alert button in Outlook or verbally reported the suspi-cious email to the IT Systems Administrator.

Phishing Training Campaign using weekly Tips and Tricks emails to all staff and inclusion in Executive Director Weekly Newsletter have been running since June 2019.

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Area(s) of Focus Hardware and Software

Planned Outcomes Purchase new equipment (laptops, desktops, phones, iPads, etc.) and de-ploy to ensure Agency staff have easy access to Brantwood’s services. Improve connections between the Server Room and the rest of the building at the Main Centre. Refresh/upgrade Brantwood’s physical server (current server in use was in-stalled February 2010) to enhance delivery of services to Agency staff and people supported. Install internal telephone system upgrades to allow for more control over in-ternal landline phones and extensions. This includes the removal of physical Supervisor extensions which have been deemed obsolete in favour of exten-sions that are forwarded to Supervisor cell phones. Bring current Sage ERP installation up-to-date to ensure continued support for Finance and Payroll/HR Departments. Expand printing and photocopying capabilities at Main Centre by upgrading existing photocopiers

Planned Activities Goal: Complete deployment of remaining hardware refresh (laptops, desk-top) to Agency Supervisors, Admin and Management Staff, and Group Homes.

Target Date: May 2019

Possible Barriers: Funding


Goal: Test existing cabling to identify potential bottlenecks and weak points in the current network backbone. If weaknesses are found, run new cable to upgrade and solidify connections back to the Server Room.

Target Date: October 2019


Staff Involved: IT System Administrator, Advanced Business Solutions, SET/Ramkey

Goal: Plan out server upgrades with the help of Advanced Business Solu-tions. Purchase, install, configure, and deploy new Server hardware to re-place current Server hardware.

Target Date: October 2019

Possible Barriers: Delivery delays, issues caused by software migration/upgrading

Staff Involved: IT System Administrator, Advanced Business Solutions

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Area(s) of Focus Hardware and Software

Planned Activities Goal: Coordinate with Aatel and Maintenance Department to purchase up-grades from Lansdowne for Brantwood’s current Toshiba Strata telephone system. Install/integrate purchased telephone system upgrades into current system with the help of Aatel. Perform regular user maintenance as needed (office moves, staff changes, etc.).

Target Date: September 2019


Staff Involved: IT System Administrator, Aatel

Goal: Coordinate with IWI Consulting to install Sage 2020 and ePortal Paystub Viewer in new server environment.

Target Date: November 2019


Staff Involved: IT System Administrator, IWI Consulting Goal: Secure new lease agreement for upgrade of business photocopiers at 25 Bell Lane to allow for faster printing, expanded services for printing from mobile devices, scanning and converting documents to be edited, and addi-tional finishing options.

Target Date: December 2019


Staff Involved: IT System Administrator, OE Business Imaging

Outcomes 3 laptops, 9 desktops, and 11 iPads were purchased to complete Brantwood’s hardware refresh. Deployment of new laptops and desktops to identified staff/group homes were completed in early 2019. Deployment of new iPads to replace aging iPads in Group Homes is ongoing. SET/Ramkey were contracted for testing of the cabling at the Main Centre. Some old cable and bottlenecks were found. New cabling and drops were run from the Server Room to the Supervisor’s Office, Culinary Kitchen, and Abilities Centre to solidify the connections. Work was completed in October 2019. Server upgrades were purchased in September and October 2019. Installation and configuration of the new server hardware and environment was completed in October 2019. Select administration and management staff have been testing the new environment with full deployment to the entire Agency expected end of November 2019. Aatel installed new phone system upgrades and configuration of new features was completed in September 2018 Sage and ePortal Paystub Viewer software upgrades were completed by IWI in November 2019

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Area(s) of Focus Service Enhancement

Planned Outcomes Install and launch new Point of Sale system in The Brew allowing for debit/credit transactions. This will not only enhance the service that The Brew of-fers to customers but also the capabilities of the people supported that work there giving them training and skills that they can take into the workplace. Enhance the capabilities of services offered by Brantwood’s Multipurpose Room by installing audio/visual upgrades.

Implement a new Employee Portal to allow Brantwood staff easier access to Agency services (i.e. CARM, email, PolicyTech, news, training, etc.)

Planned Activities Goal: Coordinate and perform installation of new POS system in The Brew. Ensure training is complete for Abilities Centre staff and people supported students that will be using. Deploy equipment to be used in day to day func-tions.

Target Date: August 2019



Goal: Secure third party company to install audio/visual upgrades to Brant-wood’s Multipurpose Room (new projector, projector screen, lectern, sound system, outlet for connections and volume control).

Target Date: July 2019


Staff Involved: IT System Administrator, FM Audio

Goal: Develop and deploy an Employee and Board Portal accessible through Brantwood’s public website for staff/Board members to access from work/home with the assistance of Advanced Business Solutions.

Target Date: March 2019


Staff Involved: IT System Administrator, Advanced Business Solutions

Outcomes New POS system for The Brew was installed and configured August 2019. The Brew staff received training and deployment occurred September 2019. FM Audio was contracted to install audio/visual upgrades in Brantwood’s Multipurpose Room. Upgrades were completed in July 2019. Development of the Employee and Board Portal was completed in March 2019. The Employee and Board Portal was fully deployed to Brantwood staff in early April 2019.

46

Area(s) of Focus Business Continuity

Planned Outcomes Complete an update of Brantwood’s Disaster Recovery Plan to ensure normal service delivery in the event of catastrophic disruption to Agency services. Ensure effective service delivery in the event of a disaster by moving essential services to cloud based installations.

Planned Activities Goal: Develop and test a new Disaster Recovery Plan that takes into account the new server upgrades completed in 2019 and changes to server configuration. These will include step-by-step instructions for recovery of Brantwood’s virtual server environment and information in regards to what agency data is backed up and where these are stored/accessible.

Target Date: November 2019

Possible Barriers: Delays to deployment of new server environment

Staff Involved: IT System Administrator, Advanced Business Solutions Goal: Move on-site CARM installation to a cloud-based server environment.

Target Date: January 2020


Staff Involved: IT System Administrator, Advanced Business Solutions, Tri-CARM

Outcomes No current updates.

47

CULTURAL COMPETENCE AND DIVERSITY PLAN

Brantwood respects and supports the cultural diversity of the people we support and employees.

For the purposes of this plan, cultural diversity is inclusive of gender, ability, age, culture, race, religion, sexual orientation, language, socioeconomic status and spiritual beliefs. For an agency to achieve cultural competency, it must develop, review and align its behaviours, policies, practices, structures and attitudes to enable diversity. This Cultural Competency & Diversity Plan is reviewed annually and updated as required.

48

CULTURAL COMPETENCE & DIVERSITY PLAN Organizational Values October 2019

Goal Indicator Activity Time Frame

Development of a Cultural Competency & Diversity Plan

Review Current Practices

Develop Plan

Review and update annu-ally for relevance as required

October 2019

To build upon Brantwood’s commitment to being a more culturally competent agency through leadership, investment and documentation

Review Brantwood’s Mis-sion, Vision, Values and Strategic Plan to reflect commitment to Cultural Competency

Review and discuss at Strategic Planning

Completed November 2016

Identify a Cultural Compe-tence Senior Manager to ensure plan implementa-tion.

Identify Chief HR & OE Of-ficer

Completed

Services are available and accessible when needed to support a more diverse cli-ent base.

Seek input from key com-munity stakeholders to assess awareness and identify need for more diverse service options to support persons served.

Ongoing as need is identified

Ensure departmental sup-port for actions in plans.

Ensure Human Resources discusses at orienta-tion.

Ensure Client Services identify diversity during intake meeting for all people supported.

At orienta-tion During in-take meet-ings

To improve information and data collection practices relevant to culturally competent planning, programs & services

Conduct organizational self-assessment of cultural competency & diversity

Collect information, where appropriate, of persons served and employees

Analyze data for results and inclusion in updat-ed cultural competency plan and Annual Man-agement Report.

Ongoing during in-take April 2020

49

Goal Indicator Activity Time Frame

To enhance community engagement through increased involvement & accountability

Communication tools and resources consistently address cultural competency and diversity

• Inclusion of diversity and cultural issues in agency materials as appropriate

Ongoing

Align policies and procedures with culturally competent principles and practices

Policies and practices are reviewed and revised to reflect awareness of and importance of cultural competence

• Continue annual review of all policies.

Ongoing

Enhance Management and Board Member understanding of cultural competence and diversity

Board members and management are aware of the importance of a culturally competent and diverse agency.

• Share cultural diversity plan with Board members and Management

Ongoing

50

51

RISK MANAGEMENT PLAN 2019-2020 Introduction

This plan is developed in recognition of the fact that risk is inherent in providing supports for persons served in the community. This plan will be reviewed annually.

Purpose

Risk Management involves activities that deal with uncertainty and potentially harmful future events.

This Risk Management Plan coexists with the agency's policies on Risk Management (Policy10.1 Risk Management Plan and G320 Risk Management

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Brantwood Community Services' Approach to Risk Risk exists in the day-to-day operations of Brantwood Community Services. This risk is minimized somewhat by the agency's cooperation with monitoring bodies such as the Workplace Safety and Insurance Board (WSIB), the Public Services Health and Safety Association (PSHSA), the Social Inclusion Act of Ontario, as well as by compliance with CARF Accreditation Standards and the province's Quality Assurance Measures Reg 299/10. Brantwood also seeks to develop partnerships with other community organizations wherever possible. Internally, a Management team led by the Executive Director, who reports directly to the Board of Directors, manages and monitors the organization. Where necessary and appropriate, individual risk assessments are completed in an effort to determine the level of risk faced by the people supported, staff members, students, volunteers and the organization as a whole and the safeguards necessary to mitigate these risks. An example of this is with the Level of Bathing Supervision Protocols for those assisted by staff members with their bathing routines. All Bathing Protocols will include strategies to mitigate risk and promote independence. The Risk Management Plan is developed and reviewed by the Management team, who are similarly responsible for its implementation.

General Strategies Used to Address Risk On an everyday basis, Brantwood minimizes risk by using training, policies and procedures, equipment, tools, and supervision. In addition, the following techniques are used to manage risk:

53

RISK MANAGEMENT PLAN 2019-2020 Specific Strategies Used to Address Risk

Area of Risk PERSONS SERVED AND FAMILIES

Type of Potential Risk Injuries and Accidents

Frequency (Likelihood) Moderate

Severity (How bad if it occurs)

Moderate

Current Strategies

Used to Manage Risk

• Policies and Procedures are followed and regularly reviewed with staff

• Staff receive orientation and training in a number of areas, including safety and prevention (e.g., Training in Safety Care, First Aid/CPR, WHMIS, Q-Straints/Vehicles, Abuse Prevention, Back Care/Lifting, Controlled Act Training). Refer to P225 Mandatory Training.

• Injuries and accidents are reported, followed up with and reviewed to identify any trends.

• Specific interventions are noted in Support Plans and Behaviour Support Plans (BSP) are developed/updated as required. BSPs are monitored by a physician or certified professional as well as a 3rd Party Review Committee.

• Individual Risk and Safety Plans are developed/updated as needed.

• External and internal Health and Safety Inspections.

• Bathing Protocols developed in ShareVision. Refer to BSC90 Level of Bathing/ Swimming Supervision Policy.

• Emergency signage in vehicles and safety inspections required before vehicle use

• Fire safety training with all teams.

• All serious incidents/accidents are reported to MCCSS and followed up with. Annually, Serious Occurrences are analyzed for any issues, trends or patterns, including any identified response to any identified items.

Results of Actions

Used to Manage Risk

• There were 13 serious occurrences reported to MCCSS in 2018. All reports were submitted within required timeframes. All follow up was completed.

New Strategies to be Adopted this Year

• New MCCSS Serious Occurrence Reporting Guidelines implemented in November 2019.

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Type of Potential Risk Missing Persons

Frequency (Likelihood) • Low


• High

Current Strategies

Used to Manage Risk

• Specific protocols/interventions developed under Policy EI-30 Search and Rescue for Missing Person

• Risk and Safety Plans developed as applicable

• On-Call Supervisor/Director available to assist in these circumstances

• Serious Occurrence reports filed with MCCSS

• Annual staff review of emergency procedures

Results of Actions

Used to Manage Risk

• There were no reports of missing persons this year


• None

Type of Potential Risk Freedom form Abuse (Violence, Trauma, Neglect)



• Moderate

Current Strategies

Used to Manage Risk

• Brantwood has a Zero Tolerance approach to Abuse.

• Staff, students and vounteers are screened and supervised.

• Staff trained to assess safety and potential crisis.

• Code of conduct used to reinforce acceptable behavior

• SC150 Freedom from Abuse and SC150 Abuse Prevention Training.

• Annual abuse prevention training for employees, volunteers, people supported.

• Abuse education for all persons served, and staff review abuse policies annually.

• Safety Care trainers available to do team-specific training for teams that face significant behaviour challenges.

Results of Actions

Used to Manage Risk

• There were no serious occurrences related to violence/trauma this year.


• NEW Abuse Prevention Training developed based on MCCSS website tools.

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Type of Potential Risk Violation of Private or Confidential Information

Frequency (Likelihood) • Moderate


• Moderate

Current Strategies

Used to Manage Risk

• Policies SC110 Service rights – Confidentiality addresses confidentiality of information

• G190 Privacy, P70 Confidentiality, P70 Confidentiality Agreement Form

• QAM Training includes confidentiality

• Annual review of confidentiality by staff

Results of Actions

Used to Manage Risk

• There were no major issues related to violation of confidential information.


•

Type of Potential Risk Medication Errors

Frequency (Likelihood) • Moderate


• High

Current Strategies

Used to Manage Risk

• All medication errors are reported, documented and followed up.

• Any employees involved in or discovering a medication error must immediately report it to the Supervisor or Supervisor On-Call. Policy MT20 Medication Error Reporting.

• Initial and annual medication training for staff (PolicyTech and in person with RPN)

• All medication errors are reviewed and summarized for trends – recommendations implemented.

• Medication Policies MT10 – MT70.

Results of Actions

Used to Manage Risk

• There was one medication error that resulted in serious occurrence report being filed. No serious injury to the person supported. All required follow up was completed.


• Medication Training and all medication policies updated in 2019.

• Clinical Services Manager, in collaboration with Supervisor determines any recommendations and discipline as appropriate for medication errors. RPN’s are assisting with Respite intake of medications.

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Area of Risk EMPLOYEES

Type of Potential Risk Injuries and Accidents



• Moderate

Current Strategies

Used to Manage Risk

• On-Call meets with any injured employees to review the risk and implements recommendations as required.

• Joint Health and Safety Committee (JHSC) includes Management and Union representatives

• OHS Policies address employee safety.

• Includes policies related to lifting, slips, trips and falls, hazardous reporting and back care/lifting.

• Orientation and training for staff includes safety (Safety Care, WHMIS 2015)

• Major injuries and accidents are reported and reviewed for trends with recommendations made to employer by Joint Health and Safety Committee - WSIB coverage, health benefits.

• External and internal health and safety inspections (i.e. monthly inspections, MOL inspections, Work Well Audits, etc)

• All staff annually review policy on workplace violence harassment and sexual harassment prevention, as well as general health and safety refreshers

• Emergency procedures in vehicles; pre-inspection to be completed before each use of a vehicle

• Ladder safety reviewed with staff annually.

• Working at Heights training for Maintenance staff.

Results of Actions

Used to Manage Risk

• All employee incidents/injuries have been followed up.


• Change structure and terms of the JHSC to increase efficiency of the committee.

• Recommendations from Work Well Audit completed by JHSC

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Type of Potential Risk Workplace Violence, Harassment & Sexual Harassment



• High

Current Strategies

Used to Manage Risk

• Safety Care Training for staff

• Behaviour Support Plans

• On-call system for staff support/assistance

• Additional staffing as required

• Annual staff review of policies related to workplace violence prevention and harassment

• Annual Workplace Violence, Harassment and Sexual Harassment Risk Assessments conducted annually with staff and management. Reports are summarized, followed up with and reviewed by Management staff.

Results of Actions

Used to Manage Risk

• There were no breaches of Workplace Violence, Harassment or Sexual Harassment.


• Members of JHSC to participate in training related to Workplace Violence, Harassment or Sexual Harassment.

Area of Risk BOARD OF DIRECTORS

Type of Potential Risk Criminal Activity, Fraud, theft, Legal Requirements, Liability, Board Turnover



• Moderate

Current Strategies

Used to Manage Risk

• Liability Insurance

• Governance policies and procedures

• Governance policies related to Board member recruitment, selection, membership and screening and policies that addresses many issues related to risk management.

Results of Actions

Used to Manage Risk

• There were no concerns related to Board conduct this year.


• NEW Governance policies developed and approved by the Board in 2019

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Area of Risk COMMUNITY

Type of Potential Risk COMPLAINTS



• Moderate

Current Strategies

Used to Manage Risk

• Complaints policies G38 Complaints, 7.5 Complaints Process

• Proactive communication and input

• Complaints procedure is provided to people supported and substitute decision makers annually.

• Complaints policy is posted on agency website.

• Satisfaction surveys may be submitted at any time through the agency website.

Results of Actions

Used to Manage Risk

• There were no Formal Complaints in 2018.

• There were 3 informal complaints that have been followed up with and resolved at the informal stage.


• None

Area of Risk VEHICLES

Type of Potential Risk Damage Accidents, Theft



• Moderate

Current Strategies

Used to Manage Risk

• Insurance and deductibles

• Policies RE90 Transportation – Vehicle Use & Training, RE100 Transportation Vehicle Accident/Damage, OHS440 Vehicle Maintenance and Inspections,

• Completion of safety checks prior to each use.

• Initial and annual staff training conducted related to vehicles.

Results of Actions

Used to Manage Risk

• While there were accidents with damage to vehicles this year, no one was seriously injured and these were all followed up with and easily managed within our insurance policies.


• Developed new policy RE100 Transportation – Vehicle Accident/Damage to include emergency procedures related to Vehicle Accidents/Damage/Emergencies.

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Area of Risk FURNISHINGS, SUPPLIES, EQUIPMENT

Type of Potential Risk Damage, Theft



• Low

Current Strategies

Used to Manage Risk

• Insurance and deductibles

• Policy addresses person supported, home and property issues

• Assets belonging to people supported are tracked in ShareVision.

Results of Actions

Used to Manage Risk

• There were no significant issues related to damage or theft this year.


• None

Area of Risk TECHNOLOGY

Type of Potential Risk Security Information Management, Privacy and Confidentiality, Theft, Damage



• Moderate

Current Strategies

Used to Manage Risk

• Policies G35 Computer Use and G37 Computer Network Security and Back Up.

• Office sites are monitored, secured and/or alarmed at all times

• Insurance

• Password protection

Results of Actions

Used to Manage Risk

• There were no significant issues in this area this year


• Phishing campaigns conducted in 2019.

• Updates to policies G35 Computer Use and G37 Computer Network Security and Back Up.

• Disaster Recovery Plan to be updated.

• Technology workplan developed.

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Area of Risk FINANCIAL PRACTICE

Type of Potential Risk Fraud, Legal Requirements, Investment Losses



• High

Current Strategies

Used to Manage Risk

• Finance/investment policies

• Insurance

• 3rd party audit of all expenditures

• External audits completed annually

• Revenue Canada audits

Results of Actions

Used to Manage Risk

• There were no reported concerns related to financial practices this year.


• None

Area of Risk REPUTATION AND PROFILE OF ORGANIZATION

Type of Potential Risk Negative Media Coverage, Loss of Credibility



• Moderate

Current Strategies

Used to Manage Risk

• Avoid activities that threaten the organization's profile or may cause a negative impact on its reputation

• Membership in provincial organizations (OASIS.)

• Adherence to goal and vision statement

• Policies related to social media use and media relations

Results of Actions

Used to Manage Risk

• There were no significant issues related to reputation and profile this year.


• Crisis Communication Training for all Management staff.

• Created NEW 7.4 Crisis Communication Protocol Policy.

• Crisis Communication Plan completed in 2019.

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Feedback Type Examples Target Audience When Was this Completed?

Survey Agency Website Satisfaction Survey

Persons Supported Employees Other Stakeholders

Anytime/ Ongoing

Not for Profit Employer of Choice (NEOC) Survey

Employees 2017 2018

Satisfaction Survey for Inn on Strawberry Hill, March Break, Summer Escape participants

Persons Supported Family Members

After using the service

Recognition Volunteers September 2019

Internal Training/Session/Event Evaluations

Employees People Supported Other Stakeholders

After attending events, training or other sessions hosted

Complaints & Compliments

Process on Website Weekly ED Report

Person Supported Employees Other Stakeholders

Anytime/Ongoing

Verbal Feedback Support Plan Meetings Employees Staff Families/Friends/Volunteers

Annually

Team & Committee Meetings

Employees People Supported

Monthly

Supervision Meetings Employees 9x per year–Full-Time 5x per year–Part-Time

Meetings, Community Committees, individual meetings

Other Stakeholders Ongoing

FEEDBACK ABOUT BRANTWOOD’S SERVICES 2019-2020 Brantwood has various formal and informal ways to solicit feedback from

• Persons Supported;

• Employees, and;

• Other Stakeholders (Family Members, Volunteers, Community Members/Partners, Funders).

These include:

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EMPLOYEE SATISFACTION In 2017 and 2018 The Hilborn Group Ltd conducted an employee satisfaction assessment/survey about Brantwood’s services. As result, Brantwood was awarded the Canadian Nonprofit Employer of Choice (NEOC) Award in 2017 and 2018 based on positive employee satisfaction rates. A summary of the employee survey results are shared with Employees and Board members. A sampling of staff across departments volunteer to review the results of our 2018 NEOC Survey Results. Their recommendations are brought forward to management for implementation.

63

CANADIAN NONPROFIT EMPLOYER OF CHOICE (NEOC) AWARD The NEOC Award assessment is a three-step process:

Step 1 Application Approval

Step 2 Organizational Profile: Leadership Questionnaire and HR Inventory

Step 3 Employee Commitment Survey: Brantwood achieved 75% Employee Participation Rate in both

2017 and 2018

NEOC AWARD RESULTS

(To attain NEOC standing, an employer must achieve an overall combined score of 75% or higher.)

2018 NEOC SURVEY RESULTS

2017 Overall Score — 75%

2018 Overall Score — 79% Up 4% from 2017

2017 Overall Employee Survey Score — 61%

2018 Overall Employee Survey Score — 69% Up 8% from 2017

Top 5 Scoring Items 2018 Bottom 5 Scoring Items 2018

• Strives to build a positive public image • Pays a competitive wage/salary for my

position

• Puts effort into supporting community

initiatives

• Provides motivating incentives and bonuses

• I felt good about our organization’s mission • Proactively discusses career advancement

plans with employees

• I am proud to be working here • Involves employees in decisions that impact

them

• Provides a safe/healthy working environment • Provides me support to help manage stress

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2018 NEOC AWARD RESULTS How could our organization improve to be an even better place to work?

Compensation & Benefits

What does our organization do to make it an employer of choice?

Compensation & Benefits — 49% Up 3% from 2017

Pays a competitive wage/salary for my position — 40% Up 2% from 2017

Recognizes employees for their contributions — 67% Up 13% from 2017

Uses positive reinforcement & recognition — 68% Up 12% from 2017

Rewards & Recognition — 62% Up 14% from 2017

Employee Engagement — 68% Up 9% from 2017

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2018 NEOC SURVEY RESULTS SUMMARY

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PERSON SUPPORTED & STAKEHOLDER SATISFACTION SURVEY RESULTS

In an effort to ensure that al people have the opportunity to provide feedback to the agency,

Brantwood provides a survey feedback process on our website. This is just one way that anyone

can share feedback about our services.

How would you rate the overall quality of this service?

85% Satisfaction Rate

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The Length of Time I Had to Wait for Services to Start:


Were You Served in a Caring and Professional Manner?


68


Were you involved as much as you wanted to be in decisions about

your service?


If a friend of mine were interested in this service, I would...


69


Would you consider using Brantwood’s services again?


70

HIGHLIGHTS & FEEDBACK ABOUT BRANTWOOD’S SERVICES

We Hear You! ... And We’ve Done Something About It!

The leadership team at Brantwood listens and responds to feedback. We appreciate people supported, families, volunteers, staff and stakeholders giving us suggestions about how we can keep improving services at Brantwood.

Satisfaction Survey If you have feedback about your experience at Brantwood, we want to hear from you. It helps us to provide the best services when we hear the things that we do well and what we could improve.

Feedback can be shared at ANYTIME on our agency website at www.brantwood.ca.

We appreciate your feedback!

Here are just some of the things we have done to respond to feedback:

Satisfaction Surveys – All completed Satisfaction Surveys have been individually responded to when names were provided. Any feedback without a name identified has been shared with the Supervisor, Manager/Senior Management for follow up.

Non-Profit Employer of Choice (NEOC) Committee – An employee committee reviews survey results and develops recommendations arising out of the NEOC reports. Some of the recommendations implemented to date include the use of walkie talkies to enable better communication; recognition and prizes for picking up shifts and providing a welcome environment to those responding to shifts; access to email at home; and additional cross-training of staff.

Parents Helping Parents – We held a session for family members “Successful Parents/Happy Families: 12 Strategies for Stressful Times”. In the feedback from this session, families told us how much they liked the opportunity to get together with each other to learn / share ideas and how much they needed this. So, we developed the Parents Helping Parents Resource Group. The group meets monthly at Brantwood and FREE Recreational Activities are available for their son/daughter to attend while parents meet with other parents/caregivers.

Scheduling & Work/Life Balance – Focus groups were held with employees about scheduling. As a result, changes were made to scheduling to meet both employee and people supported needs, including a change in night shift hours and days free from work.

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Medication Packaging – The pharmacy that supplies our medications suggested we trial the newest in packaging for medications. This new packaging has been proven to reduce medication errors. We asked staff their opinion and they liked the new packaging. It will be trialed with a small group and their feedback will be collected to determine next steps.

Drop Off Process for Respite – Families told us that there were gaps in communication when dropping off their son/daughter for respite. The drop off process has changed, including staggered drop off times and nursing support for transfer of medications.

Bathing Protocols – As a result of collaboration/feedback with our Provincial Networks, our DSPs and Supervisors reviewed and updated each person’s bathing protocol. Level of Supervision and Specific Supports were specified to identify each person’s unique needs.

Sharing Resources – Our funders have been talking a lot about the importance of sharing “back office efficiencies”. We listened, and have been talking to other agencies to explore opportunities of sharing resources. Brantwood is now providing:

• Financial & Accounting Services to Community Living Six Nations

• Housekeeping Services to Alzheimer’s Society of Brant, Lansdowne Children’s Services and Family Counselling Centre of Brant

• Maintenance Services to Community Living Brant, Lansdowne Children’s Centre, Alzheimer’s Society of Brant, Boys & Girls Club of Brantford and Family Counseling Centre of Brant (FCCB)

Meeting the Needs of Families – Family members have told us they need opportunities to take a break. They also told us that they would like extended hours for Respite and Abilities Centre programs. Here is what we have done to respond: • The Inn on Strawberry Hill (respite) added more weekends. • Extended the hours for Drop off and Pick up times for Abilities Centre programs (7am-5pm). • Abilities Centre added regular evening programs and Saturday Respite programs. • We added 2 extra weeks of Summer Camp. • Our Abilities Centre will now remain open over the weeks of

Christmas holidays. Menu Planning – People attending the Inn on Strawberry Hill gave us feedback about the meals provided. As a result, we have added more choice with food selection and included people in menu planning at the Inn.

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Vehicles – Staff are telling us that smaller vehicles are better for providing person-centred supports. People supported tell us they don’t like driving in the “big bus” and prefer a smaller vehicle. The last 7 vehicles Brantwood purchased were smaller vehicles. Moving forward, we will continue to keep this in mind when purchasing vehicles.

Training – Staff completed an online survey related to Brantwood’s Annual Safety Care Training. As a result of this feedback, the Trainers attended team meetings to collect “real life” scenarios that are now being used in training, weekend/evening training sessions have been added, a NEW PowerPoint was developed, and the classroom setup was changed.

Person-Centred SIL Supports – People supported in SIL provided verbal feedback about their supports. This resulted in the development of a separate downstairs apartment, separation of living space, changes in menu planning and locks on their bedroom doors.

Kiwanis Aktion Club – The Kiwanis Club approached us about the opportunity to develop a new club in our area. Brantwood has provided the NEW Aktion Club with the space and leadership to run this. A number of people supported have joined the service club and are doing great things to give back to our community. The Club meets twice a month at Brantwood.

Infrastructure Visits – Members of Management (Finance, QAM & Facilities teams) toured each location and talked to Staff and Supervisors about any need for improvements (i.e. cabinets, flooring, windows, etc). The feedback is used for submitting requests for funding and aids in decision making.

Cleaning and Storage of Enteral Tubing – A family member brought forward their feedback about our cleaning procedure for enteral tubing. DSP’s shared their feedback on the new procedure to clean/store enteral tubing. Based on our research and collaboration with the Health Unit we have updated our procedures. DSP’s tell us they think this is great news! Refer to Policy BSC45 Enteral Meals for all the details.

Vehicle Log and Circle Check Forms – There were previously 2 forms for this. We merged both forms into one and simplified the circle check process. Makes things much simpler and less paper!

ShareVision Documentation – Staff reported their frustrations about double documenting. There is now no need to document twice in ShareVision (Life Notes AND Goals/Progress).

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Duplication of Policies – We have edited and archived some policies based on feedback. No need to read the same things twice! Here are just some examples of this: OHS10 Accident / Injury Reporting, OHS20 Accident Investigation, OHS80 Critical or Fatal Accident Reporting & Investigation, IC-40 Sharps Disposal and OHS320 Oxygen.

Emergency Preparedness Plan – We consulted with some of the staff who put this plan into action during the February 2018 flood evacuation. We asked what worked well and what we could do differently. As a result, changes were made to improve/update Brantwood’s OHS120 Emergency Preparedness Plan. We also changed the location of where to store this plan for easier access at each residential location. The hard copy of this plan is now stored with the Green Binders at each residential location.

Recognition — We heard how important recognition is from staff. Brantwood recognizes the contributions of employees weekly on social media (Facebook, Twitter and Instagram)

Communication & Recognition — We received feedback from employees about improving communication across departments and the importance of recognition. Weekly, the “It’s a Wrap!” Executive Director Newsletter is emailed to all employees and Board members. This report summarizes goals that people supported have accomplished (with pictures), sector and department updates and highlights employee contributions.

Enhanced Communication Across Departments – We received feedback from staff about improving communication across departments. Seating and Kinesiology documentation is now located in ShareVision. We are continuing to tweak the Kinesiology documentation in consultation with others.

Conversations that Matter — We heard feedback from Direct Support Professionals that there are limited opportunities to get to meet other DSPs from different locations. Brantwood developed a new opportunity for frontline staff to get together and have meaningful conversation… “Conversations that Matter.”

Employee Incident Report – We strealined fields, simplified language and removed duplication of questions.

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Person Supported Orientation Checklist – More check boxes were added to ShareVision to allow us to pull a report to show staff’s knowledge of people supported. This report is very helpful for Ministry Compliance reviews and eliminated the Person Supported Checklist.

ShareVision - My Monthly Progress – Based on feedback received from staff this report is in the process of being updated to align with the daily documentation with a person-centred focus so you can see all the highlights for each person and discuss at team meetings. This report will be a good opportunity to discuss what’s working well, what’s not working and what do we do next?

Volunteer Recognition – We surveyed our volunteers about how they want to be recognized. They told us they prefer “less-formal events” to be recognized and prefer individualized recognition. As a result, we are sending personalized notes about how they are making a difference instead of the formal Christmas volunteer recognition event. We are also changing the Volunteer Appreciation Event in April to be a less formal event moving forward.

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ALTERNATE FORMAT AVAILABILITY Brantwood ensures that everyone can access the same information in a format that facilitates their under-standing and accommodates each person’s unique requirements. If you require the information in this report in a different format, please contact Brantwood and we will pro-vide the information in a manner that meets your needs.

Brantwood Community Services

25 Bell Lane Brantford, ON N3T 1E1

519-753-2658

[email protected]

mailto:[email protected]

Documents

Quality Improvement & Strategic Directions ReportStrategic Plan Goal Alignment ACTUAL ACTIVITIES/ OUTCOMES •5b. Develop training services for families and staff hired by families