Our speakers today focus on service in the community. First and foremost however, is assuring you that our services are competent and worthy of continued support from our funders which ultimately are you as the tax payers of this community. The best method we have of objectively presenting this is through our annual scorecard, now in its fourth year of operation.
Scorecards were developed in the business sector to identify to shareholders the health of their company in financial terms. They gradually expanded the items measured to the human and service components and have been adapted by health agencies like ourselves. They are now mandatory in our sector. There are over 110 separate indicators or measures incorporated in our scorecard.
Customer Service and Quality demonstrated 83 % this year. One of the indicators, clients with a crisis plan, showed us that 97 % of our clients have a crisis or safety plan. This is a necessary preventative measure that outlines how a client desires to be supported when they are in crisis. One of the incomplete objectives for this year was a client welcome package. While this work has taken longer than anticipated we are pleased with the engagement of our staff and our Client and Family Advisory Committee in detailed review of the content so that we could assure ourselves that everyone entering service receives a consistent, informative and welcoming message.
Despite continuous funding pressures our fiscal performance has been remarkable. With multiple budget centres and multiple funders it is no easy feat for Judy and her team to accomplish 98 % achievement in our fiscal department. We are primarily LHIN funded but we take equal care and caution in protecting our smaller budgets such as the United Ways, and the Region of Niagara. Without, United Way Funding in NF and FE, and the tremendous efforts of Women and Wellness for example, we would not be able to offer our provincially and nationally recognized emerging best practice Walk in Service. I am pleased to announce that for 2017 United Way St Catharines will join FE and NF in funding Walk In services.
Operational effectiveness consists of over 50 indicators that list our success in achieving client funder targets and 12 of our strategic plan indicators. So for example, we assess our staff regarding behavioural competencies such as analytical thinking, adaptability, and client centred change; 94% of our staff has satisfied Level 11 of research-based competencies for their profession. A critical unmet goal has been to complete a Safe Bed relocation plan, but I am cautiously optimistic as we have started negotiations on a new site.
Psychosocial Health and Safety in the Workplace a best practice from the Mental Health Commission of Canada. The questionnaire has 65 questions regarding the internal dynamics of the organization, from employee trust of management to employee psychological health and safety. In the previous year we identified 5 work place factors that we targeted for improvement in this report. Accountability, employee and management trust, effective handling of people problems, reasonable work load and work interruptions were targeted. Each one of them showed a demonstrable improvement across the Branch. Unnecessary interruptions did show the lowest improvement rate which we are continuing to work with. This in part a consequence of inadequate work space. In the coming years we will do our best to find adequate and affordable space for our staff to work in.
All of the quadrants in our scorecard reflect the Board influence in their strategic plan which guides the direction of our Branch and through the various committees that monitor our operations. Our Board spends countless dedicated hours volunteering their time. Our staff and volunteers carry out the various duties related to the scorecard and our local community agencies assist by working cooperatively. We are all responsible for the outcomes. So everyone gets the credit – It’s a team effort.