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This plan lays out a clear and exciting path for East Metro Youth Services. It builds on our forty-year history of delivering services in Scarborough while embracing the op-portunity to lead the transformation of child and youth community-based mental health services across the City of Toronto. In these pages you can learn about how we will be working to achieve our long-term vision of every infant, child and youth in Toronto having the supports to reach their optimal mental health. Through our ser-vices, we will continue to demonstrate what an impact-driven, community-based approach can look like on the ground .

What you see in this plan is the result of close to a year of strategy work and consultation that began by clarifying our intended impact and theory of

Mary JarrellChair, EMYS, Board of Directors

Claire FainerExecutive Director, EMYS

change. This plan was developed by a committee made up of EMYS staff and board members who developed and tested a set of strategic priorities in consultation with youth, families, service provi-ders and system experts.

The next few years will be a transformative time for us as we grow into our new lead agency role. As such, it is more important than ever that we have a solid strategic plan to ground our actions and help us lead by example.

“

” We hope you are as excited as we are about the incredible potential that lies ahead.

This plan will become our compass amid the complexity and opportunity of the coming years, directing our programmatic and operational efforts to optimize impact.

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About EMYSEast Metro Youth Services has a combined role of providing direct services for infants, children, and youth with mental health challenges, as well as acting as the lead agency to support the implementation of Ontario’s Moving on Mental Health plan in Toronto.

Service AgencyEast Metro Youth Services (EMYS) is an adolescent mental health and addictions centre founded in 1974 and accredited by Canadian Centre for Accreditation (CCA). EMYS continuously strives to engage young people in reaching their personal best, supplying a wide range of programs designed to enhance mental health and invest in their future potential. Our key service areas include: clinical programs, case management, and engagement programs.

east metroyouth services

Lead AgencyNamed Toronto Lead Agency in 2015 to support the Ministry of Child and Youth Services’ (MCYS) Moving on Mental Health action plan, we have a unique opportunity to work with and bring together the diverse organizations supporting infant, child and youth mental health in Toronto. We are also informing the province-wide transformation of the children and youth mental health system.

By collaborating with the many MCYS identified service providers we will work to improve access to mental health services for infants, children, youth and families. As we plan how to deliver core services and partner across sectors, we are committed to close collaboration with agency partners and to embedding perspectives of Toronto’s diverse communities.

EMYS served over 4300 clients and participants in our programs in the last fiscal year (2015-2016).

Over 100 representatives from Toronto Core Services Provider agencies participated in Year 1 working groups to support the Lead Agency in building a foundation for transformation of community-based services in Toronto.

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Mental Health Focus

Our vision is that every infant, child and youth in Toronto has the supports to reach their optimal mental health.

We support people along a mental health continuum - ranging from adaptive coping, to mild to moderate impairment, to acute and chronic clinical disorders. Acknowledging that people can move back and forth along the continuum, EMYS provides programming with varying degrees of intensity inclusive of developmental stages to help infants, children, youth, emerging adults and parents meet their full potential.

70% of mental

health problems have their onset during childhood or adolescence.

Government of Canada, 2006The Human Face of Mental Health

and Mental Illness in Canada

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Doing Whatever It TakesWe go above and beyond to deliver high quality service. We see it as a necessity not a choice. Below are the principles we are commited to upholding in our work:

Uphold Professional Excellence Our industrious, highly-qualified staff bridge lived and learned experience to ensure a community-based and evidence-informed approach.

Enable Ongoing Learning We are adaptive and flexible, but also measured and data-driven. We evaluate what we do and learn from all our work.

Put People First We ensure the interests of infants, children, youth and families are central in all our decisions and work to support their unique needs, circumstances and strengths.

Encourage Innovation We are creative with our resources, take bold and thoughtful risks, and adopt and testpromising practices early on to drive success.

Lead Collaboratively We optimize our ability to deliver quality services by recognizing and leveraging the capacity of others through a respectful and inclusive approach to leadership.

Be Culturally Competent We value and model cultural competence by providing services that respect the diverse and unique backgrounds, beliefs and practices of individuals and their families.

Value Diversity We work relentlessly to ensure dignity, equity, respect and inclusivity in all of our inte-ractions with clients, staff, partners and funders.

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Our Context

Political Economic

Social Technological

• Pushforincreasedcollaboration,co-location & mergers

• Pressuretoworkdifferently• Investmentinsystemstransfor-

mation• Desireforaseamlessservice

continuum• MovingonMentalHealthplan

and naming of lead agencies• Emphasisontransitionsfrom

youth to adult services and hospital to community

• Increasingneedfordataandevaluation

• Focusonyouthandfamilyenga-gement

• Increasingcostofliving• Increasingincomeinequality1

• Risingfamilypovertyrates2

• Lackofyouthemployment3

• Increasingcompetitionforfun-ding

• Fundersencouragingcollectiveimpact

• Newsourcesandriseinrevenuegenerating models

• Increasingcorporateandprivatefunding of mental health

• Emphasisontrackingandre-porting data related to funding

• Growingcomplexityofneed• Increasingpublicawarenessof

mental health• IncreasingdiversityinToronto• Stressrelatedtoimmigration• Needfortraumaandgriefsup-

ports• LackofLGBTQspecificsupport• Gapsinservicefortransitional

aged youth• Growingpopulationaged0-4• Increaseddesireforinvolvement

in service decisions• Highbullyingandsuiciderates

• Increaseinonlineforumsre:mental health

• Opportunitiestooptimizetech-nology to support youth engage-ment

• Growinguseofsocialmedia• Useofsmartphonesimproves

access to information• Needforagenciestoupgrade

infrastructure

$The

government is encouraging

increased collaboration

and systems transform-

ation

Low to middle income families are struggling and the nature of agency funding is shifting

Growing need for mental

health supports for

diverse infants,

children and youth

Technology presents an opportunity for improving service and increasing access

The current context in which EMYS is operating, both in our evolving role as lead agency and our on-going role as a service agency, is influenced by a number of trends and forces that are driving change. Below is a summary of these factors that has been informed by an environmental scan conducted by Delisle Youth Services and work done by the EMYS Planning Committee.

1 Broadbent, 2014 2 VitalSigns, 2014 3 Vital Signs, 2013

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Service Agency

By 2021, infants, children and youth between the ages of 0 and 29 requiring mental health services in (primarily, but not exclusively) East Toronto will have:

• Enhanced resilience• Strengthened capacity for relationships• Increased self-efficacy and,• Improved social skills

These sustained outcomes will be enabled by our clinical and engagement programs, along with a commitment to a strong case management approach. Our impact will be deepened by the intentional engagement, support and treatment of families, caregivers and adult allies. 

Intended Impact Statement

We have developed a road map for realizing the changes we seek, in the form of a theory of change, which is at the heart of our strategic plan. The articulation of our planned activities and the resulting impact, helps us be more intentional, accountable and strategic in our work. At the centre of this vision is the people we serve.

*At the back of this plan you can find a glossary of terms that accompanies this statement and the terms used in the theory of change on the next page.

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Intended Impact

VisionEvery infant, child and youth in Toronto has the supports to reach their optimal mental health.

Clearer pathways & access to appropriate supports & opportunities

Improved pro-social skills

Enhanced resilience

Strengthened capacity for relationships

Increased self-efficacy

Enabling sustained outcomes

Theory of Change

Infants, children and youth

primarily in East Toronto, between the ages of 0 & 29

Who We Serve

2016-2021

Activities

Clinical programs Engagement programsCase management

Our impact is deepened by the intentional engagement, support and treatment of families, caregivers and adult allies. 

At risk of or experiencing

mental health challenges

Experiencing significant

mental health

challenges

Experiencing severe, rare,

or chronic persistent

diagnosable mental health

challenges

Service Agency

+

*based on the Continuum of Needs in MCYS’ Program Guidelines and Requirements,2015

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Lead Agency

By 2021, EMYS will have collaboratively created and be managing a coordinated, responsive, and accessible mental health system for infants, children, and youth in Toronto and their parents and caregivers. We will strive to ensure effective pathways to service that are timely, evidenced-informed, culturally and linguistically appropriate, and barrier-free.

Intended Impact Statement

*At the back of this plan you can find a glossary of terms that accompanies this statement and the terms used in the theory of change on the next page.

The theory of change on the following page defines our vision and how we will work to achieve it through our lead agency role. It shows a series of change pathways from activities to intended impact to achieve our long-term vision. At the heart of our intended impact are the infants, children and youth requiring mental health supports in Toronto. Through our collaborative work with related institutions and accredited service agencies, we will strive to improve pathways and service quality. This diagram illustrates the complex web of relations-hips necessary to bring about the lasting change we seek in Toronto’s

“Every child and young person deserves support to reach their full potential - and our communities and our province need them to realize that potential. Children and young people deserve a mental health system that delivers services and supports that respond quickly and comprehensively to their needs, as close to home as possible.”

Ministry of Children and Youth Services,Moving on Mental Health Action Plan

mental health system for infants, children and youth.

This theory of change is drawn from the direction of the Ontario Moving on Mental Health action plan. It forms the foundation for our strategy within our new lead agency role and is aligned with the implementa-tion markers outlined by MCYS.

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Theory of Change

Accredited Service Agencies

Related Institutions

Our impact is deepened by the intentional engagement, support and treatment of families, caregivers and adult allies. 

Infants, children and youth in Toronto

VisionEvery infant, child and youth in Toronto has the supports to reach their optimal mental health.

Intended Impact

coordinated

responsiveaccessible

barrier-free

evidence-informed

culturally & linguistically appropriate

effectivepathways

timely

Build relationships between service providers

Identify service capacities

Establish pathways to care

Build a Toronto identity

Encourage and track innovation

ActivitiesAssess needs and trends to establish service priorities

Reformservicedeliveryandperformance measurement

2016-2021Lead Agency

+

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Partner across services and sectors to build a stronger child & youth mental health system

1Incorporate family engagement practices to improve service effectiveness

2Enhance case management to support consistent outcomes

3Strengthen our YOW program leadership to build capacity locally and provincially

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Examine strategic alignment to optimize our impact

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6Build performance management capacity to better evaluate outcomes

7 Develop infrastructure for information management and shared services

Strategic PrioritiesTo realize our intended impact, we have identified seven strategic priorities to focus on. These priorities include clear actions that will help us bring our lead and service agency theories of change to life.

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Family Engagement

When we say “family” it encompasses families, caregivers and adult allies of the infants, children and youth we serve. We believe families should be active partners in decision-making and treatment planning and we support families to make informed decisions and advocate for their needs. We recognize that we as service providers are temporary and, as a result, building family capacity is important to success.

What do we mean by family engagement?

Family engagement is best practice in child and youth mental health. EMYS seeks to more formally and consis-tently embed family engagement in our work, bringing increased planning and rigour to our approach. Families told us that they are looking for greater support in order to best serve their youth. We recognize that family enga-gement is a crucial element in the success of our work.

“Families have an intimate knowledge of how the system and its services work, and how they may be

improved. Families also have expert knowledge of their child, which is critical in treatment planning and delivery.”

Ontario Centre for Excellence for Child and Youth Mental Health, 2016

• Explore mechanisms to ensure families get the support and treatment they need

• Create more opportunities for families to engage with each other in a way that increases their support and informs EMYS and systems planning

• Improve the effectiveness of pathways between programs to enable clear na-vigation for families

• Enhance understanding of outcomes, resource implications and require-ments of increased family engagement

ACTION AREAS

1

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Family Engagement

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Case ManagementCase management is central to the impact we achieve and part of what distinguishes us as an agency. We believe we can build on this strength to improve outcomes, enhance consis-tency, and increase service quality by formalizing and enhancing our case management approach. We will work to identify core values, skills, attribu-tes, and processes that are critical to effective case managment.

Our Definition of Case ManagementA collaborative, evidence-informed and person-centered process where the goal is the provision of appropriate and effective services. This includes, but is not limited to, mental health and addictions, based on the needs and the goals identified with the indivi-dual and/or family. It is achieved through building a respectful relationship, systems knowledge and na-vigation and engaging and advocating for necessary resources to be provided in a timely manner. Case management builds the capacity of and empowers individuals and/or families so they can better under-stand and navigate the system as well as act as effect- ive self-advocates.

• Examine each EMYS program to assess existing case management services and the level of need for case management functions

• Identify the core competencies and an evidence-informed model for EMYS case management through literature review and consultation with experts

• Implement enhancements, provide staff with training and other sup-ports, and measure effectiveness

• Enhance internal pathways for case management and explore partnership opportunities

“Case manage-ment is a core service that all lead agencies are

responsible for. It places the child or youth and family at the centre and brings together the key partners in service delivery to provide an integrated and coordinated response to best meet their needs.”

Ministry of Children and Youth Services, Program Guidelines and

Requirements

ACTION AREAS

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YOW LeadershipWe believe that the Youth Outreach Worker (YOW) Program has tremendous strategic value for EMYS and is an important part of the future of our organization. In 2006, EMYS was named the Lead Agency for the East QuadrantofTorontoforYOWbyMCYS.In2013, EMYS was also named the Provincial LeadfortheYOWOutreachRecordDatabaseand Training. This includes our role as the Lead of the YOW Community of Practice, a group where people come together regu-larly to share best practices and advance knowledge related to the YOW program. In light of these roles and the need that exists for youth outreach, we see key opportun- ities to strengthen and expand this work.

The Youth Outreach Worker (YOW) Program helps at-risk and high-risk youth and their families better navigate and connect with services and pro-social opportunities in their communities to improve youth outcomes and make healthy life choices.

What is YOW?

As a result of contact with a Toronto EastQuadrantYouthOutreachWorker over the last fiscal year:

• 32% of youth experienced a decrease in risk factors (e.g. addiction, safety from violence, youth justice involvement)

• 25% of youth experienced an increase in protective factors (e.g. access to employment, school attendance, housing)

• Clearly demonstrate how the program impacts young people’s lives

• Standardize the work at YOW program sites across the province while respec-ting the unique nature of each commu-nity

• Strengthen the Community of Practice through a common assessment frame- work; supporting dynamic learning, connection and advocacy; building a cohesive community; sharing and implementing effective practices; and increasing connections to other services and sectors

• Broaden the application of the YOW model beyond violence prevention to address other emerging issues

ACTION AREAS

Case Management 3

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Service & Sector PartnershipsEMYS understands that no one organization can create a sustained, accessible and stronger child and youth mental health system. In our role as lead agency we are further reminded of the com-plexity of the challenges and the diverse resources in the system. We believe there is an opportunity to identify and align organizational strengths through service mergers to improve access, create seamless pathways and enhance outcomes.

We also see great potential for the development of intersectoral partnerships building on our col-laboration with the East Toronto Youth Outreach Worker Network, Toronto Community Housing, Youth Shelters and the City of Toronto. Opportun-ities will also be explored with Toronto’s pediatric hospitals including Family Health Teams, Health Links, Community Health Centres and other health care providers.

The development of a lead agency Community Mental Health Plan will further the enhancement of pathways to care between child and youth mental health agencies and education, health, child welfare and youth justice sectors.

Service mergers happen when two or more organizations align individual organizatio-nal strengths to fill service delivery gaps, increase access, strengthen visibility, share resources, and exchange knowledge in order to build professional capacity.

What are service mergers?

Spotlight on YouthCan

YouthCan is a 3 year service integration de-monstration project that will support rapid access to mental health services for youth 11-26. It will bring together care navigation and peer support provided by LOFT, family enga-gement support groups facilitated by Sash-bear Foundation, onsite psychiatry offered by the Hospital for Sick Children, CAMH, and Michael Garron Hospital, and primary health care by the Southeast Toronto Family Health Care Team. The new services will enhance the already established ‘what’s up’ walk-in® in Scarborough and be a stand-alone program at EMYS’ new Danforth location.

ACTION AREAS

• Evaluate outcomes related to our current ser-vice merger demonstration projects

• Enhance sector partnerships through service agreements with hospitals to strengthen and sustain pathways to and from emergency room and outpatient services

• Test pilot partnership opportunities with Family Health Care teams, Health Links, Youth Outreach Network partners, TCH and the City of Toronto

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Service & Sector Partnerships Strategic AlignmentThrough the development of our theory of change, we determined that EMYS needs a more rigorous set of de-cision-making criteria to determine which programs and services are best positioned to deliver our intended im-pact. As a result, over the next 18 months we will examine programs and services to assess strategic alignment.

As a part of this analysis, we will look at the degree to which programs complement one another to deepen client outcomes. When examining programs, we will consider the relationship between our programs to understand what the effect of changes to one might have on the rest of the service mix. This exercise will ideally validate areas of strength and alignment and point to areas where modifica-tions are needed to maximize the impact of our resources.

“Strategy is about

We will examine all programs and services through the following four lenses:

Intended Impact How effective and aligned is the program/service with the impact we seek to have?

Well-PositionedAre we best to offer this program/service, given our current context? What are the opportunities for part-nerships, service mergers and stronger hand offs?

Reaching Target BeneficiariesHow well are we reaching those we aim to serve?

Financial SustainabilityHow strong is current and possible funding for the pro-gram/service? How effectively are we covering costs?

$

getting critical resource decisions right—allocating time, talent, and dollars to the activities that have the greatest impact.”The Bridgespan Group

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The venn diagram above is adapted from Professor Herman B. Leonard’s Strategic Analysis Framework, Harvard Business School. To be strategically aligned the goal is to maximize the overlap of the circles.

mission

capacity support

ACTION AREAS

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Performance Management

EMYS requires a robust performance management framework to inform service agency and lead agency planning initia-tives, performance measurement needs, accountability requirements and resource allocation. We need to ensure we have a stronger framework in place to be able to measure programs and services against the intended impact (outcomes) we have articulated in our service agency theory of change.

As Lead Agency, EMYS’ Performance Manage-ment Framework must enable reporting on 10 major accountability domains:

• Acceptability• Accessibility• Appropriateness• Continuity• Effectiveness• Efficiency• Safety• Client outcomes• Data quality and privacy• Sustainability

Lead Agency Accountability Domains

• Establish a performance measurement framework and system for EMYS’ ser-vice agency work including: indicators, targets, monitoring, evaluation, pro-gress reports, and continuous improve-ment strategies

• Develop organizational supports needed including building a culture of accountability, clarifying vision for me-asurement, building skills of staff, and supporting opportunities for learning and reflection

• Examine needs and opportunities to strengthen follow up and after care by gathering data on sustained client outcomes testing and evaluating refi-ned approaches

• Examine common data needs and levels of agency capacity within the lead agency role - determining common indicators, measures, and reporting while leaving room for customization

ACTION AREAS

6

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Performance Management Information Management & Shared Services

EMYS recognizes that information is a critical asset valued by our employees, clients and part-ners. Our goal is to align our information resour-ces and infrastructure with our core business and service delivery strategies to make informed decisions about resource allocation and servi-ce needs to ensure timely and equitable access to services. Our new information management strategy will address key elements including the effective management of documents, data, records and content, as well as information secu-rity and infrastructure for both EMYS’ service and lead agency work.

As lead agency, EMYS will be establishing a new shared services framework to support the processes and infrastructure needs of both the service and lead agency. Achieving our objectives in the context of the current fiscal environment and agenda of competing priorities will demand a disciplined and risk-informed approach in our decision-making along with close collaboration with our system partners. Together we will de-velop solutions for coordinating and integrating support services and for sharing critical informa-tion across Toronto service area.

Creating a comprehensive information manage-ment (IM) strategy • Implement an IM strategy to enable business

processes and data definitions alignment• Define an information architecture to sup-

port IM in a consistent and integrated manner • Introduce a common platform for collabora-

tion and document management

Develop a robust shared services infrastructure• Develop a new governance framework to

effectively govern and manage at both the system and service agency levels

• Enhance and expand corporate service capabilities to support transformation to an agile steward of system level resources

• Deliver enabling technology to implement smart solutions that enhance service delivery and create an efficient work environment

• Identify opportunities to work with other lead or core service agencies to leverage sector scale through procurement, equipment, etc.

Critical elements of information management include the effective management of documents, data, records and content, as well as information security and infrastructure.

Key Elements of IM

ACTION AREAS

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Moving ForwardNow is when the rubber hits the road. This strategic plan is just the beginning. We see this work as a jumping off point for the transformation that lies ahead. On the heels of this strategic plan, EMYS will be developing a financial and operational plan to capture the resource implications and considerations for each strategic priority.

For us this is not a static document, but an evolving strategy that we will continuously revise based on ongoing learning through our service agency and lead agency work. So stayed tuned and check back to see how things develop. As we evolve, we will keep listening and integrating feedback from the community. We want to know how we are doing and what our community needs. This will help us maintain responsive, high quality services. To stay accountable, we will set milestones along the way and create an annual operational report card to reflect on our progress. We look forward to continuing the learning with your help!

“Without strategy, execution is aimless. Without execution, strategy is useless.”Morris Chang

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Glossary of TermsWho We ServeParents/caregivers: An individual who has assumed re-sponsibility for an infant, child or youth. This is not bound by legal guardianship.

Adult Allies: A positive influencer, supporter and/or ad-vocate for youth who are engaged in informal or organized pro-social activities.

Infants, Children and Youth: Individuals between the age 0 and 29.

Service Agency ActivitiesEngagement Programs: A formal series of intentional intervention activities with groups or individual parents/caregivers and youth needing support. These programs support children and youth to have improved pro-social skills, improved self-efficacy and clearer pathway and access to support and opportunities.

Clinical Programs: Engaging individuals, families and groups in the process of personal change. This includes developing a professional relationship, obtaining relevant information, collaboratively identifying goals and means to achieve those goals, guiding clients as they work on those goals and evaluating the outcome at the end of treatment. This work involves an evidence-informed approach that places the client at the centre of the process.

Case Management: A collaborative, person-centered process where the goal is the provision of appropriate and effective services, including but not limited to mental health and addictions, based on the needs and the goals identified with the individual and/or family. It is achieved through building a respectful relationship, systems know-ledge and navigation and engaging and advocating for necessary resources to be provided in a timely manner. Case management builds the capacity of and empowers individuals and/or families so they can better understand and navigate the system as well as act as effective self-ad-vocates.

Service Agency Intended ImpactStrengthened capacity for relationships: Engaging in contact with important individuals in a person’s life in a manner that is respectful, supportive, rewarding, meaning-ful and without violence or oppression.

Enhanced resilence: Employing emotional and behaviou-ral regulation in stressful/difficult situations, utilizing pro-blem solving skills and having developmentally appropria-te responses based on the age of the infant, child or youth.

Increased self-efficacy: An enhanced capacity to believe in one’s own ability to change, learn new skills, adopt new ideas and grow as a person.

Improved pro-social skills: An enhanced ability to inte-ract and communicate with others. This involves but is not limited to forging and maintaining relationships, self-ex-pression, being assertive, setting boundaries, listening and providing feedback.

Clearer pathways and access to appropriate supports and opportunities: A clear pathway is a known and easy to understand route to take in order to obtain a service; clear access reflects that once there, the client, participant and/or family can participate in that service without bar-riers or obstacles.

Lead Agency Terms & ActivitiesMoving on Mental Health: This plan ensures infants, children, youth and families are able to get mental health services in their communities that are accessible, respon-sive and meet their needs. Strengthening the commu-nity-based system for delivering mental health services brings people and organizations closer together locally and benefits everyone. More children and youth with mental health problems in Ontario, and their families will know:

• whatmentalhealthservicesareavailableintheircommunities; and

• howtoaccessmentalhealthservicesandsupportsthat meet their needs.

Lead Agency: EMYS, in its lead agency role, is leading the transformation of the community-based child and youth mental health system across Toronto. We were selected in February 2015 because of EMYS’ strong reputation as a leader, innovator, collaborator and progressive organiza-tion in Toronto and across the children and youth mental health sector. We are working to ensure core, communi-ty-based infant, child and youth mental health services are equitably available and accessible throughout our service area and will also collaborate with other partners in the health, education, child welfare and youth justice sectors to develop effective intersectoral pathways to care for youth.

Accredited Service Agencies: An accredited Service Agency (i.e. Core Service Provider) is one that has been recognized and credited for meeting suitable standards of organizational and service quality. Organizations must be accredited through the application of standards specific to community based child and youth mental health services.

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Related Institutions: Service providers within the service area who also have mandates and responsibilities in the provision of mental health supports to infants, children, youth and families. Examples include community health centres, hospitals, schools, child welfare agencies, youth justice agencies and early years centres.

Intersectoral Pathways to Care: Effective protocols are developed, negotiated, approved and understood to defi-nitively delineate the roles, responsibilities and processes that come into effect to ensure that a seamless referral experience and/or a warm handoff and/or a coordina-ted care plan occurs on behalf of those infants, children and youth and their families who require service across multiple sectors either sequentially or at the same time. A full continuum of mental health services is available in the most appropriate setting.

Collective Impact: The Toronto Lead Agency adopted a Collective Impact Framework as the model to facilitate engagement, promote the develop¬ment of a citywide systems service plan and a transparent systems wide accountability capacity. This work is supported by a shared measurement system, mutually reinforcing activities, and ongoing communication. As the backbone organization, EMYS Lead Agency maintains overall strategic coherence and coordi¬nates and manages day-to-day operations.

Toronto Identity: A strong identity that clearly identifies community-based agencies as belonging to one common integrated service system, facilitates easy access to that system and differentiates it from and for service providers in other sectors. This system connects community-based care for infants, children and youth and builds pathways and partnerships with the many other sectors that touch this population. Building a Toronto identity involves overcoming historical barriers, developing new relations-hips, embracing change and creating a cultural shift in the infant, child and youth mental health sector in Toronto.

Lead Agency Intended ImpactCoordinated: The service providers within Toronto will have an integrated and efficient approach in the in-tra-agency and cross-sectoral delivery of services.

Responsive: Early identification of emerging trends and needs in the development of and action upon relevant services.

Accessible: Individuals will be able to find well-publicized, user friendly and varied access points to service to gain entry to services.

Effective pathways:Regardlessofpointofentryindivi-duals will be connected in a timely manner to the relevant available services/resources they require to and from the education, health or social service system.

Timely: Little to no wait time for appropriate services.

Evidenced-informed: Treatment that is both grounded in research demonstrating successful outcomes and utilizes the professional’s knowledge and experience while being inclusive and flexible to an individual’s needs.

Culturally appropriate: Services that are sensitive to the diverse and unique background, beliefs or practices of individuals and their families.

Linguistically-appropriate: Accommodation will be made to ensure that services are provided in the language that the individual understands and are jargon free.

Barrier-free: Services that are developed and delivered with a view to eliminating unintended and often times un-conscious structural limitations that create challenges for infants, children, youth and families/caregivers to access or fully benefit from community based mental health service delivery.

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Acknowledgements

Our intended impact statement and theory of change was created with support from Innoweave, an initiative of The J.W. McConnell Family Foundation.

We would like to acknowledge the Planning Committee members (pictured above) for their leadership in the development of this plan: Chris Brown, Alanna Burke, Collette George, Deborah Kernohan, Judy Marshall, David O’Brien, Janice Sellon, Alisha Singh, Oleg Valin, & Janice Wiggins.

WearegratefultoRobinCoryforherfacilitationandguidancethroughoutthedevelopmentofthisplan.Robin’sskill,commitmentandenthusiasmwereaninspirationtoallwhohadthegoodfortune of working with her. Also, thanks to Josina Vink, the designer who so creatively brought its content to life.

Thankstoallthepeopleweinterviewedtoinformourplanning,including:RuthCrammond,GaleLariviere,MatthewLee,Dr.KristaLemke,PeterO’Donnell,Dr.AntonioPignatiello,JoyReiter,KarlSalgo, Peggy Schultz, Dr. Peter Szatmari, Alex Thomson, Karen Turner, Zoë von Nostitz-Tait, & John Wilhelm.

And lastly, a huge thank you to all the parents, youth and staff who participated in our focus groups. The plan would not have been possible without their contribution.

CharitableRegistrationNo.130563166RR0001

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Toronto Lead Agency365 Bloor St East,Suite 1010,Toronto, ONM4W 3L4

EMYS1200MarkhamRd,Suite 200, Scarborough, ONM1H 3C3

east metroyouth services