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What CBO’s are saying about the human services in Saskatchewan

2008 CBO SUMMITS

WHAT SASKATCHEWAN COMMUNITY-BASED ORGANIZATIONS

ARE SAYING ABOUT THE HUMAN SERVICES IN SASKATCHEWAN

A CONVERSATION WITH THE GOVERNMENT OF SASKATCHEWAN

THROUGH THE MINISTER OF SOCIAL SERVICES

North Battleford - September 22, 2008

What Was Heard

On June 24, 2008 Minister of Social Services the Honourable Donna Harpauer and Legislative Secretary to the Minister of Social Services, Community-Based Initiative Greg Ottenbreit announced a series of summits of community-based organizations to develop a new social policy direction for Saskatchewan.

Minister Harpauer committed to post a verbatim report on the Ministry website outlining the range of thoughts, ideas and questions generated at each of the five summits in the form of a “What was Heard” document.

The summit format was similar in all five locations throughout the province. The morning session began with a conversation on the human services in general. Participants were encouraged to raise the issues that were important to them and then meet in small groups to discuss the matter further.

The afternoon session was spent in focused discussion on topics such as recruitment and retention, funding, policy development, and accountability.

This “What was Heard” report is from the summit in North Battleford.

Note: The views expressed in this, and future, reports are those of the participants in the CBO Summits and not those of the Ministry of Social Services or other government ministries or representatives. Posting these views does not suggest that the Ministry of Social Services endorses or supports them.

Government of Saskatchewan


What Was Heard (morning session)

Participants at each summit were encouraged to capture their thoughts, ideas, suggestions, best practices, issues, and key messages on paper, flip charts, and “table cloths”. Best efforts were put into providing a verbatim report. Occasionally, we could not read the individual’s handwriting. At the beginning of each summit, participants were asked this question: “In order for CBO’s and government to better serve the people of Saskatchewan we need more conversation about.....” Here’s what was heard in the morning sessions:

Issue Amount of time developing reports and raising funds vs. serving clients

Solutions – What are we doing right on this issue? 1. Having outcome based approach. Doing our own evaluation (internally). 2. Templates created for reporting.

Solutions – How could we still improve this issue? 1. Look at the classification of agencies in terms of essential and non-essential.

What agencies should be classified as essential. 2. One common reporting template. Expectations need to be clear – and not

presented after the fact. 3. More government leadership (more program consultants) as advocates for

us, not accountants i.e.) Pay more for administration 4. Streamline the reporting process.

Key Message “Client needs” need to be kept front and centre.

Issue Amount of time developing reports and raising funds vs. serving clients (second table)

Solutions – What are we doing right on this issue? 5. Reporting. 6. Fundraising. 7. Usage of volunteers. 8. Utilizing tools which already exist (common). 9. Willingness to participate.

Solutions – How could we still improve this issue? 1. Change reporting requirements to enable more time. 2. Funding for more staff.


3. Have government officials come to us and evaluate and decide with us on funding and assist with programming.

4. Standardized reporting for all agencies. 5. Training sessions. 6. Computer programs set up. 7. Change rules regarding medical coverage (Social Services).

Key Message Once established and proven accountable paperwork should diminish

and we should have more time for clients. Regional colleges can develop and offer business courses. (online)

Issue Compensation equal pay for equal work

- (or at least 90% parity for benefits). - Supporting agency needs (i.e. respite). - Dedicated staff stay but get punished with less money.

Solutions – What are we doing right on this issue? 1. Training staff well. 2. Creating positive work environments. 3. Finding other ways to reward staff.

Solutions – How could we still improve this issue? 1. Set provincial standards tied to contracts. 2. Compensation = pay = work – 90% comparable. 3. Parity within contracts for respite funding and availability – support for

agencies (huge disparity for wages). 4. CBO’s training ground for future government employees. 5. Pay not only in money but in benefits. 6. Dedicated staff stay but get punished with less money working for a CBO. 7. Lack of compensation reduces interest in the field. 8. Possible “fix” for recruitment issues. 9. Have created other benefits like extra time off to compensate. 10. Care 24/7 is difficult to staff. 11. Minimal males applying for positions as can’t support a family on it.

Key Message Parity = Level playing field for recruiting and retaining staff.

Issue

Equal pay for equal work

Solutions – What are we doing right on this issue? 1. Last announcement – right step (18 – funding increase). 2. Are in the back of government.


3. Recognize Social Services lower on pecking order compared to Health and Justice.

4. Seeking our input as a group.

Solutions – How could we still improve this issue? 1. Catch up period with government employees salaries, benefits and pension 2. Equality between Social Services and Health. 3. Fund adequately current programs moratorium on new programs. 4. Cut out piece meal. 5. No new programs until current programs are funded adequately recognition

of department. 6. Wages have to be comparable to government for issues of liability,

recruitment, and retention.

Key Message Would you be okay making less than your subordinate with no pension, no job security?

Issue

Not adequate compensation (salary, benefits, pension) for equal work

- Salaries don’t reflect the training needed to get the job. - “Heart” jobs vs. “hammer” jobs, the hammer jobs are paid more in Sask.

Solutions – What are we doing right on this issue? 1. Increases in funding help attract and retain workers.

Solutions – How could we still improve this issue? 1. Meet the basic needs of service providers i.e.: job security, pension, medical

benefits. 2. It’s not a gender issue but a job specific issue. 3. The salary paid doesn’t reflect the training required to get the position i.e.:

teacher’s aides in schools require less education but are paid more than day care workers.

4. Heart vs. Hammer value of job money for trades type work is more valued than human services.

5. Increased funding will help attract and retain workers. 6. Have the government provide more / accessible services to help with mental

health of workers. 7. More training for workers. 8. Compensation ? >respect > recognition > public awareness > benefits i.e.:

Pension, Medical benefits. 9. Awareness that human service work has a cost to the employees. 10. Overworked / OT means less home time.

Key Message The province needs to recognize the importance of the humanity work being done.


Issue

Equal compensation for equal work

Solutions – What are we doing right on this issue? 1. Most agencies are paying the maximum that they possibly can. 2. Some agencies give bonuses if there are surplus dollars.

Solutions – How could we still improve this issue? 1. Inject more dollars – value the work 2. Compare to health sector – Comparable positions. Brings us up to par. Stop

applying percentages. 3. Government needs to fund actual benefits that are required by labour

standards i.e. Vacation, sick 4. Social Services needs to re-evaluate and assess criteria to be Social Service

funded (too many are falling between the cracks and are not funded) 5. Government initiated assessment of comparable positions 6. Needs to be consistent funding standards across the board – Grid system 7. There are no educational standards regardless of your training, you are paid

the same as a grade 10 high school drop out. Re-professionalize the sector. Pay accordingly.

Issue Funding the staffing positions that we currently use in our organization

- Committed financial support for activity/vocational centres. - Never know from year to year whether the funding will be in place. - No stability – no security – lose staff.

Solutions – What are we doing right on this issue? 1. Have one new centre. 2. We are doing a good job serving the people. 3. Funding the staff positions/committed financial support. What’s working /

issues:a. No time to f/r to keep staff. b. Never know year to year. c. Every year re-negotiation process – no stability – no security – lose

staff. d. Fence – be sure people come out to services. e. Discuss with Ministry – back to bard – no continuity. f. 3 year contract vs. one year. g. Volunteer not qualified to run organization. h. No wage to hire qualified person. i. Retain staff – hours. j. Funded ½ time admin staff – need more staff. k. Volunteer – own time (gas prices) need more paid positions.


Solutions – How could we still improve this issue? 1. Long – term funding and recognition. 2. Same funding for same facility/job. 3. Perhaps adjust some targets of the CBO’s. 4. Improve working relationships and cooperation between CBO’s and between

government department and between CBO’s and government. 5. Government really listen to us where rubber meets road – job or swap

people**** - ask us at local management level – has to be an Ombudsman 6. Have a new centre – good but no long term funding. 7. We are serving the people – doing the job well – need government

recognition and support us at our level. 8. Making noise and being heard – good! 9. Long term funding – recognition. 10. Same funding for same facility job. 11. Perhaps adjust some measurements / targets. 12. Lack of work relationships and co-operation between CBO’s and

government.

Key Message Don’t just listen. Funding is needed now.

Issue

Improving universal daily living supports for people with disabilities

- Adequate provision of individualized supports based on personal choices.

Solutions – What are we doing right on this issue? 1. Listening – this government seems to be listening. 2. Establishing forums for change.

Solutions – How could we still improve this issue? 1. Re-establish the Association of Human Services. 2. Greatly improve current services. 3. Options based on individual needs. 4. Support personal choices for supports – to keep people in their

communities. 5. Get people of SAP. 6. Support social well being, social activities, and personal choice. 7. Individual long term support. 8. Bring opportunities for Saskatchewan people with disabilities up to a level

**** in the rest of Canada. 9. Enable children with disabilities to have choices like picking who their

friends and aids are. 10. Respect for different abilities. 11. Make it needs based not diagnosis based. 12. Cost of accessing services i.e. rural travel – medical travel for people with

disabilities.


13. Supports respect for the diversity and cultural needs of people through the province.

14. Provide adequate supports 0 – 22 km for medical travel 0 – 300 for housing - $140 per month for food.

Issue

Mandates - flexible or restrictive

- Due to restrictive mandates, clients/families fall through the cracks. - Do we make families fit our mandates or do our mandates fit our families?

Solutions – What are we doing right on this issue? 1. Management Committee (Kids First) – followed a family who for

appropriate housing who moved just outside of the boundary of the Kids First are.

2. CBO font line workers are the ones that are the stability/advocate for the family.

Solutions – How could we still improve this issue? 1. Keeping the family/client needs the focus and not the mandate of the CBO. 2. Partnership (real) for the benefit of the individual/family.

Key Message Family/client is the drive of true integrated case management.

Issue Demonstrating and measuring outcomes

Solutions – What are we doing right on this issue? 1. Focus on impact CBO has. 2. Learning more about CBO can accomplish.

Solutions – How could we still improve this issue? 1. More guidance / mentorship. 2. Ask us how we think about things before implementation. 3. Ministry should.

Issue

Discussions with CBO’s who don’t fit existing funding process but add value to society (e.g. food banks)

Solutions – What are we doing right on this issue? 1. Continuing Education. 2. Funding – more support needed for the people going beyond the call of

duty. There is a need for more support for other programming.


Solutions – How could we still improve this issue? 1. Funding to be flexible – we are too limited. 2. First let us serve the needs of the “clients”.

Key Message Be allowed to be flexible, followed by reporting.

Issue Money for prevention aims

- Money into prevention, saves huge future dollars. Funds for prevention required but can’t supply dollars. Determining what “success” means and how it is measured. Confounding issues impede “numerical outcomes” that may not accurately reflect situation. Lack of funding for prevention or addressing issues. Services should be provided BEFORE client reaches detrimental point. Other programs should be available. Need to be proactive vs. reactive.

Solutions – What are we doing right on this issue? 1. Proactive prevention education (Tracy). 2. Generosity of staff/volunteers to go extra mile.

Solutions – How could we still improve this issue? 1. Lobby for funding. Formal program development meeting risks/needs

identified. 2. Government funded grants for prevention. 3. Funding allocation for all CBO’s for prevention. 4. Give us a mandate to determine success, number of people must be back at

work/school. Should not be based upon a number, but to consider all real issues. Outcome discounts issues. Confounding issues.

Key Message Need to network and aim to prevent future issues that cost a lot of money to deal with problems that couldn’t be addressed until it was another number.

Issue

“Integrated case management” partnership through process to work together to support families

- Too rule bound. - No transition – between stovepipes / between rates / between age. - Lack of resources – partnerships take time/energy. - Public policy needs to support and promote community development. - Need to address differences across the different regions of the province.

Solutions – What are we doing right on this issue? 1. Work well in a crisis. 2. Human Service Integration Forum at provincial level assist with lower level.


3. Have the right attitudes – need to “allow”.

Solutions – How could we still improve this issue? 1. Try some options – independent control over case management – flexibility

/ “rules” guide not hinder. 2. Stovepiping – no transitioning – rules – often go from lots to nothing. 3. 16/17 year old program does not work well – 14 not working lots of gaps –

no transitioning / need to feel supported. 4. Mandated services no time for collaboration – too heavy load. 5. Forced often not to integrate – no flexibility/stay within mandate

a. Not just between Ministry b. Also within one Ministry – different c. Prevention activities vs. reactive and after the fact

6. Money – staff / resources reduces ability a. may be willing but policy / resources / mandate get in the way

i.e.: transitions within Kindergarten – Grade 12 youngsters but as an adult you do not

b. not seamless 7. Human Service Integration Forum. 8. Not integrated over age or between mandates 9. Can figure it out on paper but falls apart upon practice 10. Less drive for community development – partnerships take time – not a

strong push to support ie. Rewarded with dollars a. i.e.: projects build relationships to stop a app b. i.e.: moved to Regional Health Authority, Regional School

Divisions – decisions makers no longer at the table in our community

11. Interagency meetings seem to be dwindling 12. Has to be new start up for partnership / no carry forward 13. Privacy act can be a hindrance 14. Caseloads too high to have five agencies meet for one client 15. Pass the buck – “save my budget” 16. Need to allow people to do – “rules” are a guide not to hinder 17. Differences across the province re: flexibility – leadership is key

“forgiveness vs. permission 18. Have mind set and skills to think creatively but no mandate 19. Agencies good at meeting to get into our service but less on board to move

on – no support “crisis” to help.

Key Message Put the client first.

Issue

Foster care (under funded)

Solutions – what we are doing right on this issue? 1. More first nations persons involved.


2. Hiring first nations people.

Solutions – how we could still improve this issue? 1. Programs must meet the needs of families and culture. 2. CBO’s must learn to understand / and listen to first nations people.

Key Message It takes a whole community to raise a child.

Issue

The interface of school transitioning of students with the services of CBO’s

Solutions – What are we doing right on this issue? 1. Supportive employment and other CBO’s are available for people 2. Starting to build rapport and relationships with agencies

Solutions – How could we still improve this issue? 1. Process to enhance relations/linkages between CBO’s, the Ministry of Social

Services and schools. 2. Rural areas are showing large gaps in this area. How doe we ensure access to

CBO’s is available?

Key Message Someone needs to take control of cases/students early on.

Issue

The ability to hire qualified staff for the long term – their security of employment (long term funding)

Solutions – What are we doing right on this issue? 1. CBO’s train staff well. 2. Government starting to recognize the problem.

Solutions – How could we still improve this issue? 1. Too many positions that are funded by grants. 2. All the big unions are funded on multi-year contracts. 3. Grants should lead to long-term funding 4. Consistent messages from Ministry(s), province wide.

Key Message(s) Contracts need to be longer, multi-year funding to

ensure staff can keep qualified staff for less turn over. Once agencies have proven themselves why do you need to prove yourself year after year, give the multi-year funding.

Support grants with multi-year funding.


Issue


- Competing needs. - Long term funding based on the partnership. - On-going consistent funding recognizing identified needs.

Solutions – What are we doing right on this issue? 1. Learning how to share resources. 2. Desire to share, communicate with others.

Solutions – How could we still improve this issue? 1. Supporting CBO's to partner – Human Services Forum. 2. Needs are fairly static how you met those needs not so. 3. Cross Ministry funding – Human Services forum – Intersectorial 4. Liaison for interagency funded. 5. Do not have time to do.

Key Message Human Services – Intersectoral support.

Issue


Solutions – What are we doing right on this issue? 1. Fundraising. 2. Volunteers. 3. Develop Human Resources plan – competitive wages.

Solutions – How could we still improve this issue? 1. Government funding to apply across the board. 2. Subsidize wages to become competitive. 3. Clear guidelines as to reporting and applications, key performance indicators

ahead of time. 4. How do we get volunteers? 5. Marketing and advertising. 6. Attraction and retention, benefits, long term (two years +).

Key Message Would save money to retain qualified administration instead of

trying to find many people, or continuously new staff.


Issue


- Funding agent – tell the qualification – how can we get someone to come to a community for one year.

- Paying people what their profession is – parity for wages. - Government – long term funding for long term programs.

Solutions – What are we doing right on this issue? 1. It’s right to have qualified people for programs. 2. We still provide the service – even though we struggle – when there is a lay

off other staff pick up the service / pick up what was dropped.

Solutions – How could we still improve this issue? 1. Multi-year contracts. 2. Focus on services – and not have duplication of services.

Key Message(s) Multi-year contracts!

Ability to hire qualified staff for long term – their security of employment.

Issue Is volunteer service a realistic and attainable resource for service provision to our clients?

Solutions – What are we doing right on this issue? 1. We are making it work on a shoe string basis. 2. Asking people of interests tailoring.

Solutions – How could we still improve this issue? 1. Recognition within CBO’s. 2. Educating public. 3. Training and support.

Key Message Paid staff should be doing important work.

Issue

Technology, tools and training create a level playing field with Ministry support us and we support you (peer relationships)

Solutions – What are we doing right on this issue? 1. Ministry of Social Services starting to recognize other legitimate expenses like

phone and other non salary expenses. 2. Good to make CBO’s accountable for dollars given.


Solutions – How could we still improve this issue? 1. Stop putting money into new initiatives and short term grants until all CBO’s

are funded adequately – support existing services first both salary and non- salary – including computers training.

2. 2. Ministry of Social Services hire tech support to provide hands on services for example, one tech to ten or twelve CBO’s – each CBO can’t afford tech support – this will help with Outcomes Measures, Applications for Funding and reporting. Use CBO consultants for more hands on – less repeat paper work.

Issue

Increased accessibility to specialized services (i.e. OT, PT, SLP)

- Adult and Children Services. - Health therapies cannot possibly meet the demands of children in school – kids have to

travel to cities and can’t meet costs (also recruiting service providers). - Special needs. - MHA – fundraising for budget so program needs; rely on approved homes to provide

programming; CLD and MHA can’t share programming. - Education – more need for therapies; funding; access to OT, PT, SLP. - Caseload size HUGE which impacts retention. - Pre-K – GAP between health and education – three to five years.

Solutions – What are we doing right on this issue? 1. Model of putting highly trained services providers with high needs children is

good ( in reality difficult providing it). 2. In some regions, (Parkland and Education) partnerships are effective (but

funding is an issue).

Solutions – How could we still improve this issue? 1. Have models work at practical level through application. 2. Funding for qualified staff (not necessarily therapists) but knowledgeable

services providers.

Key Message Children and adults who require specialized serves need to be able to get these services.

Issue

First Nations Realities

- No more denial about cultural disparities in statistical proof regarding suicide rates/jails.

Solutions – What are we doing right on this issue? 1. Sakewew School utilizes their culture ( Elder’s available). 2. Some CBO’s are able to be flexible in offering services outside their

jurisdiction.


Solutions – How could we still improve this issue? 1. Teach, educate and respect each generation from First Nations people. 2. More flexibility from government to CBO’s to serve First Nations people.

Key Message Eliminate jurisdictions and bring back cultural identity.

Issue

Mechanism for CBO’s to speak without fear of retribution or adversial positions

- Ombudsman? Confidential. - Praising CBO’s honour roll.

Solutions – What are we doing right on this issue? 1. Finding support amongst ourselves. 2. Entertaining this meeting.

Solutions – How could we still improve this issue? 1. Have someone (arbitration) address issues (external to government) so that

there is no fear and no loss of security of funding. (personal/political interests need to be set aside).

2. Maintaining continuity when there is government staff change over. (training, etc., standardization).

3. Was once told from a program consultant “you are a beggar and should be begging for this money” this mentality and bullying needs to change.

4. More praising and recognition for a job well done.

Issue

Collaborative Policy Development

Solutions – What are we doing right on this issue? 1. CBO’s work together, we talk, we know the value of working together. 2. Interagency working groups / coalitions are making a comeback. These

types of relationships work.

Solutions – How could we still improve this issue? In order for policy development to be successful:

1. Strategic planning needs to happen prior to coalition establishment that includes all levels of stakeholders.

2. We need to define collaboration. 3. Define ground rules / roles / outcomes. 4. Ensure appropriate stakeholders participate (clients, Government, CBO’s,

families, funders, etc.). 5. Cross-ministry collaboration needs to happen. 6. Work together to solve problem. Parties should not be at risk of losing

funding if they participate in process or voice issue / concerns. 7. Be goal focused – no turf wars.


8. Have a sectorial – secretariet (idea). 9. Communication must continue. 10. Resources – policy plan must also include what resources are going to be

required for implementation. Don’t require implementation without resources.

Issue

Value of children – Funding and New Initiative for Childcare

- Under-funded spaces and staffing. - Child care provider turnover. - Not enough well funded spaces. - Spaces in the wrong places. - Subsidy qualifiers are set too low: many needy families do not qualify.

Solutions – What are we doing right on this issue? 1. Government is recognizing the issues. 2. Acknowledging issues with child care. Starting some steps.

Solutions – How could we still improve this issue? 1. Increase wages (not a percent). 2. After school care. 3. Not enough spaces (need to fund well). 4. Not enough infrastructure. 5. Spaces in the wrong places. 6. Money for education will be used for people to obtain training for better

funded jobs. 7. Cost for parents – need to be really poor or really rich to qualify for subsidy. 8. Pre-K is segregated. 9. Day care service re-classified – Big Brothers / Big Sisters provide service to

31 families after school (free) cannot access – 25 kids per day – grants through child day care.

10. Pay single parents to stay home.

Issue

Food bank require solicitor, transportation coordinator responsible for movement of food throughout our province

Solutions – What are we doing right on this issue? 1. Each food bank does this on a limited scale in their own region, stress out

local people. 2. Work well as a provincial association.


Solutions – How could we still improve this issue? 1. Much food is wasted in food chain system. 2. Standardization of food safety.

Key Message Need to consider food bank’s as a valuable CBO in need of core funding.

Issue

Respect and accountability both parties

- There is a lack of understanding of what CBO’s do which means a lack of respect from all levels (clients, community, government).

Solutions – What are we doing right on this issue? 1. Policies and mandates are in place as a ruler stick.

Solutions – How could we still improve this issue? 1. If people are required to meet specific standards and be accountable for

funding/services (i.e. stats), the process needs to be simplified. 2. Standardize reporting. 3. Respect ? – public, client, Government. 4. * There is a lack of understanding of what CBO’s are and what we do 5. Accountability – strengthen current programs without having to start a new

project to get funding. 6. Need to see results from front line recommendations, not another study. 7. Boards need to be more than a paper board. 8. Ownership of the programs is needed.

Key Message(s) Take the information and actually do something with it.

Make the meetings have an outcome.

Issue

Respect and accountability both parties

Solution – What are we doing right on this issue? 1. CBO’s are held accountable but we may need more consistency in this area. 2. Spirit Award – example of recognizing CBO’s in this manner is awesome.

More of this would be good.

Solution – How could we still improve this issue? 1. Clear expectations and guidelines re: key performance indicators, application

process, reporting – standardized – equitable accountability. CBO’s must be funded at a level that says we respect you and you work – lip service doesn’t count.


2. Must respect equally i.e.: huge discrepancies in Family Support Services program vs. Kids First Home Visitors i.e.: wages and security of full time position vs. no guarantee of any hours, no pension.

3. Need for consistency with change over of staff.

Issue Supporting families with young children – specifically teenage mothers

Solutions – What are we doing right on this issue? 1. At-risk families are being identified though services may be lacking. 2. Seeing some flexibility in agencies to meet family needs.

Solutions – How could we still improve this issue? 1. Move towards family resource centre model. Would schools be a good place

for this to happen? 2. Policies around family are causing difficulties for people.

Key Message System can be preventing progress in working with at-risk families.

Issue

CBO’s not seen as second class organizations and are integral to Canadian society

Solutions – What are we doing right on this issue? 1. Voice our opinions well 2. Provide a valuable service to our society 3. Standard for qualifications 4. Resourceful in finding funding, compensate for funding that we don’t have

Solutions – How could we still improve this issue? 1. Social Services has to be valued at government and by society. 2. CBO’s need to be seen as agencies of choice, paid well for work required,

education required. 3. Message needs to be its more than just doing good for the community 4. Message filters down, if there is a lot of turnover 5. High turnover leads to negative reflection of CBO’s

Key Message(s) CBO’s need to be seen as employers of choice, well paid for work required.

Social Services needs to be valued at the highest level. Government. It starts with the Premier and MLA’s.

Value Social Services – don’t cut funding here first, should be last. People are our most valuable resource.


Issue CBO’s not seen as second class organizations and are integral to Canadian society

Solutions – What are we doing right on this issue? 1. Making due with what we have 2. Developing partnerships with media 3. Use city resources to profile agency

Solutions – How we could still improve this issue? 1. Media needs to profile the sector. Some communities have free media. 2. Re-branding the sector as a sector of choice. 3. Professional experience is not recognized. Just because we don’t have the

formal education we are paid less, valued less, experience counts for less. (paid less)

4. We continue to lose employees to government jobs 5. Closing the gap between salaries. Retention dollars are needed. We train,

they steal. Key Message(s)

Be recognized for the value and service we provide. Recognize us for our expertise.

Value our abilities. Decision makers should be asking for our input.

See us as the professionals we are. It is at the loss of our clients when this doesn’t happen.

Issue

More funding for comforts and personal care. In 1985 they received $80.00 for comforts and clothing money and in 2008 the clients receive $135.00. More conversation would

help with accessing the needs met.

- Social Assistance “comfort and clothing living allowance” not increased to meet basic needs. Caregivers often slip in money from their pockets. The social assistance amounts DO NOT cover basic needs, therefore if people wish to get off social assistance, how can they if basic needs are not met - thus continued dependence results! How can clients afford work clothes, etc. $85 comfort amount insufficient.

Solutions – What are we doing right on this issue? 1. Innovative budgeting 2. Fundraising helps to offer clients support when they can’t afford it. (i.e.:

bursaries)

Solutions – How could we still improve this issue? 1. *Allowing more income in order to supplement social assistance. Clients

should not be penalized for making income above that mark. 2. *Medication “qualified” clients decreasing.


Key Message(s) Increase funding to empower vs. enable.

Increase exemption from work! Bring an outside analyst in to review current system and restructure.

Keep benefits for those working. Smoking – out of it.

Clothing and daily needs.

Issue

In order for CBO’s and government to better serve Saskatchewan people we need more conversation about more funding for comforts and personal care. In 1985 they received

$80.00 for comforts and clothing money and in 2008 the clients receive $135.00. More conversation would help with accessing the needs met.

- Higher funding for clients for care and comfort. System to care for caregivers in care homes.

Solutions – what we are doing right on this issue? 1. Allow funds made by clients in a therapeutic program to not jeopardize

funding. The basic needs provided by CBO’s are very good – food, support, etc. Clients need personal funds.

Solutions – How we could still improve this issue? 1. Ensure a process for respite workers to enable approved home workers to

get time off to ensure longevity. 2. Funding for clients in care doesn’t meet their needs. 3. Residents in Thorpe – short term get no additional funding for care /

comforts. Additional funding for care / comforts Alberta pays and room and board fee on top of bed.

4. No incentive for clients in care to work due to $100.00 cut off. 5. Interval Home clients don’t have employment when fleeing abusive

situations. 6. Employment for a period of time without loss of benefits.

Key Message Provide care to caregivers.

Issue Food – Why the Disparity?

- Food – funding $4.85 per day per person. - Lack of equality between Government departments funding grocery budgets. - Rural communities – costs of groceries are higher. (huge disparities).

Solutions – What are we doing right on this issue? 1. Creative menus.


2. Plant gardens. 3. Vegetable donations from community.

Solutions – How could we still improve this issue? 1. Fund equally between departments. (All CBO’s will be funded the same $

per person for food per day). 2. Recognize rural communities’ groceries costs are slightly higher than urban

areas.

Key Message All Saskatchewan citizens should be funded the same dollars per day for food!!!

Issue

See person as a whole – not fragmented by Department. Encourage CBO’s and government departments to work together

Solutions – What are we doing right on this issue? 1. There is a commitment to “serve” the client. 2. All CBO’s work “outside the box” to make things happen for the client. 3. CBO’s have frontline knowledge re: what’s happening in our community.

Solutions – How could we still improve this issue? 1. Community networking in co-operation with government funding. 2. Stop putting “band-aids” on issues and solve the “whole” person 3. Goals of funding agencies and CBO’s are not the same

Key Message Individualize services.

Issue

See person as a whole – not fragmented by Department. Encourage CBO’s and government departments to work together

Solutions – What are we doing right on this issue? 1. CBO’s have more flexibility at times – but lose some of it if having to report

to many departments.

Solutions – How could we still improve this issue? 1. Having to do fundraising just to exist. 2. Communicate better amongst CBO’s – the summits are a big step. 3. Lack of coordinated intervention – so many meetings! 4. More wrap-arounds. 5. Core funding. 6. Standard reporting form – let us serve the people. 7. Qualitative report, standardized across the government.


8. Preferred style report – “is your life better”. What aspects of your life have improved?

9. Reports – look at quality issue and quantity – Quality of life of Sask residents.

Key Message * Look is Quality of Life of Saskatchewan residents improving?

Issue

Partnering and liaisoning

- Food Banks. - Seniors $ - Community Resources. - Our Community Working Together.

Solutions – What are we doing right on this issue?

Solutions – How could we still improve this issue?

What Was Heard (afternoon session)

Participants at the afternoon sessions were encouraged to have a conversation about why a particular issue was important to them, share best practices with each other, vision the ideal world and provide a key message to the Minister on the issue. Best efforts were put into providing a verbatim report. Occasionally, we could not read an individual’s handwriting. Here’s what was heard in the afternoon sessions:

Café

The Chicken Soup Buffet – Soup to nuts

Conversation Notes

- Salary of staff (CBO sector) insufficient increases made to CBO’s (funding increases) isn’t cost effective in the long run.

- More salary (pay) means more deductions (benefits) rates increase. - Retaining staff is difficult - Work incentives work to a point, but can affect outcomes/delivery of services - Losing personnel to other sectors who pay more - The minimal increases (3-4% 7% to salary) isn’t cost effective – not meeting industry

standards - Work ethics have changed in today’s work force (next generation) – me generation - Providing incentives to keep people


- i.e.: Benefits – CBO’s (issue) - Pension! - Childcare - Staffing – educating personnel for positions – new staff – training (costs involved once

trained) they leave and take position elsewhere. Money spent on staff training lost – It’s a never ending cycle. CBO’s are training grounds.

- Losing (well trained) people from CBO sector to the Government. - Wage comparisons (no parallel) – no consistency - No money to pay graduate (post-secondary) salaries - Meeting the needs of employees – salary, benefits – CBO’s can’t match what the

government can offer, the private sector - CBO sector – de-professionalize - Liability issues – i.e.: stats / numbers – agency is held accountable to provide a quality

service – But it is difficult when you can’t attract quality workers / can’t retain quality workers.

- CBO sector – not a primary job sector - Demographics within the CBO sector is skewed – generationally, it is difficult to get that

younger (X – generation) demographic. - Meeting staffing needs is moving towards hiring less qualified personnel. - Working together (collaboration) > service delivery - “Wrap around” concept - Promote community of practice - Salary and retention - Generation X – Me generation - Liability issues – accountable for providing quality services - Making CBO sector attractive for people as a quality work place- incentives - Continuously educating new staff – eats up a lot of resources - Losing a lot of quality people (well trained) - Me generation – immediate gratification – meeting the needs – always something more

attractive Key Message

New funding formula.

Café

The Enriched Bakery – Working together - relationships

Conversation Notes

- Relationships are hard to maintain – people are always coming and going. - Clients negatively impacted when people change – tell their stories over and over again. - Some CBO’s have provincial responsibility, short staffed and over worked. - Government relationships with CBO’s - Lip service is provided by government - We value youß-à don’t compensate with funding/benefits - Stop funding new programs / initiative - CBO voice has to be respected by government – credibility - CBO’s and Bureaucrats


- Hear that CBO’s are “good”, “valued” - Not a strong drive to partner - Relationships across interagency need - “You have to take he – we fund you”. - Implied threat to make therapeutic home take client. - Don’t use power to get CBO’s to do things. - Ground level workers need to understand the CBO’s – what they do, referral process, etc.

strained relationships because of lack of understanding. - Hard to build relationships on the “if”. Best practice – honor the relationship with

sustainability. Government inadequately creates strained relationships – competition – clients – funding – programs > can be detrimental.

- Over time client needs change – more complex needs – accountability needs to be more creative

- Disconnect larger agencies - Bring everyone up to what best supports - If we keep doing what we’ve always done – nothing is changing – need to do something new - Can’t work harder if it’s not working - Fragile nature of relationships – hard to put that on the table - Not challenging ourselves - Move forward with our clients - Elected members and electorate relationships – Health Care, Highways etc. come before

Social Services – need to make the tie between the relationships = between the Ministries’. - Those elected listen to those who elected them

– Health care – voters demand – Highways – voters demand - Social services – most voters view negatively – welfare and child protection

- Need to be holistic – all build healthy people and healthy communities. - Government needs to perceive Social Services work as a health issue. - F relationships is at a crisis point - Fund existing agencies - Can’t even get people to apply – liability - Learning community - Equitable relationships - Clear expectations and role clarification in relationships with funders. - Core value – literacy partnerships and relationships - Co-location doesn’t mean teamwork - Personal level shouldn’t have to be there (friendship) and have partnerships work - Policies restrict relationships at times – 14 year old and baby moving in with 22 year old

boyfriend because 16/17 year old Social Services. “Those who have the gold, set the rules” – government isn’t always right – but they are the funder so we have to listen to them.

- We should have a relationship working towards the same outcome. - Trust - Respect - Come together in the middle - We are all Treaty people - Open lens and embrace how First Nations work with others – implies humility – bring

yourself down - Potential exists with slight shift of the paradigm


- Share lessons between the Ministries - Go back to community development model - Respect what community says - Competition is fierce - Key learning – Kids First – communities against each other - Relationship you would have with your family - Same principles as you would in a human relationship - Politicians need to practice what they say – question period is heated – opposition –

government - Human level - Relationships are built from within - Need negotiation - Honesty - Common purpose and shared goal - Evaluate past work and relationships - True partnership – common goal – brainstorm and help to achieve - True working together to achieve something means working together on the journey. - Money that’s promised is received in full and on time – we have payroll to meet. - More flexibility is needed - Building repairs made, but not pre-approved, have to pay some back – with what? - Not an even keel with government - Be open would be a best practice – don’t feel we can be open and honest for fear of losing

funding – repercussions - Come and work in my shoes – get out of the office and see what we really do so you

understand - Sit down with government contacts – need to understand why we do what we have to do to

meet contract obligations - offer the service – offer innovation - Registered Disability Savings Plan (RDSP) - Build a report card after – not before – every agency is different - Innovation is valued by government - Don’t be too prescriptive - Build and area of trust - Responsibility of the organization / funder to ensure the front-line worker working with

CBO’s knows what they’re doing - All agencies may get penalized if one / two agencies misbehave (Oyate). - Pendulum swings too far to the other side when something negative happens. - Best Practices - relationships between CBO’s & beauracrats > government should take

initiative to drive partnership - “Implied” threat “place” this client in your facility because we, government are providing

funding. - Funding – Stop new programs and fund better existing programs - Health can’t consume 92% of the $ and keep Social Services as low man on the totem pole. - Government says they respect and value the CBO sector but the wages say the exact

opposite. Stop putting more inadequate funding into new initiatives and piece meal short term grants.

- Government sets up adversarial relationships by the way they fund i.e.: difference in wages between Family Support Worker and Kids First Home Visitors. KF have full time positions funded and FS workers have no minimum guarantee.


- Need to fund staff in CBO sector same as those in government! - Clients suffer when there is a change over in staff because they are often moved to a person

who now has an added workload. - We need to challenge each other – if something is not working, stop doing it. Do something

different – analyze its effectiveness, and move forward. - Do not challenge work together communicate. - Policies can restrict relationship building. - Relationships are important among service providers; these are difficult to maintain with

staff turnover. - TALK - Clear expectations and role clarification with funder and agency. - Same principles as human relationships trust, respect, open and honest…… - Realign the services delivered by both, or more agencies to meet the current needs of clients

/ families. - Focus on health determinants to make a “healthy” province. - Relationships are built from within – be human. - “Bass is the one who writes the cheque.” - Relationships: between “client” & staffer & lack of continuity when staffer changes

Café The Networking Café

Conversation Notes

Networking is a key tool for Ministries, Agencies and First Nations, clients, families, etc. Having discussion requires a joint effort Need to understand boundaries / limitations. Accountable to your partners Everyone should be working together. Better use of resources – many hands make light work. Works well. Info fair / career health etc. Open Houses. Discussion / collaboration functions

like today. First Nations perceive things differently. We need to listen to their stories. * we need to always remember why we do things. We are here to serve our clients. There is a great division between Ministries. Clients are pulled in every direction. We are constantly building relationships, trust, boundaries – take time to build. Disconnect between need of clients and services that are being offered. Time is an issue – need to put aside the time – need to make a commitment to pick up the

phone – say hello – spend time in discussion build relationships – nuture the relationships. Take the time – it’s worth the team effort Networking key – having discussion requires a concentrated effort need to understand

boundaries / limitations accountable to your partners. Everyone should be working together better use of resources – many hands make light work Need more communication between Ministry of Social Services and Health. We could work in less of a solo fashion if the Ministries also did so. We need to reduce the barriers that prevent clients from receiving the assistance they require.


Difficulty or lack of communication between Ministries to enhance services to clients Regulations – equip, resources Respecting expertise and perspective equal representation Lose sight of why we are here – to serve our clients * We get into a rut and its difficult to see past our job Successes – schools – Community Agency meeting – potluck – based on goals and needs of

the community Understanding from top of Ministry down as to what we need. We cannot always deliver what they need. Division between Ministries i.e.: Justice, Health, Social Services Frustrating for the client. Different services in different regions or areas. My client’s needs are met think outside the box. First Nations perceive things differently. We need to listen to a person’s story. Attitude for every player in the system – we are there to serve the client‘s not the other way

around. Pool for CBO’s to get together to have meetings like today to discuss. Sense of urgency to help our First Nations children. How doe we educate agencies be a

repository of Saskatchewan culture. Talk more about the First Nations issues. We are always talking to the converted. We need

dialogue. We need to reach others i.e.: Health, justice, Education, policy makers. Successes: networking is a tool. Interagency Groups work well. Community Resource Centre

i.e.: Unity Interagency Group Funded by RK / fundraising ongoing funding may be an issue there is a lack of communication between Ministries, agencies, clients, families, etc. We need to always remember why we do things: we are here to serve our clients! Each representative deserves equal respect and value, rather than determine who has more

investment in the issue. No competitiveness. There seems to be a lack of understanding of what we do and are capable of doing within our

resources. There is a great division between Ministries. Clients are pulled in every direction. There is so much red tape that clients have to navigate through the system(s). there is a two-

tiered system. If you have strong advocacy support (very few have) you can get the support you need. Most don’t have an advocate support system that can navigate and ensures cross- ministerial support. Everyone should be entitled to equal support.

Recipe for Success: 1. Everyone has to have a holistic mentality. All have equal value. Focus should be on client. All voices heard. 2. Ensure all parties are at the table. Evaluate who all the players should be. If you determine ½ way into the process players are missing, invite them in. 3. government needs to place value on networking process. $$ should be provided to facilitate networking and collaboration. 4. Everyone be outcome driven and committed to change/development. 5. Conduct asset mapping of resources at the table. 6. Understand that we cannot do it all ourselves, we need each other. communication lacking within Ministry and between Ministries.


Get to know each other as people – include all stakeholders Core values: respect the expertise and perspective of all at the table – best for the client –

lessen territorial attitude Lack of awareness within government of community needs. Network with other agencies. Best practice – call another agency to help. Community member suppers. Networking in order to prevent duplication of services. How to start looking at the individual as an individual? We are all here to serve the client. Best for the client Leave turf protection behind! Share things that work Asset maps Want to collaborate with MSS more in terms of funding, programs. Want to connect more with First Nations in service delivery i.e.: public education Understanding Respect SYPE Networking Café – Interagency – Interministerial – First Nations There should be specific dialogue that focuses on First Nations issue. Everyone should be at

the table.

Café The Teamleader Tea Room - Strenghtening governance

Conversation Notes

Teacher for valuable staff, ensure their contributions are recognized. Accountability both in CBO’s and Government to people of Saskatchewan CBO sector collectively speaks for those who cannot Volunteers want to contribute – really need orientation to support those who are passionate

about their organization. Lose good members – who just get started Professionalism and ethical behavior Governance – job hold people accountable and providing budget service Focus employees on why the organization exists Training is available however board members have to seek it out Make it available yearly Board members have power as a collective team – united voice Many ways to operate boards and achieve results Board meetings – energized team when they are able to be passionate about their

organizations vision and the value that was created for individual or to many Through DPSA both CBO’s and government are accountable Boards long term strategy and evaluate against goals Boards have a big job 0 need training – be the energized team


Focus efforts through long term strategy and evaluation against goals Solid orientation and training. Orientation Individual interested in becoming member meet with CBO Director and in essence are

oriented to the organization. Ethics and code of conduct important to board Boards need to stay out of details of operations they have paid staff to do that. Role clarity

– good governance supports management and employees. Integrity, respect, profession. Board direction through bi-laws - how elected, responsibilities/roles Protects clients/board and enables staff to do their job Clear mandate Educate community Annual governance sessions for boards include: orientation and training, best practices,

networking across CBO sector leaders are: board of directors, funders, government everyone has different expectations

Values: 1. Client driven – requirements from funders have detracted from direct client services 2. Standardization of service – there is too much duplication of programs, report submission, etc. that is limiting existing services. Best Practices: there is the bass of knowledge, it just needs to be developed In some communities, there are information – sharing groups (Inter-agency) to communicate vital information. No grey haired workers! Sustainable funding Empowered and energetic board of directors Increased community support and understanding of what CBO’s do and provide An increase in community involvement; people want to be a part of our program A shift from administration focus to client focus in day to day operations Make things more standardized Retention of workers – happy staff make happy clients A clear understanding of “where do I go for”… Clear mandates Increasing education will increase involvement Be proactive in educating a community about program and in turn, there will be an increase in community involvement Board audit evaluation as deemed valuable by the board Board governance – board orientation Mandatory – funded (board training) chosen by the board / style chosen by the board Motivate and energize boards Board recruitment – not more of same Leadership style – innovation oriented Strategic planning – three years – not enough. Five year funding to fit real life planning


1. Appointment of board spokesperson 2. Understand the role 3. be able to see the future 4. Orientate the board 5. Create and maintain energy regarding purpose 6. Board evaluations and audits of goals / achievements 7. Create evaluation tools to show progress - determine if policy or management governance - Accountability through training for board members - Client driven! - Public education of what we do!!

Core values: giving the best quality of life for our clients to ensure staff receive proper compensation Accountability amongst partners. Government is adopting some idealistic philosophies i.e.: CPP and SP now government needs to carry through i.e.: funding / pensions / benefits more properly compensate staff Funding for technology equipment i.e.: computers Accountability of staff vs. salaries Through DPSA agencies are being / will be more accountable -> government more accountable Code of ethics / conduct Board member orientation SARC agency guidelines – not all small organizations should have to develop the common tools “boards need to be made up of movers and shakers: Supports policy governance Role distinction ED vs. chair Bylaws / constitution – evaluate against

Café The Countable Canteen - Success through accountability

Conversation Notes

bottom heavy – one sided onus on Executive director to be accountable over and above there is no accountability hard to balance balance to match funding requirements to programming longer time lines trust in values of accountability some flexibility to get reporting completed using proper forms communication Government / CBO


respect units working with government to facilitate Best practices: 1. Long term funding 2. Clear expectations on CBO’s and also to the government 3. Cross communications with other CBO’s Standardized reporting forms make it simpler to report Strengthen the programs that are already existing rather than creating new “Programs of the

Month” Make client accountability a priority Now that all this information has been collected, do something with it! Accountability to client is foremost Action we have the information now we have to do something about it. Accountability to client needs to return! Longer time lines Equipment need to be in contract – streamlined. Align reporting requirements when dealing with multiple funding Fund a position to do reporting – one report – online reporting $ need to get down to the front line workers. Not just stay in upper/middle prov. Levels Under resourced over accountable We believe in accountability One report that meets all requirements CBO’s can’t compete for HR with admin skills

1. Consolidation of reporting format Reporting to a number of agencies all having different reporting forms and no funding for

administration Making staff accountable takes time and energy that is not funded. Mentor model – tell us what you are thinking regarding accountability; ask for input. Then

continue mentorship through the process. Lack of clarity on reporting requirements. Consistency in reporting from similar programs in different regions.

Front line workers must be consulted. Individuality of clients, agency and communities – for each sector develop core outcomes and then look at things specific to that service. We are not afraid of accountability – but we need support in finding ways to demonstrate or measure. Training required: writing operating plans, outcomes – SMART, scorecard reporting. Common grounds for measurable outcomes Accountability goes both ways: respect, transparency, consistency Reduced budget lines Common info system – provincial Confusion! Need guidance/mentorship – workshops on measurable outcomes Quantitative and Qualitative are both important


Demands and expectations put on staff have increased therefore liabilities for us all if not properly trained and then paid accordingly. (health) how can we align the outcome that we need with those of other agencies in an attempt to reduce the reporting workload put on CBO’s DLSA’s – subjective assessment can be manipulated Complete DLSA not shared with the agency No room to contest the score Agencies need to be accountable and be able to provide proof of successes. Need to know what is and is not working. Agencies need training and common templates amongst sectors – to measure outcomes. Mutual accountability Clarity regarding what your measuring is critical Debbie Morrison’s outcome based evaluation – need training to build capacity Go with the flow Need support, training from MSS to help guide measurable outcomes – goals, etc. Fund accounting fees separately Required to provide outcome measures without the support re: computers, manpower to develop, enter data, produce reports. Less wages – less qualified / less experienced staff ->creates issues of liability for the organization = less quality in direct service Accountability is a 2 way street Need standardized method of measurable outcomes/reporting. Better use of CBO consultant streamline process application / reporting. Government provide data base – tech support Alberta database to identify all services a family is accessing. Lack of clarity on reporting requirements

Key Message Standardize/streamline/simplify and recognize one online reporting tool for all funding.

Café The Compelling Deli - Attracting and keeping special people

Conversation Notes

Treat staff – staff appreciation – employee of the month – serving them food Support ongoing education Benefit packages (pension huge!) Flexible work hours Complete salary wise according Hard filling gaps all the time More uniformity between CBO’s Board members (keeping them) Working up the ladder – money would attract better quality They have to believe in what you do


COMMITMENT – when you have success it breeds success – have to see results Agency has to keep up with the money after government gives money – VICIOUS CYCLE Volunteer training and stay with mentors Can’t give the 7% wage increase because agency then has to. Paid practicum’s 1. Wage parity 2. Minimum four years before re-appreciation 3. Keep volunteers 4. Respite workers help them Applying for funding every year – longer more stable funding Liability issues Don’t keep putting money into new services until old ones are looked after first. Job descriptions so erroneous that you cannot attract someone for nothing. No coordination between Ministries Fund what your funding properly Same issue as before They want you guys to snap it all and let’s start again

AGAIN PARITY 1. Wages, benefits and parity money to send for training 2. what is needed in each community grass roots attitude.

1. Education support – fund the CBO’s which are currently working well. 2. When government gives a 7% wage increase all it does is cost the agency more because an

extra 7% has to be spent Wages, benefits and parity – training using practicum students Minimum of four year funding (keep the CBO’s more stable) Year to year funding or even shorter terms make recruitment and attraction hard Low wages Oil competition – steals employable people – drives wages up

Staff attitude changes – staff dictate (or think they can dictate) what they will and will not do. An ‘employee market’ How can we impose job descriptions on our volunteer workers community spirit – economics have driven this flat government makes us and our employees a priority (like their civil servants) funding employees with grass roots attitudes with parity between like CBO services no turnover – happy staff high client load – employees work is validated clients with higher independence on staff after receiving services Our goal is to give tools to clients so they may become more independent as a result of our

staff’s hard work. No respite for 24/7 homes – low funding no breaks. Paying out of pocket when needing a

break. Believes in what we do – commitment


We received ONE grant from provincial government that had to be spent on CAPITAL PROJECT – so we could not purchase food for food bank?

24/7 homes no breaks. Attract volunteers – how – if no $ to operate? Mainly women – because of caregiving

aptitudes. Now working populace…to volunteer? Successes… programs i.e.: Sask Smart growing in literacy in Lloydminster – Stepping Stones To recruit volunteers… orientations, P.D., free classes offered Volunteer/staff appreciation – acknowledgement, competitive wages Discrimination starts at the top and trickles down We believe in what we do A small word of gratitude can make a world of difference Build on individuals strengths. Everyone looks for security in employment – longer contracts and secured funding would

aid greatly Sensitized to the needs of the people Who takes over when we are done??? With our jobs No recruits $$$ funds – training to support programs for services both volunteer and paid Working together CBO’s / government if you walk in our shoes you would know what we

require. Recruit through family / friends / word of mouth Need more respite – for homes – not enough funding to cover respite care Special funds for special development and education fund – thank you Wages need to increase – retention Us vs. them mentality must bridge gap for solutions! 7% increase not based wage but ends up costing the agencies money because of workers

comp., taxes, etc. Offer training and perks but then staff leave for better paying jobs. Staff who are truly dedicated to the job need to be compensated. Ongoing funding Minimum four years before re-application. We are the front line workers. Investing in our Communities! Paid practicum’s Wage Parity Problem: can’t compete with other similar jobs requiring similar or less education that is

paid by government. Offering perks to keep employees – extra vacation days, benefits, flexible hours It’s not just about the pay cheque Why are CBO’s expected to subsidize Human Services Field? Benefits/ pension plan Competitive wages and benefits – job security – parity Value – money – relationships and the direct impact Strategy vs. best practice


Board members offer tax credit to people who volunteer in our organizations

Vision LR 04

F/T

Admin. .5 ð 1.0

Program Co-ordinator .5 ð 1.0

Fund current positions according to agencies needs. Who are you going to attract for 20 hours per week?

difficult to attract and retain staff with poor wages and no job security stop putting $ into new initiative and piece meal grants and fund existing CBO’s properly and

full recognizing legitimate costs like supervision, admin, non salary. Wanting to give more training but cannot afford to send them! Value – client based family centered One year contracts creating same issues of attraction and retention S.O.S. Sustainability vs. Survivability How can we do this when funding is limited and insecure restructure

Key Message(s) No respite / low funding.

Require training / P.D. / paid mentor to support us ongoing. Orientate and train volunteers.

Mentor volunteers as normally apprehensive even if receive training. Success: they personally feel they made a difference; they stay.

We need some $ to entice volunteers to help with our programs! Please.

Café

The Better Bistro - #1 in client services

Conversation Notes

major amount of time spent on reporting and proposal writing finding / meeting the needs of clientele education on individuals with disabilities staffing levels don’t meet client demands dealing with barriers; advocacy for clients equal opportunities for CBO’s – fairness to all client’s – lack of funds to meet client needs exploring of rebound processes


provincial network of CBO’s “Directors” client’s have transportation issues CBO’s need the ability to create the needs of clients Recognize and react to the needs of clients Jurisdiction boundaries CBO’s know what’s available “help navigate” Client confidentiality policy; understanding rights Responding/recognizing individual client needs Individual unionized programming Continuum of services Understanding right Core values – agencies never give up/discouraged Clients need more than one chance CBO’s need to be transparent; credibility is lost quickly when agencies are not Building credibility More training needed for front line workers – lack of funding Language barrier can lead to poor service delivery Code of “ethics” Lack of funding – core funding is needed Multi year contract Client satisfaction with program A simple reporting structure – administration – 10% of the time spent on administration

90% on client needs. Inter-agency meeting must be transparent with sharing information, attendance is

paramount. Government should trust agencies in the work that is being done. Link to emergency rooms/clinics. Reporting should be consistent amongst the Ministries. Relationship building with Ministries and CBO “when do you see a government worker”

Government need to build relationships with agencies. They are only around to collect reports.

Public unaware of the needs of individuals i.e.: homelessness, poverty, lack of food Lack of family support Young mother with personal issues trying to raise children with no or little skills. Lack of funding leads to fundraising, meaning that staff work 12 – 16 hour day. Life skills needed in high school setting. Training opportunities for the disabled Today’s issues are more complex than 20 years ago. Mandate of organization do not meet the needs of clients. Younger generation fight direction that is given learning disabilities, treatments are much

different than 10 years ago. Block funding needs to be restructured to meet the needs of the CBO and client. Cultural training is needed for several ethnic backgrounds; due to high employment rate. Can children learn when they are hungry? The province has the working poor! High fuel prices, rent, food


Cognitive disability programs are needed Cognitive disability programs are lacking Fundraising within CBO’s is difficult Does the Prime Minister have a bake sale to send soldiers to war? CBO’s are always in a reactive role very little time to be proactive. The family home supports is lost. Rural and urban needs are different Remote communities require additional funds Long term funding is needed; year to year funding is tough on retention. Funding various program needs to be consistent Who was invited? Why is there no seniors attending? Younger group home operators needed – smaller homes with better funding Language barrier and integration into communities Over representation of high needs families Lack of funding to deliver programs Lack of funding for youth specific activities after school Short term funding is recipe for failure Sustainable funding should be available once a program has proven its worth to community. Ministries should have the ability to co-fund When Ministries co-fund a program the reporting requirements should be consistent. Follow the lead of client’s. Inter-agency co-ordination. Lack of core funding for infrastructure or purchasing a facility. Work loads are high Collaborative community efforts! Caring community Mandates are stretched to meet the needs of clients Difficult to recruit trained professionals due to lack of funding. Ideas cannot be fulfilled due to a lack of volunteers. Funded inter-agency co-coordinators needed. Lack of volunteers Ensure that clients have the opportunity to provide feedback. Two or three values that guide: 1. We believe in accountability 2. Accountability to people we serve 3. Trust and performance in partnerships

Best practices: Annual Audit Client Satisfaction Tools (Qualitative) Gathering Quantitative Data

Ideal: Fund a reporting / accountable position Retention = $ that are sustainable


One report that meets all requirements Administration is not valued

1. Provide a respectful service 2. Provide valued opportunities 3. Recognize and respond to individual needs 4. Respect confidences and individual rights 5. Let clientele determine the needs 6. Have good needs assessments 7. Give people responsibility and try to teach responsibility. 8. Belong to associations – establish standards and best practices

Core Values: respect equal opportunity / fairness recognize and respond to individual needs Best Practice: respecting rights

Dessert: simplify admin procedures

Coffee: spend more time with the individuals vs. other admin processes long term funding mesh strategic plans with long-term funding use technology to easily gain data needed by funders revise long –term contract to look at present day costs valuing what is being done in human services

Value: Communication Partnership Be honest and transparent Increase opportunity

Respect for clients Equal opportunity Responding to clients as an individual instead of a social group i.e.: adolescents

Never give up on clients respect (including confidentiality) Equal opportunity – recognize and respond to individual needs Needs / intake assessment Client confidentiality policy Client program assessment / feedback Staff performance evaluation by management and clients Transparency


Board members only have power when operating as a member of the board Clarity of roles Orientation before and on-going Clarity of expectation on behalf of member on behalf of organization Weakly defined roles of board and process Core value – leadership style of organization – function of leadership needs to be addressed Good board training – with budget

1. Appointed board spokesperson 2. Understand the role 3. Be able to see the future

funding is needed for necessary organizations that provide vital services “Food Banks” volunteers are wearing out more funding limited to what can be provided long term funding – stable funding Band-Aids instead of real solutions policies need to be client centered investment needs to be at a young age individualized programming needs based funding service vary dependent on where you live know what’s available – “help navigate the waters” “one stop shop” power in numbers Needs to be the same services / funding across the province. Not / organization getting funding and another fighting for the same funding resource centre help each other 7% raise Link to emergency rooms/clinics to community services. Fill vacancies of specialists Jurisdictions / policy – boundaries / impact eligibility Where do you go first? If need help If the Prime Minister needs to send troops to Afghanistan – he does not have a bake sale Cornerstone: respectful, create independence, active listening “Sensitive” interventions – trained workers – appropriate tools Continuum of services available “birth to death” “close” to home More individualized funding to meet all of their needs. No two people are the same. Younger generation doesn’t want to live in group homes. Don’t fit. Need new system. Services need to change with the times Rural needs differ from urban, need to recognize and provide these services. More funding needed to access services from farther way. Only on react mode. No time to be proactive. Always putting out fires. Individual needs met Referrals need to be quicker Meeting the needs of the client


Education and prevention. “Family unity and access” to funding for food, shelter, education and health. Need to move from crisis mode to being proactive and prevent need for some of these services. Adjust our services to meet the changing needs of our clients/families. Recognize and respond to individuals needs Focus on client needs and minimize administration and reporting. Never give up. People need more than a second chance. More money!!! Sustainable funding Appropriate and healthy relationships – don’t want to enable and don’t want to produce dependency. Caring community – paid mentor that connects families / agencies Boundaries with clients Vision: spend more time meeting needs of clients Best practices: all have need or intake assessment Confidentiality policies in place Understanding rights Client program assessment/feedback Message to leave: want more time to spend with clients Ties: ask customers about services. Never give up. Transparency Performance evaluation of staff by management and clients. Collaborative community efforts. Build on strengths Interagency. Vision: simplify reporting and funding to spend more time with clients. Ensure an equal avenue for client feedback opportunity Sustainable funding – follow their lead!

Ask – what people need Listen – to what people need Respond – to what people need

Café

The Creative Kitchen - Creating sustainable tools

Conversation Notes

- need sustainable funding - tired of the annual merry go round - would like a multi-year three year funding contract - down side of multi-year was the work entailed in the RFP process. - lack of consistency of application process - transparency. Would appreciate being given the parameters – given the template of funding / grant application processes


- CBO website for sharing information - how do you wean yourself off of government funding - wages – need a higher funding standard to address recruitment and retention - need funding for basic administration needs like financial software packages. - pool of resources during peak times - working together as a team – looking to reward innovative partnerships – sharing staff - standards of care and the funding base to support the standards of care - the need for interagency meeting for collective brainstorming i.e. collective purchasing - competition for funding i.e. an agency lost funding to a “competitor” when they feel they were doing a stellar job - some people chose to work in this sector even though they can make more money elsewhere but at some point people have to make real life decisions to support their families - loyalty to the job to the cause - funding is always a concern - boards are encouraged to think long term but need funding security to support this - CBO’s don’t have the software tools to demonstrate effective accountability - old funding standards. Government funds position but nothing else. - fundraising can take away from service delivery - lack of volunteers – retaining and recruiting. It is reasonable for volunteers to be delivering some intense services. - staffing recruitment and retention due to under-funding. - re-organization – creating fewer boards may create efficiencies. (amalgamation) - CBO’s need to be appropriately funded if they are going to provide services similar to much higher funded government services. - Social Services is not high profile for the general public. We need to communicate to the public the need for social services funding. - the complexities of social need require more of a professional response than the volunteer / charitable response of old. - There is too great a climate of competitiveness for scarce dollars – the CBO sector needs to be more collaborative. - “Logic model” – differing government application models. - “Heart led CBO to Business led CBO” - wage parity - the landscape of volunteerism has changed tremendously – i.e. CPIC – the current volunteer model doesn’t work anymore. - as a society we have lost perspective of the priority of need when people serving coffee or driving truck get paid more than people supporting people with disabilities. - four to five year funding commitment. - recognition of core needs in each community – recognize these core needs and fund these needs according to funding standards. - need a standardized reporting template - value: simplicity of tools, consistency of tools, standardization - recognize the need for “start up” funds for new programs - expectations of volunteers has increased - increased competition for fundraising. CBO staff are hesitant to volunteer to assist with fundraising as they are already doing a lot of fund raising in their private life. - you’re welcome can weaken due to chronic fundraising. - sharing resources / partnerships


- CBO’s respond to community need without funding and are not compensated. - Sustainable over survivable “S.O.S” - needs based funding sustainable - standard operational funding to meet today’s basic infrastructure needs i.e. computers software - simplify accountability processes and standards. Multi – funded agencies grow weary responding to different accountability processes. - Networking – more opportunities but increase your workload. - CBO’s need sustainable multi-year funding that recognizes the cost off resources (trained staff) to respond to complex needs and address retention and recruitment issues. - funding that recognizes today’s basic infrastructure needs including computers and software. - “tools” – creative – because we’re always reporting outcomes, etc. - do we have a “toolkit”? - sustainable – common grid for salaries would assist retention - other creative tools – “best practice” – common standards – CBO’s go by legislation and contract standards - groups here: Health, Childcare, Vocations, Edward Society, Sask Abilities Council, Kids First - - computerized software (and the training to go along with it) for CBO’s - because of the labour market, only get “un-trained” staff – we need to provide training - CBO website of sharing information and accessing needed documents - Community Development strategies that identify the needs - CBO’s are tired – wages low, not enough staff, volunteers exhausted. - combining resources (i.e. staff) – 2 ½ full facilities combining over holiday seasons - working together to provide what’s needed - for a lot of CBO’s, it’s crisis time (staff) - communication: interagency meeting - group purchasing for lower costs - Consistency of funding and program direction; if there is insecurity in whether or not you’ll have a position; it is even more difficult to be supportive of others - job security for our clients (i.e. Mental Health) - help people be included in the community, but don’t give them the skills - compassion fatigue – burnout – we try to offer flexibility and friendly work environments - tips and techniques: communication - success: group purchasing, Community Resource Centre “one stop shopping” – share building and keep overhead costs down – i.e. “sign” Yorkton. - success: families indication their appreciation! - value – every tool that is developed needs to be client centered Salary Tools:

1. Government needs to make it a priority and identify the value of services provided. Social Services budget needs to be increased by Treasury Board.

2. Educational standards need to be established. Needs to be compensated accordingly. 3. Agencies need to start calling the shots and determine their direction. Agencies need to

be able to negotiate. 4. Re-professionalize the sector. 5. Remember we are still businesses and be run as such. 6. Agencies should set standard and determine the value 7. We are a business, not a charity. Mentality needs to change.


Volunteerism - volunteerism is changing. It is no longer appropriate to expect volunteers to deliver such a high level of services. Solution: province wide board immunity clause rather than pay for board liability insurance. - service should be client centered - “client centered” should be the primary goal of all tools - have CBO’s set the standards of client services - shift CBO thinking from a “heart-lead” service to a “business-practice” model. - sustainable over survivable - simplicity and core $ and reporting of tools - standardization of tools

1. Every tool should be client centered 2. Explore alternative sources for revenue 3. Wage parity 4. Volunteer – recruitment and retention 5. Service providers should set the values of the service and the standard of service.

Best Practices: - CBO’s offer more than their mandate - recognize we can’t do it all instead of trying to do everything. Increase partnerships - partner to cover care of clients - do what we do well - sharing resources in and out of our area - allow for clients who don’t fit - flexibility - core sustainable $ to meet local needs - no longer make us do more with less - giving, donating, volunteering – how much can communities do! - needs based funding - must be some level of accountability - sustainable not survivable funding - don’t even bother giving project grants if there will be no start-up grants or sustainable funding to follow and funds to evaluate and make changes and progress. - sustainable over survivable - funding – sources of revenue / alternative sources – funding – salaries – lack of volunteers – recruitment – staffing – recruitment/retention - volunteer model changing - funding can’t be given on a year to year basis. Need four or five years. At least as long as government is in. - burn-out is a problem. Those that do everything are burning out. - volunteers are being stretched too far. Communities are over fundraised. - we have basic needs we need core funding - has to “be a” core pro-rated funding - people wanted - wage parity - Salary Tools: 1. Establish adequate compensation 2. Establish training standards 3. Set our own standards - put a value on what we do


- look for ways to be self-sustaining - use models of social accountability to assess economic value of human services field - consistency - standardization of contract i.e. one to three years - exclusive services - value on what we do! What would happen if we closed our doors??? - public education!! - keeping records – common standard templates – electronic transfer of information - Sask government research and evaluation unit develop standards and reporting templates for funding applications and reporting - social accounting – required value - funding remains the same for years but the world has changed - grant writing courses, logic model – service for fee - client databases management – archaic and insufficient software

- be honest - funding for research - social entrepreneurs

Key Message(s) Even the playing field. There’s only so much we can do by communication and

cooperating – we need long term support and clarity – and depending on “good hearts”.

what was heard - pubsaskdev.blob.core.windows.net

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