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									                 The Regional Municipality of Durham

       Child Care Service Management Plan

Report Prepared by:
Roxanne Lambert, RECE
Department of Social Services
Children’s Services Division

Approved by Regional Council
     June 23, 2010                                 June 2010
                     The Regional Municipality of Durham
                2010 – 2011 Child Care Service Management Plan

                                         Table of Contents

INTRODUCTION AND EXECUTIVE SUMMARY ........................................................... 1

DEPARTMENT OF SOCIAL SERVICES..................................................................... 2-6

CHILDREN’S SERVICES DIVISION ........................................................................ 7 & 8

ENVIRONMENTAL SCAN......................................................................................... 9-23


RELATED SERVICES AND SUPPORTS................................................................ 38-60

SERVICE PRIORITIES ......................................................................................... 61 & 62

DURHAM’S BEST START NETWORK ................................................................... 63-70

DURHAM REGION CHILDREN AND YOUTH CHARTERS.................................... 71-76


COMMUNITY PLANNING STRUCTURES ........................................................... 81 & 82

EARLY LEARNING PROGRAM.............................................................................. 83-93

IMPACT OF ELP TO CHILD CARE IN DURHAM REGION ................................. 94 & 95
                     The Regional Municipality of Durham
                2010 – 2011 Child Care Service Management Plan

                                           Table of Contents

MINOR CAPITAL ALLOCATION ............................................................................ 96-98

NEXT STEPS......................................................................................................... 99-102

REFERENCES.................................................................................................. 103 & 104

APPENDIX “B”........................................................................................................... 105

APPENDIX “C”........................................................................................................... 106
         2010 - 2011 Child Care Service Management Plan

The following 2010-2011 Child Care Service Management plan builds on previous
Council approved service plans, most recently the Durham’s Best Start 2008-2009
Integrated Status Update, June 2008. This plan further incorporates the most recent
provincial initiative, the Early Learning Program, a component of the Best Start initiative.

The Ministry of Children and Youth Services (MCYS) has requested that Consolidated
Municipal Service Managers (CMSM’s) update their Child Care Service Management
Plans for submission with their 2010-11 MCYS provincial budgets by June 30, 2010.
Direction was provided to follow the 2005 Child Care Service Planning Requirements.
The plan is to provide: an Executive Summary, Environmental Scan and the Historical
Overview of the Local Child Care System, a Description of Local Services, and Service
Priorities. In addition, CMSM’s were asked to provide Fee Subsidy Pressures and
waitlists, Special Needs Resourcing Pressures and Waitlists, Addendum to 2010 Child
Care Service Stabilization Funding and other relevant information for the community.

During the past few months, there has been a significant amount of information coming
forward regarding implementing the Early Learning Program. CMSM’s have been
designated to play a partnership planning role with School Boards, and to also provide
direction and support for child care operators.

CMSM’s were asked to have this plan approved by their Regional Councils. Given the
timeframe to do so before summer break, there has not been enough time to complete
some of the sections as we are still waiting for some key Ministry directions, the
Regulations to accompany the changes to the Education Act and Ministry approval of
the Phase Two sites. As such, there are sections of the plan which indicate that the
information will be included once it has been received.

Durham’s child care community has a long history of working collaboratively to ensure
high quality services for children and their families. Durham’s Best Start Network has
publically presented its support for Dr Pascal’s report and vision of “With Our Best
Future In Mind”. The community is ready to move forward working together to transform
the school and early learning system into one that is integrated and better meets
families’ needs.

Children’s Services as the Consolidated Municipal Service Manager, with its strong
foundation of extensive community partnerships is well situated to lead this process.

This plan will form the basis for further community planning to develop a holistic
comprehensive strategic plan to re-align the existing school and child care system in
Durham, which considers the best interests of children and their families.


Care, excellence, learning, and leadership form the basis for building and sustaining a
Department that is people-focused


To provide people-oriented services that respond to diverse community needs.



The principles of care lead to higher morale, creativity, and problem-solving capability in
the workplace. These principles are;

   1) Everyone has value and can add value to the organization when treated with
      dignity and compassion.
   2) People thrive on affirmation and support.
   3) A caring workplace acknowledges mistakes and seeks creative solutions.


The principles of excellence develop and sustain a workplace where employees are
respected and innovation is encouraged. These principles are:

   1) A consistent people-focused approach is important for service excellence.
   2) Supporting employees to utilize their talents, skills, and knowledge promotes a
      healthy workplace.
   3) Decisions for service improvements are based on qualitative and/or quantitative


The principles of learning increase the collective knowledge and skills for the
Department. These principles are:

   1) Continuous learning encourages motivation and facilitates open communication.
   2) We learn by trial and error, experimentation, and the freedom to be imaginative.
   3) Effective teams are strengthened by continuous learning and the sharing of
      knowledge and skills.


The principles of leadership embrace the principles of Care, Excellence, and Learning,
leading to a higher quality of service. These principles are:

   1) Leaders are committed to active listening and seek to incorporate different
      perspectives. All staff are encouraged to be leaders.
   2) Effective leaders understand the lessons from the past, the realities of the
      present, and the likely consequences of a decision for the future.
   3) Strong leaders build a workplace that supports the growth of individuals by
      creating an environment of trust, inclusiveness, and accountability.


Social Services in Durham is comprised of six divisions, specifically: Children’s
Services, Family Services, Housing Services, Income and Employment Support, Long
Term Care and Services for Senior and Business Affairs and Financial Management.

At some point in their lives, many individuals may require one or more of the services
offered and the Social Services Department provides support to more than 25,000
residents of Durham Region each month.

Social Service staff promote service excellence and continuous improvement, with a
commitment to the delivery of professional and high quality services. By recognizing
the integral relationship between strong people and a healthy community, the Social
Services Department is making an investment in the future of the Region of Durham.

Typically Children’s Services clients may also access services from Income and
Employment Support, Family Services and/or Housing Services. These areas are the
three Divisions that have been detailed in this plan.

Income and Employment Support

The Income and Employment Support Division is mandated to deliver the Ontario
Works (OW) program. OW consists of financial assistance and employment assistance

Financial assistance provides help with basic needs, shelter costs and medical costs to
eligible persons. Rates are set by the Provincial Ministry of Community and Social
Services. Employment assistance offers job search, academic upgrading and skill
training workshops or referrals. All employable OW recipients not in school must
participate in employment assistance activities.

The overall goal of OW is to assist recipients to prepare for, obtain and maintain
employment and to make the transition to long term self-reliance.

The April 2010 OW caseload in Durham was 9,896, which represented 22,286 persons.
The OW caseload in Durham has increased 40.7% since January 2007. Durham
Region’s manufacturing sector, especially the auto sector, has been hard hit during the
most recent recession. The “spin off’ impact of downsizing in manufacturing is a major
factor contributing to the increase in Durham’s OW caseload.

Continuing increases in Durham’s OW cases are expected into 2011. The graph on the
following page demonstrates the increasing caseload from 2008-2010

Region of Durham Family Services

Family Services is funded by the Regional Municipality of Durham. Working in
partnership with other Divisions of the Social Services Department and other community
agencies, Family Services is dedicated to improving the quality of life of the residents of
Durham by providing them with professional counselling and other support services that
are timely, accessible and responsive.

      Core Community Services: Intake, Assessment, Counselling, Referral, Groups
      Partner Assault Response (PAR): Mandated structured group program for men
       and women who have been found and/or pled guilty to Domestic Violence.
      Employee Assistance: Intake, Assessment and Referral, Counselling for
       employees and their family members; Critical incident counselling and support
       services; Organizational support and wellness seminars for employee groups
      Adult Community Support Services: Assessment and referral, Case
       management, Counselling and supportive services, Service coordination,


The Division increased the number of counselling sessions provided to Ontario Works
recipients by 100% over 2008. They also expanded the Family Life Education Program
to include a new series for parents to help their children cope with separation and

Region of Durham Housing Services

Social housing was previously funded and administered by the provincial and federal
governments on January 1, 1998. Costs were downloaded by the province to service
managers. (Region of Durham)

The Housing Services Division is responsible for the administration of social housing
programs, property management functions for the Durham Regional Local Housing
Corporation and the development of new affordable housing initiatives. The Division
also oversees the delivery of hostel services and a range of programs to address
homelessness in Durham Region.

         2008 - 2010



To ensure that the needs of all children and their families in Durham Region are
addressed through direct service, purchase of service or the provision of information.
Children’s Services Division will be a leader in the community by valuing and supporting
each other in a culture of respect, care, excellence and continuous learning.



Children’s Services Division will provide children and families with high quality child care
programs and related services recognizing both individual needs and the diversity of our



Quick Facts 2009
   Durham consists of eight local municipalities: Ajax, Brock, Clarington, Oshawa,
      Pickering, Scugog, Uxbridge and Whitby.
   Durham’s area is 2,537 square kilometers (979.5 miles).
   Durham’s population is approximately 606,750.
   There are approximately 203,925 households in Durham.
   Durham has the largest area of agricultural land in the GTA.


Source:      Demographics and Socio-Economic Data
             Region of Durham Planning Department Sept 2009

Our Community

The Region of Durham is situated in the highly developed and populated economic
centre of Ontario, known as the Golden Horseshoe, that stretches from Oshawa to
Niagara Falls. Durham Region lies immediately to the east of the City of Toronto within
the Greater Toronto Area and encompasses an area of approximately 2,590 square
kilometers (1,000 square miles). The area is characterized by a variety of landscapes
and communities. A series of major lakeshore urban communities contrast with a
variety of small towns, villages, hamlets and farms which lie immediately inland. The
relatively flat lakeshore area marked by the bluffs, wooded creeks and ancient
shoreline, features contrasts with the hummocky topography of the Oak Ridges Moraine
running parallel to the shoreline only 15 miles to the north. This diverse landscape of
woods, headwaters, ridges and hollows gives way to rolling farmlands and lakes to the
north. Here the Municipality spreads into the prime recreational lakelands of Simcoe,
Scugog and the Kawarthas.

The Region lies along a continuous urbanized lakeshore and shares prime access to
the Great Lakes and northeastern markets of the continent, encompassing some 120
million persons. The area is well known for the strengths of its manufacturing sector
which is continually undergoing rapid diversification. Durham is endowed with a young,
skilled labour force. It has all the utilities, transportation and social infrastructure
associated with modern metropolitan communities. The single most significant
economic factor for the Region has been the dramatic increase in residential


A recent report by the Planning Department estimates that the population of the Region
of Durham was 531,000 in May 2001. A target of 760,000 people has been
estimated for the number of people living in the Region by the year 2011, and a
target of 970,000 people by the year 2021 – more than double the 1991 population.

Population Growth in Durham

Since the Region’s inception in 1974, Durham experienced significant growth in total
population. In 1976, Durham’s population was 247,473. Since that time, the total
population of Durham more than doubled to 561,258 in 2006.
Source: Statistics Canada Census, 1976-2006.

Over the last 30 years, the total population of each area municipality in Durham
increased by varying degrees. The population of Ajax more than quadrupled between
1976 (20,774) and 2006 (90,167), while Whitby almost quadrupled from 28,173 (1976)
to 111,184 (2006). Pickering and Clarington each experienced large increases in total
population between 1976 and 2006, while the northern Townships of Brock, Scugog,
and Uxbridge grew modestly between this period. Oshawa experienced the smallest
percentage increase in total population over the past 30 years, but maintained the
largest overall population within the Region between 1976 (107,023) and 2006

Population Structure

The population pyramids presented in Figure 1.7 on the following page illustrates the
2006 population by five-year age groups for Canada, Ontario, the GTA and Durham.
Durham’s 2006 population distribution clearly depicts the Boom (40-59), Bust (30-39),
and Echo (15-29) generations. Persons in the Baby-Boomer generation were generally
born between 1947 and 1966. The Bust generation, or the children of the Baby
Boomers were born between 1967 and 1979. The subsequent Baby Boom Echo
generation was born between 1980 and 1995. In Canada, Ontario, and the GTA, these
generations patterns are evident but not as clearly defined as in Durham.

Durham had a high percentage of children under the age of 15 (20.5%) in 2006,
compared to Canada and Ontario. In the GTA, only Peel (21.1%) had a higher
percentage of children under the age of 15 (Table 1.5).

Young persons (aged 15-24) comprised 14% of Durham’s population in 2006. Adults in
the 25-64 category accounted for almost 55% of Durham’s population in 2006. The
percentage of population within these age groups was consistent with those
experienced at the national, provincial, and regional levels.

In contrast, Durham had a much lower percentage of older adults (aged 65+) when
compared to Canada and Ontario. In the GTA, Durham had the third lowest percentage
(10.7%) of persons, aged 65 and over. The City of Toronto had the highest percentage
of older adults (14.1%).

Figure 1.7 Age and Sex Profile of Population in Canada, Ontario, the GTA, and
Durham, 2006

Total Population by Specific Age Group in Durham, 2006

        Figure 1.7

        Population Comparison 2001 - 2006

                     Durham    Ajax     Brock    Clarington   Oshawa    Pickering   Scugog   Uxbridge   Whitby
Population 2001      506,901   73,753   12,110   69,834       139,051   87,139      20,173   17,377     87,413
Population 2006      561,258   90,167   11,979   77,820       141,590   87,838      21,439   19,169     111,184
        2006 Child Population by Age Grouping

                     Durham    Ajax     Brock    Clarington   Oshawa    Pickering   Scugog   Uxbridge   Whitby
0-4                  32,410    5,750    610      4,660        7,460     4,445       940      950        7,585
5-9                  37,675    6,615    675      5,755        8,180     5,855       1,260    1,290      8,045
10-14                45,045    7,990    895      6,880        9,840     7,090       1,485    1,595      9,265

        The chart identifies that Durham’s overall population increased from 2001 to 2006 in all
        municipalities, except Brock Township. The chart identifies the number of children
        broken down by age groups from 0 – 14 years for 2006. This information is helpful to
        child care service providers in terms of their planning for the specific child populations
        they serve.

        The chart below, “Comparison Number of Live Births in Durham Region” shows the
        comparison totals from 2005 to 2008. Again, service providers whom serve infants and
        their families will be interested in this data.

        Comparison Number of Live Births in Durham Region

                  2005                  2006                    2007                    2008
                  6,015                 6,130                   6,352                   6,390

        Source: Healthy Babies/Healthy Children data
        Note: The number of births has been increasing over the past five years.

                                                                                                  The Preterm
                                                                                                  Birth Rate is
                                                                                                  the ratio of the
                                                                                                  number of live
                                                                                                  births delivered
                                                                                                  before 37
                                                                                                  weeks of
                                                                                                  gestation, to
                                                                                                  the total
                                                                                                  number of live

        Total Population Forecasts from 2006 – 2016

 Year         Durham                   Source: Growing Durham – Final Recommended Growth
 2006*        584,360                  Scenario and Policy Directions Report, Nov 25, 2008
 2011         644,000                  Table C-3)
 2016         729,000

*The 2006 figure is the estimate census undercount (as of July 1, 2006),
representing a 4.12% increase over the initial census population release
(561,258). Source: Statistics Canada, Demography Division 2009.

Significance of Birth Rates

It is important to note that the number of live births in Durham Region have been
increasing on an annual basis. In 2006 there were 6,130 live births and in 2008 there
were 6,390 live births. This increasing number of new children being born in the region
has an impact by creating an increased demand for services for these younger aged
children along with some challenges in finding licensed child care.

Data available regarding the number of preterm births is also helpful as it may provide
some information about the possible number of children who may have special needs
as a result of the preterm birth. Certainly the agencies who provide services for children
with special needs have experienced increased demand for their programs and in many
cases the agencies have waiting lists for service.

Over the past few years there has not been a significant increase in the number of
licensed Infant spaces available within the community. There may be several reasons
for this however certainly the high costs of providing infant care may have been a
deterrent to child care operators. There have not been any health and safety funds
available for the past several years that may have assisted operators to offer this type of

Another factor that may also be influencing the amount of available infant care may be
the impact of the legislative changes that provide for longer maternity leaves. Many
women are now able to stay home for one year with their infant. Since infant care is
established for children 0 – 18 months, many families struggle to find an affordable
licensed space for their 12 month old. There has been a small increase in the number
of licensed toddler spaces, however even allowing for the 20% mix in a toddler
programs, an infant would need to be 15 months olds before being able to attend the
toddler program. This situation certainly presents challenges for parents who may
need to return to work when their infant is 12 months old, and are unable to find
licensed care.

The child care community, through Durham’s Best Start Network has discussed this
issue during a review of the Proposed Legislative Changes to the Day Nurseries Act.
While at this time there is no action regarding this it would certainly be something that
should be considered by the Ministry of Children and Youth Services licensing branch.

Immigrants and Newcomers

Immigrants include people from outside Canada who are, or had been, landed
immigrants in Canada. A landed immigrant is a person who had been granted the right
to live in Canada permanently by immigration authorities. In 2006, immigrants
comprised approximately 21% of Durham’s total population. This was a modest
increase to the percentage of immigrants living in Durham over the past two decades.

The majority of immigrants living in Durham have settled in the Town of Ajax (24.3%),
City of Pickering (23.3%), Town of Whitby (20.0%), and the City of Oshawa (19.3%)
(Figure 1.14). When compared to 2001, the share of immigrants increased in both Ajax
and Whitby, while the proportion of immigrants in all other municipalities declined.

Newcomers are also moving into the region from various locations. In Durham an
interim Local Diversity and Immigration Partnership Council has been established and it
is anticipated that a permanent council will be formed by the fall of 2010. The council is
working on the development of the diversity and immigration strategy for Durham

Significance of Immigrants and Newcomers to Durham Region

The data available indicates that the number of immigrants and newcomers to Durham
Region has been increasing over the past few years. This fact means that programs
and services may now have clients with different needs, and they should be planning to
ensure that they are effectively able to meet the client or families needs.
It may be challenging for operators and agencies to access training for their staff to
better understand different cultures, however members around Durham’s Best Start
Network recognize the importance of ensuring that our programs and services meet the
needs of families. By sharing information about our services and strategies we try to
help each other with a view to providing excellent service.
One excellent resource that is available for immigrants and newcomers is the Durham
Immigration Portal at: www.durhamimmigration.ca

Aboriginal Identity

Statistics Canada collects data on the number of persons who identify with Aboriginal
groups. In 2006, 6,565 persons in Durham (1.2% of the population) identified with at
least one Aboriginal group (Table 2.4). This marks a significant increase over 2001,
when only 4,300 persons (0.9% of the population) identified with one or more Aboriginal

The percentage increase of persons in Durham identifying with one or more Aboriginal
groups between 2001 and 2006 was 52.7%. The largest percentage increases
occurred in the Towns of Whitby (111.7%) and Ajax (88%). All area municipalities
experienced a percentage increase except for the Township of Scugog (-16.4%).

The Township of Scugog includes the population of the Scugog Island First Nations
(Mississauga of Scugog Island). Notwithstanding the decrease in Aboriginal identity
within the whole Township, growth within the population of the Mississaugas of Scugog
Island resulted in an increase in both Aboriginal identity (37.5%) and non-Aboriginal
identity (50%).

Statistics Canada stated that “patterns in Aboriginal self-identification have changed. In
recent years, a growing number of people who had not previously identified with an
Aboriginal group are now doing so: (2006 Census Dictionary).

Child care service providers and operators are aware of the need to ensure that we
offer programs and services that meet the needs of the clients. We strive to improve
our knowledge and understanding of Aboriginal, First Nation, Metis and Inuit people.
Earlier this year, Durham’s Best Start Network in partnership with the Ministry of
Children and Youth Services hosted two separate full day sessions to improve
Aboriginal Cultural Awareness.        These sessions were very well attended, and
participants reported that they found the session very informative and helpful.


In 2006, English was the predominant language spoken in Durham. English was the
mother tongue of 84.7% of Durham’s population. Almost 13% of the population in
Durham spoke a non-official language, and only 1.8% spoke French as their mother
tongue in 2006. The most prevalent non-official languages in Durham for mother
tongue include Italian (9.7%, Polish (7.5%), German (7.2%), Tagalong (Filipino) (5.9%),
Spanish (5.1%), and Urdu (4.7%).

Francophone Families

Durham’s Best Start Network has been aware of the need to improve and provide
services for Francophone families. Durham has been successful in supporting licensed
child care programs in all of Durham’s French language schools. In addition, we are
aware that with the growing number of French language families in the region, there
may soon be sufficient numbers to support a designation of French language in
Oshawa. Child care operators and other service providers are following this issue and
some are beginning to prepare strategies to address the need to provide services in
both official languages as required.

Fast Facts
    There are a half million Franco-Ontarians in the province
    Ontario has 1.3 million French speaking citizens
    FLS has been identified as a priority within MCSS and MCYS.
    There are aver 30,000 Francophones in the Central East Region

Family Structure

The number of census families in Durham increased by 11.8% from 143,540 in 2001 to
160,410 in 2006. Approximately 84% of census families were two-parent families,
either married couples (73.3%) or common-law couples (10.6%). The remaining 16%
were lone parent families. A female parent heads approximately 80% of Durham’s lone
parent families. However, male parent heads increased approximately 2% since 2001.
Between 2001 and 2006, the proportion of single parent families increased slightly by

In 2006, there were 25,720 one-parent families and 84,835 two-parent families (with
children) in Durham. Two-parent families consisted mostly of two children at home
(46.4%), while the majority of one-parent families had one child at home (58%). The
average number of children per family in Durham remained unchanged between 2001
and 2006 at 1.3.

Unpaid Work

Unpaid work was based on the number of hours per week the population, 15 years of
age and over, spent providing unpaid housework, looking after children without pay, or
providing unpaid care or assistance to seniors.

The percentage of population providing unpaid child care in Durham was 42.7% in 2006
(Figure 4.13). This represents a slight decrease compared to 2001. (43.7%).

It is interesting to note that data is available that identifies the number of hours per week
that is spent providing unpaid child care in Durham and that this number has decreased
from 2001.

As noted in previous child care service management plans there is only enough
licensed child care for just under 10% of the child population under 12 years of age.


College of Early Childhood Educators

The College of Early Childhood Educators (CECE) is a professional self-regulatory
organization for early childhood educators formed to protect the public interest and is
focused on quality and standards in the practice of early childhood education. This
means that the practice of early childhood education will be regulated by the College in
accordance with the Early Childhood Educators Act, 2007, and the regulations and
by-laws made under that Act. It is the first self-regulatory college for early childhood
educators in Canada.
The primary duty of the College of Early Childhood Educators is to serve and protect the
public interest by:

      Setting registration requirements to ensure that only qualified and competent
       individuals are registered as members;
      Maintaining a public register of early childhood educators;
      Establishing a code of ethics and standards of practice for early childhood
      Investigating complaints from the public about the conduct of its members and, if
       necessary, disciplining members;
      Setting standards of practice that all early childhood educators are accountable
       to meet;

      Assuring parents that, members of the College will be held accountable for
       providing a high standard of care and early education for children.

The College is governed by a Council of fourteen (14) elected members of the College
and ten (10) public members appointed by the Lieutenant Governor in Council, who will
represent sectors of Ontario society as set out in a regulation. The Council will make
decisions related to entry to practice requirements, standards of practice, a code of
ethics and professional misconduct. The statutory committees of the Council will make
decisions related to registration appeals, complaints, professional misconduct,
incompetence and incapacity.

The 14 elected members are selected from eight geographical areas. Durham Region
is part of the Central East Region and includes the geographical areas within the
territorial boundaries of the Counties of Haliburton, Peterborough, Northumberland and
Simcoe, The Regional Municipalities of Durham and York, and the City of Kawartha

Currently there are approximately, 27,086 Registered Early Childhood Educators
(RECE’s) with the College and, approximately 4,273 RECE’s in the Central East

There is some concern that there may be a shortage of RECE’s in Durham as the Early
Learning Program becomes fully implemented over the next five years. In particular,
there is concern about the shortage of French speaking RECE’s.

A member’s electoral district is based first on business address, and then if not
employed, their home address.

The establishment of its own regulatory College is significant for Early Childhood
Educators as this has helped to identify the members as a profession.


Durham’s Licensed Child Care System Comparison Data 2007 - 2009

Description                                 Service Data 2009            2008            2007
# of children 0-12 years                    96,047                      96,047
# of Licensed Child Care Spaces             10,506                      10,032           9,402

Breakdown of Capacity by Age Group

Description                                 Service Data 2009            2008            2007
Infant Spaces                               366                           333            307
Toddler Spaces                              1378                         1334            1206
Preschool Spaces                            4413                         4394            4194
Kindergarten Spaces                         832                          768             681
School Aged Spaces                          3517                         3203            3014

Fee Subsidy System

Description                             Service Data 2009              2008               2007
# of Fee Subsidy Service Agreements     82                               77                 73
                                        (158 sites)                 (153 sites)        (150 sites)
# of Licensed Child Care Sites          183                             179                177
# of Home Child Care Agencies           5                                5                  5
# of Active Homes                       183                             180                194
# of Recreation Service Programs        3                                3                   -
# of Child Care Programs in Schools     54                               53                 53
# of Child Care Programs Near Schools   129                             126                124
Total # Children Served DNA fee subsidy 1577                           1471               1410
Total # Children Served Ontario Works   636                             627                510
Child Care Funding

Currently, less than 10% of the children 12 years and under have access to licensed
quality child care programs in Durham. If school boards are able to offer extended day
programs for the 4 and 5 year old children within their school settings, and also on non
school days, this will provide additional child care options for families within Durham.
The introduction of the ELP will increase family’s options for meeting their child care
needs. The staff of Children’s Services Division is leading the way with Durham’s Best
Start Network and are well positioned to plan and implement this changing system to
work with School Boards and Child Care Operators.

Historical Background of Child Care Direction and Funding 2004 to date

In 2004, the federal government committed $5 billion over five years to support the
provinces to develop early learning and child care plans. The federal government
signed agreements with many of the provinces and territories to provide funding to
support the vision of a national child care framework.

In November 2004, the Minister of Children and Youth Services, Dr. Marie
Bountrogianni, announced that the Province of Ontario was developing an Early
Learning and Child Care strategy identified as the “Best Start” strategy which was to be
a 10 year provincial initiative lead by Consolidated Municipal Service Manager’s

In July 2005, the new Minister of Children and Youth Services, Mary Anne Chambers
announced the Best Start initiative, designed to improve services for children and
families in Ontario over the next 10 years. Best Start was identified as a 100%
provincially funded program, without any regional cost share.

Children’s Services Division, designated as the (CMSM) brought together
representatives from the child care community across Durham to develop Durham’s
Best Start Network. The Children’s Services Division revised and updated Durham’s
Early Learning and Child Care Service Management plan which also included the 2005
– 2008 Best Start Transition plan, approved by Regional Council in November 2005.
The Best Start Network has been responsible for providing input to develop annual
planning documents.

In December 2005, the Region was notified that the funding for Best Start for 2005/2006
in the amount of $9,225,000 would be flowed as a one-time unconditional grant to
support Phase One of the Best Start initiative. The Province provided a multi-year
funding allocation and the Children’s Services Division developed the community plan
by Regional Council February 15, 2006) which detailed how the funds would be spent
to: create new licensed child care spaces (primarily in schools), increase the number of
child care fee subsidies, improve service levels for children with special needs, and
provide funds to improve wages for child care staff.

In January 2006, there was a change in the federal government, which eventually
resulted in a change of policy direction away from a national child care framework. The
federal government announced it was cancelling the federal-provincial child care
agreements and would only flow the funds to the provinces and territories for that
current funding year April 2006 – March 2007. Instead the federal government
announced it would be introducing a $100 per month taxable payment to families for
each child up to six years of age.

In March 2006, the Minister of Children and Youth Services, Mary Anne Chambers
wrote to Regional Chair, Roger Anderson to identify that the province would be
allocating the second and final payment of the Federal funds to CMSM’s, however these
would be distributed over the next four years. This change of funding required revisions
to the Child Care Service Management Plan.

Within 2006/07, with 100% Provincial Best Start funds and the support of Committee
and Council, the Children’s Services Division undertook Phase One of the Best Start
Initiative which focused mainly on supporting child care space expansion within
Durham. The province provided Operating Funds to cover the associated costs of
Administration, Fee Subsidy, Wage Subsidy and Special Needs Resourcing. In
addition, the province provided Wage Improvement funding for child care staff, as well
as, annual Planning funds to support the Best Start Planning by the local Network.

In 2007/2008 the Province announced additional Best Start funds (Report 2007-CSD-
06). Children’s Services Division in conjunction with the Best Start Network revised the
child care community plans to continue moving forward with the Best Start initiative. In
June 2007, Regional Council approved the 2007 – 2008 Child Care Service
Management Plan and the 2007-2008 Best Start Community Plan “Building on the
Foundation – Moving Forward”

In 2008, Durham’s Best Start Network was required to update its community plans and
the Children’s Services staff prepared Durham’s Best Start 2008-2009 Integrated Status
Update, June 2008. (Report 2008-CSD-12)

In July 2008, the current Minister of Children and Youth Services, Deb Matthews
announced additional child care funding specifically for Best Start Fee Subsidy. In her
letter to the Region, she indicated that Durham’s share of this funding would be
$809,900 annually, and we were to receive 9/12 of the money or $607,425 by
December 31, 2008.

In the early fall 2008 the Province again provided additional Best Start funding for Wage
Improvement. Ministry of Children and Youth Services staff identified an increase of
$151,800 to the 100% provincial 2008/09 Best Start Wage Improvement funding
allocation, during their approval process for our 2008 budget submission.

In 2009-2010, Best Start funding levels remained the same; however CMSM’s were
aware that effective April 1, 2010, funding levels would be reduced as the federal-
provincial funding was slated to end. (63.5 Million).

Notwithstanding the fact that the province has continually provided additional funding to
the Best Start initiative on an annual basis, into 2010 there was growing concern
amongst CMSM’s as the province did not indicate that it would extend the Best Start
funding beyond March 31, 2010. Further, it did not specifically indicate there would be
funding for child care in the recent Provincial budget of March 2010.

Durham is very pleased that the province has re-instated the $63.5 million into Child
Care on an ongoing basis. However, the province has also just advised that there will
not be any Best Start Planning monies for 2010. This is of great concern, given the
ongoing success of Durham’s Best Start Network. Staff are negotiating with MCYS to
reinstate these essential community planning funds.

The Children’s Services gross operating budget for all services for 2009 is in excess of
$36.4 Million. Durham’s Best Start funding is in excess of $9.7 Million, and this
represents approximately ¼ of the Division’s annual operating budget.


The overall population of Durham is increasing, as are the number of families, including
the number of live births. The data also indicates that Durham has a higher percentage
of preterm births compared to Ontario, which may be increasing the demand for
services for children with special needs. However, the child population from 0 – 12
years has actually decreased, while the 13 and older youth group numbers have
increased. Population forecasts project that the overall total population increases will
continue. These continual changes will impact the demand for a wide variety of
services including child care.

Durham is becoming more diverse as newcomers and immigrants move into the region.
There is an increased number of people who have identified themselves as Aboriginal
and there is also an increased number of identified Francophones. Service providers
should enter into appropriate discussions to ensure that they understand each family’s
particular needs and then strive to deliver the necessary service.

The physical geography of our region results in different challenges for the eight
municipal areas, including in some cases lack of transportation, and/ or lack of available
services such as housing and child care. Service providers are well aware of these
limitations and are committed to continually trying to improve services.

Over the last two years the declining economy has typically had an impact on demand
for services. Across Durham Region there have been many employers who have
reduced their services, laying off workers, or closing their businesses. As a result, there
has been an increased demand for social assistance programs such as Ontario Works
and child care. It is expected that demands for social service programs will continue
throughout 2010. This will create additional pressures for service providers, including
increased waiting lists for child care fee subsidy.

It is important to consider the current environment when planning to meet the needs of
the community. There are some very different needs across Durham and it is important
that service providers consider this when developing their own service plans.


Children’s Services Division as the Consolidated Municipal Service Manager

In 1999, the Region of Durham Children’s Services Division was identified by the
Province as the designated Consolidated Municipal Service Manager (CMSM) for the
purpose of implementing a variety of child care services in Durham Region, which
included: Fee Subsidy (Day Nurseries Act and Ontario Works child care funding);
Special Needs Resourcing program funding; Resource Centre program funding; and
Wage Subsidy and Pay Equity funding.

At that time the Province also identified that as the CMSM, the Children’s Services
Division was responsible for the development of a Child Care Service Management plan
created in consultation with community stakeholders.          A Child Care Service
Management Plan was to be completed and submitted to the MCYS along with the
annual Service Agreement.

In addition to, and administering and providing the provincial mandated services of Fee
Subsidy, Wage Subsidy and Special Needs Resourcing, Children’s Services is also
responsible for managing 6 Municipally Operated Child Care Centres and 3 Nursery
School Programs in Brock Township, as well as, Durham Behaviour Management

The Director of the Children’s Services Division Co-Chairs Durham’s Best Start Network
and Divisional Staff participate on community based Child Care related committees.


As the CMSM, Children’s Services is responsible for managing the implementation of
specific program areas identified by the province. Initially, in 2000 there was the one
DNA Administration line in the Service Contract related to the delivery of DNA
programs, including Ontario Works Child Care. This funding was to be cost shared at
50% provincial / 50% regional funds and it has remained at the same level since, 2000.
Given that the region has had annual increase to staff wages and benefit costs every
year, this has created challenges to meet actual expenses.

Over the years with the introduction of various programs, the province has provided
additional Administration funds along with the program. For example, with the
introduction of the Early Learning Child Care program, a new Administration line was
added to the MCYS Service Contract, noted as ELCC Administration. The cost share
for this line is also set at 50/50. Again, the funding level for this stream has remained at
the same initial level.

Similarly, with the introduction of Best Start, there was a Best Start Administration line
added, however this program is funded with 100% provincial dollars. Therefore, we
now have three separate Administration funding streams to work with, monitor, and
report on with different funding levels.



Income testing was mandated and implemented January 2007 replacing the “Needs
Test” method of determining eligibility for fee subsidy. Effective January 2010, all
families applying for the subsidy waitlist must provide their current Notice of
Assessment (NOA). This was implemented to assist with the waitlist management.
Also, as per the Ministry guidelines, a first come, first served/special population waitlist
was implemented as of January 2008.

As of May 31, 2010 there are 2,178 children waiting for a child care subsidy and the
average wait time is 19 months. Approximately 50 new children are added to the
waitlist per week showing the increased demand for child care assistance within
Durham. The division is currently working on developing an on-line subsidy application,
to allow families to apply via computer to improve customer service. However, without
additional funding the Division will not be able to serve more children.

Ontario Works Child Care (OW)

Ontario Works Child Care funds are managed by the Children’s Services Division and
are intended to assist OW recipients to participate in approved employment assistance
activities as documented in their signed participation agreement, Ontario Works families
requiring child care are a priority and, pending space availability, are served following a
different process as they are considered a special population with their own funding
stream. OW child care funds may only be used to support OW clients.

There is an increasing demand for OW child care and Durham has traditionally used
regional funds such as the National Child Benefit Reinvestment (NCBR) and now the
Social Investment Funds (SIF) to supplement the OW childcare allocation so as to
provide support for more families requiring childcare.

National Child Benefit Reinvestment (NCBR) and Social Investment Funding (SIF)

Initially, municipalities were required to use the NCBR funding to support programs that
reduced poverty and promoted attachment to the workforce. In Children’s Services, the
funds were directed toward child care subsidies to assist in reducing the waiting list and
supporting families whose circumstances make them ineligible for regular DNA funding
(e.g. child care during a family crisis, no licensed care available etc.) In 2009 SIF
replaced NCBR as a result of the social assistance restructuring. The Social
Investment funding for Children’s Services is being utilized in a similar manner to
support the families that cannot access regular funding.

Child Care Funding Amounts by Funding Type

Child Care Fee Subsidy 2009 – 2010

Type of Funding                          2009                    2010 Expected
DNA                                      5,404,796               5,404,796
ELCC                                     2,436,245*              2,417,245
Ontario Works Formal                     1,251,214*              1,064,000
Ontario Works Informal                   300,000                 300,000
Best Start                               4,219,335*              4,179,500
Best Start CCFS                          793,775*                890,500
*(*includes additional one time NCB funds)

Children Receiving Fee Subsidies by Age Group December 31, 2009

Age Group            # Subsidized          $ Average Subsidy        $ Average Annual
                     Children              (full day)               Cost of Space
Infants              93                    $44.50                   $11,615.56
Toddlers             215                   $38.34                   $10,007.11
Preschool            449                   $35.04                   $9,146.32
JK / SK              581                   $33.43                   $8,726.21
School Aged          758                   $23.16                   $6,044.25

Historical Waiting List Data for Child Care Fee Subsidy in Durham

January 1, 2007:            1423
June 2007:                  1984
January 1, 2008:            1288
June 2008:                  1672
January 1, 2009:            2110
June 2009:                  2503
January 1, 2010:            2627

The number of Durham families waiting and the length of time they are waiting for child
care fee subsidy is increasing at an alarming rate.

Note: the decrease that occurred between June 2007 and January 2008 can be
attributed to an increase of Best Start provincial funding, which allowed for a significant
number of placements to be made, thereby reducing the waiting list. However since
that time, the number of new applicants for child care fee subsidy each month has
exceeded the number of placements made, therefore the waiting list and waiting time
continues to increase.

Waiting List Data for Fee Subsidy 2009

Description                               Statistic Data
# Children waiting at January 1, 2010     2717
Family Data as of December 31, 2009       Working            School
# Single Parents                          1110               174
# Two Parent Families                     971                130
# Children identified with Special        62
# Children identified with Social Needs   10
# Children Relief Care                    76
# Job Search                              184

The chart on the following pages is a comparison of the number of Fee Subsidy
Children waiting and the number of children placed by quarter for 2008 and 2009.

    2008 – 2009 Comparison Chart Children Waiting & Placed for Fee Subsidy



It is the goal of Children’s Services to maintain service agreements for the purchase of
child care spaces with as many child care programs as possible to facilitate parental
choice. Presently there are three Operating Criteria that outline clear expectations
around service standards (e.g. one each for centre based care, home child care and
recreation programs). There is also a draft criteria for school based programs which will
be finalized in the upcoming weeks.

Quality and contract compliance staff work with the programs to ensure that the
required standards for quality programming, health and safety etc. are realized. Two
unscheduled inspections are carried out on each program with a purchase of service
agreement annually with additional support being offered if warranted. The assessment
of the program is a “snap shot” of the environment and events the children are
experiencing. A summary report of each inspection is provided to the supervisor of the
program and a copy is kept on file at the Children’s Services offices. There may be
follow up recommendations and/or additional inspections. In the event of non
compliance, sanctions may be imposed. These sanctions are progressive in nature and
designed to ensure that the program returns to optimal operating status.

                       Children's Services Division
             Purchase of Service Agreements Changes by Year

                                    2007              2008              2009

     # of New Contracts              4                 10                 6
      # Site Additions to
                                     3                  1                 3
      Existing Contracts
   # Contract Terminations           1                  2                 2
       # of Fee Subsidy
                                     73                78                82

Over the years the number of service contracts has been increasing. Even without any
Ministry Child Care “Start Up” funds, new programs have continued to open. Primarily,
Commercial Child Care Operators are opening new programs across the region.

The following chart identifies the current breakdown of operators by auspice with and
without Purchase of Service (POS) Agreements for Fee Subsidy


Head Office (with Fee Subsidy POS)

Non Profit      37
Commercial      44
Total           81
Head Office (without Fee Subsidy POS)

Non Profit      8
Commercial      15
Total           23


Sites (with Fee Subsidy POS)

Non Profit      116
Commercial      49
Total           165
Sites (without Fee Subsidy POS)

Non Profit      10
Commercial      15
Total           25
The numbers of Commercial Head Offices with Purchase of Service for Fee Subsidy is
greater than the number of Non-Profit Head Offices, however, there are several large
multi-site non-profit operators including: School House Playcare, YMCA, PRYDE and
the Regional Municipal Programs.

The actual number of Non-Profit sites is greater than the number of commercially
operated sites.


There are currently six School Boards in Durham Region. Each school board has their
own policies with regard to Child Care Operators or recreation service providers who
operate programs on site in their schools.

The following chart identifies the change in the number of schools with Child Care on
site from 2004 to 2010.

Review of Durham Elementary School sites with Child Care Centre sites 2004 -

                                                        Total Number of   Total Number of
                        Total Number   Total Number
Elementary Schools                                       On-Site Child     On-Site Child
                         of Schools          of
Boards in Durham                                        Care Programs     Care Programs
                            2004       Schools 2010
                                                              2004              2010

  Durham Catholic
                            42              39                12                   12
   School Board

  Durham District
   School Board              2               2                 0                   0

 Durham District SB         105             109               24                   22

  Conseil scolaire
                             2               4                 2                   3
public de catholique

  Conseil scolaire
                             1               1                 0                   1
  public de district
 Pineridge Victoria
                             5               7                 0                   5
 Clarington Catholic
   School Board
Kawartha Pine Ridge
                            25              21                 5                   8
District School Board

       Totals               182             183               43                   51

Note: Some of the additional child care in school sites was developed with Best Start
capital funding.


When the province transferred the responsibility for managing the child care system in
1999/2000, it was recommended that CMSM’s address the inequity of funding within the
“original” wage subsidy allocation. At the time of the transfer of responsibilities,
commercial operators were eligible for 50% of the funding that non-profit operators were
entitled to. As well, there were numerous programs not receiving any wage subsidy
funding (commercial and non-profit) as the province did not fund new or expanded
operations. These inequities created challenges for service providers.

In 2002, Durham undertook to address this inequity by developing and implementing a 5
year Wage Subsidy Redistribution Plan as a part of their Child Care Service
Management Plan. There was consensus within the child care community that wage
subsidy should be distributed in a manner that was equitable regardless of auspice and
the community was committed to working collaboratively with the Region to create a
strategy that permitted movement towards a more equitable allocation. Essentially, as
there were no additional funds available, the operators agreed to a reallocation process
that would deduct funds from some operators to give to other operators over a 5-year
period until everyone was receiving a comparable amount of funding. It was agreed
however that any new or expanded programs after the inception of this plan would not
be eligible to receive funds. While the participants recognized that this meant that there
would still be inequities, it was decided that the stability of the entire system would
ultimately suffer if the funding was spread too thin.

In 2006/07 the Best Start initiative was introduced by the province, part of which
endeavoured to address the increasing need for assistance with staff wages within the
child care sector.

There were 3 types of wage subsidy funding:


   1. Wage Subsidy (original)
      Downloaded to CMSM in 1999/2000. Total annual funding remains at the
      1999/2000 level of $5,380,105, which is cost shared between the MCYS and the
      CMSM (80/20). This figure includes $660,854 in Pay Equity funding. The intent
      is to provide direct funding that is ongoing and supplements the wages of early
      childhood staff currently working with children 0 to 12 years of age in the
      regulated child care system, in both the for-profit and non-profit sectors.
      (Licensed child care programs, licensed Home Child Care and Special Needs
      Resourcing Agencies.)

2. Best Start Wage Subsidy
   Initially, the intent of these 100% provincial funds was to help support the wages
   relating to the 119 new staff associated with the 2006 Best Start space
   expansion within the licensed sector serving children 0 to 6 years of age.
   The original amount was $669,900. Over subsequent years, the region utilized
   some Best Start operational funding to increase the number of programs
   receiving these funds. In 2009, $933,832 in Best Start Wage Subsidy was
   distributed to child care operators to help support staff wages. The MCYS
   announced that the Best Start funding would end March 31, 2010 unless further
   support was received from the Federal government. As previously mentioned,
   we are pleased that the provincial government has re-instated the $63 million,
   part of which will support Best Start wage subsidy/improvements.

3. Best Start Wage Improvement
   The intent of this 100% provincial subsidy is to provide funds toward an annual
   wage increase for all existing early childhood program staff currently working with
   children 0 to 12 years of age in the regulated child care system.

  Along with the annualized base funding of $285,200, the MCYS has provided
  $1,026,300 in additional funds making the 2010 total funding in Best Start Wage
  Improvement $1,311,500.
Today’s Picture

Overall in 2010 there is a total of $7,625,437 in combined funding directed towards
salaries within the child care system.
    There are 104 child care operators in Durham operating 190 licensed sites
       (including 5 Home Child Care Agencies)
    90 of the 104 programs receive some form of wage subsidy:
            o 87% of the child care programs receive some “original” wage subsidy
               (they also receive Best Start funding)
            o 14% of the child care programs receive limited Best Start Wage
               Subsidy/Improvement funds (but no “original” wage subsidy)
            o 13% of the programs receive no wage subsidies at all as it was agreed
               that a cut off point regarding eligibility would need to be established to
               maintain the stability of the existing system.
            o Also, many existing programs that have expanded do not receive
               additional funds to support their increase in staff
    The maximum allowable allocation for wage subsidy as determined by the
       MCYS is $9,534 per FTE, per year, excluding Best Start funds which can be
       applied on top of this amount.
    There is approximately 1,318 eligible full time equivalent (FTE) staff working
       in the child care sector in Durham. None of Durham’s programs receive the
       full MCYS entitlement. Those programs receiving “original” wage subsidy get
       approx $6,355 per eligible FTE (66% of the full entitlement).
    In total, the combined 2010 Best Start wage improvement funds calculate to
       approximately $1,103 per eligible FTE. These funds can be over and above
       the MCYS maximum.

          The region would require an additional $4,938,849 for all child care staff to
           receive the full MCYS wage subsidy entitlement. This figure does not take
           into account any future growth.

Wage Subsidy Program Estimated for 2010

Funding Type                        Dollar Amount        # FTE Staff (estimated)
DNA Non-Profit                      $4,234,908           748.01
DNA Commercial                      $1,145,197           299.61
Best Start Wage Subsidy Non-
                                    $604,259             845.53
Best Start Wage Subsidy
                                    $329,573             461.61
Best Start Wage Improvement
                                    $845,443             845.53
Non- Profit
Best Start Wage Improvement
                                    $466,057             461.61


Four funded programs providing resources to children with Special Needs are meeting
the needs of many families. The programs are Durham Behaviour Management
Services (DBMS), Grandview Children’s Centre – Preschool Outreach Program (POP),
Ontario Foundation for Visually Impaired Children (OFVIC) and Resources for
Exceptional Children and Youth (RFECY).

Each of these programs provides specific services to children with special needs within
Durham. Agencies have highlighted the fact that operational costs are increasing while
for the most part, their funding remains static. For example one agency faced a
significant increase in the costs of staff benefits this year and as their lease expires in
2011 after 5 years, they anticipate substantial costs with renewal. This results in the
ability to serve fewer children.

Also, there are more children being identified with special needs earlier, putting
additional pressures on agencies involved and resulting in lengthy waiting lists for some
programs. Increasing rates of referrals have increased pressure on program staff to
balance a timely response to new referrals ensuring that high quality services are
available for the intensity and duration of time needed to appropriately address
children's complex issues. As such this results in families having to wait when longer-
term intensive services are required and increases the risk of placement breakdown and
subsequent impact to the child, family, and child care operator if timely responses to
new referrals are not readily available.

Another issue with the higher level of complexity of children’s needs is that it creates a
Human Resource issue from the perspective of recruitment and also an increased need
for ongoing training. This translates into availability of resources to provide the level of
training necessary and of course the costs associated with it.
It should be noted, that many of the child care operators who utilize the enhanced
staffing option subsidize the costs for this from their own budgets in order to make the
funding go further (i.e. the operator “tops up” the staff salary or employs the staff for
additional hours that are not covered by the special needs agency involved.) This
practice is creating increasing difficulties for the child care operators as it forces up their
overall costs each year and the Region as CMSM has been unable to reflect the
increased costs in the agencies base funding rates.

SNR Service Statistics For 2009

   Service Elements                 Targets                     Actuals
    Children Served                  1920                        1884
     FTE (Staffing)                  58.15                       57.97

Special Needs Resourcing Funded Programs at December 31, 2009

Funded Agency                                 # Children Served
Resources for Exceptional Children
and Youth
Durham Behaviour Management
Preschool Outreach Program                            347
Ontario Foundation for Visually
Impaired Children
Total Served                                         1884

Note: Each Special Needs Resourcing Agency manages their case loads and
potential waiting lists differently making capturing waitlist information difficult.

CMSM Funding Comparison 2005 - 2010

The following section of this plan will outline the current CMSM pressures and
recommendations from Children’s Services Division.


Current CMSM Pressures in Durham Region

     The changing demographics of the region is impacting on services. With an
      increasing number of children being born in the region, there is an overall
      increased demand for services.
     Waiting list for Fee Subsidy continues to grow on a weekly basis, with
      placements being made on a “one out, one in” basis
     Waiting times have increased to approximately 18 months
     At funding capacity, maximum number of children placed with available funds.
     No provincial increases to DNA funding streams since 2000, creates challenges
      for Administration due to annual staff wage increases
     No change to base DNA and OW Fee Subsidy funding levels since 2000
     Unable to maintain the provincial / regional cost sharing formula’s – the Region is
      already providing 100% funding for some program areas
     Increasing the amount of Regional funds equals increases to the tax base
     Current Economy: Growing demand for Ontario Works assistance, increased
      pressure to support the clients child care needs
     The region is meeting Child Care Operator’s annual fee increases to cover the
      cost of care, however results in reduced capacity to serve children
     Increased numbers of children being identified as having special needs, perhaps
      due to earlier identification processes
     No funding increases for the four funded Special Needs Resourcing programs,
      results in waiting lists and increased wait times for some programs
     The agencies are reporting staff recruitment and retention issues based on
      increasingly complexity of children’s needs.
     Tremendous inequity regarding wage subsidies, as some programs receive it,
      others receive nothing depending on when they entered the system
     Currently, the Data Analysis Coordinator (DAC) position is funded and managed
      through the Ontario Early Years program, Children’s Services Division does not
      have the current staffing resources or capacity to access the data it requires for

Administration Challenges and Recommendations

     Having several Administration funding streams is cumbersome to manage and
      report on and annual funding costs need to be reviewed and supported
     Children’s Services staff recommend the province combine the Administration
      funds into one stream and provide for annual economic increases
     Children’s Services staff recommend that the province provide the necessary
      resources for Data Analysis support to the CMSM

Fee Subsidy Challenges and Recommendations

     Given the high number of families waiting, without any additional funding for fee
      subsidy, the waiting time will continue to increase.
     Children’s Services staff will continue to identify the increased need for additional
      funds to MCYS to sustain the number of children served.
Wage Subsidy Challenges and Recommendations

     This program has evolved over the years with various funding streams being
      added which have specific service targets. It is cumbersome for the CMSM to
      manage and difficult for the Child Care Operator to understand.
     Children’s Services Division will continue to identify these funding inequities to
      MCYS and would welcome the opportunity to combine all the funding into one

Special Needs Resourcing Challenges and Recommendations

     The number of children with special needs requiring services is increasing.
     There are other service providers who are not included in this Special Needs
      Resourcing funding stream, such as Infant and Child Development Services
     Children’s Services Division recommends that the ministry review the existing
      system and include the funding all the special needs resourcing service providers
      within this stream.
     Children’s Services Division will continue to identify the increased need for
      additional funds to MCYS to reduce wait times and to serve the children’s needs.


In this section of the plan, child care programs and agencies have provided an overview
of their services, along with identifying any current service and / or operational
pressures. The following programs and agencies are all members of Durham’s Best
Start Network.


General Overview

Catholic Family Services of Durham commenced operations in 1981 under the auspices
of Catholic Charities of the Archdiocese of Toronto. The organization was incorporated
in 1983 in Ontario as a corporation without share capital. Catholic Family Services of
Durham is a charitable organization in accordance with the Income Tax Act.

The mission of the organization is to work to strengthen the emotional and social
functioning of individuals and families (regardless of denomination) through counselling,
prevention and education within a framework of Catholic values. We serve over 2000
persons each year and are committed to community collaboration.

The Ontario Ministry of Community and Social Services has funded the organization on
an annualized basis since the mid nineteen nineties. Currently MCSS funds about 64%
of the agency’s operating budget. We have acted as lead agency in a number of MCSS
funded community collaborations. Catholic Charities of the Archdiocese of Toronto has
been a sustaining funder since 1983, currently providing approximately 36% of the
operating budget annually. Funding is also received from the regional United Ways,
enabling the agency to offer a wide range of services to meet the needs of the diverse
community in Durham.


Committed to serve in a spirit of mission with Christ and according to the teachings of
the Catholic Church, Catholic Family Services of Durham has a special commitment to
those experiencing difficulties, to be in solidarity with them and to collaborate with them
in order to facilitate personal growth and well being.

Areas of Effort

In achieving its Mission, Philosophy and Values, Catholic Family Services will:

      Develop services to address needs of the area;
      Strive for accessibility to all of its services;
      Provide high quality counselling service to individuals, couples and families;
      Implement educational programs aimed at strengthening families and the
       interpersonal skills of individuals;
      Act as a resource to the parishes in Durham Region;

       Undertake community development work to strengthen the capacity of parishes
        to address social issues;
       Work with parishes and the community to reduce the incidence of family
       Empower victims of family violence and sexual abuse in obtaining protection and
        in strengthening their lives;
       Provide a rewarding and supportive working and service environment;
       Be fiscally responsible;
       Work collaboratively/cooperatively with other social service organizations.
Revised November 2008

Agency Mandate

Catholic Family Services of Durham provides counselling services to individuals,
couples, families and children residing in Durham Region who are experiencing
difficulties with personal, interpersonal, social, psychosocial and emotional functioning.

Accessibility to Services of Durham

In adherence to the Human Rights Code, the agency’s services are made available to
anyone who resides in Durham Region without discrimination because of race,
ancestry, place of origin, colour, ethnic origin, citizenship, creed, religion, sex, sexual
orientation, age, record of offences, marital status, family status, physical and mental
disability, economic condition or cultural affiliation.



Service Description

The Central East Community Care Access Centre (CECCAC) provides a single point of
access for people of all ages for:

        Information and referral to community services
        Provision of in-home health care services
        Admission to long-term care homes and programs
        School Health Support Services (SHSS)

The Children/School Health Support Services Program is specifically designed for
children from birth to 18 years of age who have a short or long term illness, a physical
disability or require assistance due to an injury or recent hospital stay.

Service in the home may include:

       Professional Services
       Case Management
       Nursing
       Occupational Therapy
        Speech-Language Pathology
        Dietician
        Social Work
        Support Services
        Personal Support Workers
        Medical Equipment
        Medical Supplies
        Drug Card

 The School Health Support Services program provides services to assist students with
 medical and/or rehabilitation needs that are beyond the range and responsibility of
 school staff. Through this program students are able to attend school along with their

 Services in the school may include:

        Nursing
        Occupational Therapy
        Physiotherapy
        Speech Therapy

 Role of the Case Manager

 The Case Manager works closely with families and other team members to:

        Assess the needs of the child/student
        Determine eligibility
        Develop and coordinate a service plan
        Arrange for and monitor services
        Provide information and community resources
        Evaluate outcomes

 Referral Process

Referrals to the Central east CCAC can be made by telephone or in person by
individuals, or with consent, a family member, friend, physician or other health care
agency, school personnel, or institution.


Community Living Durham North provides support to children, youth and adults with an
intellectual disability and their families who live in Scugog, Uxbridge and Brock townships.
The purpose of Community Living Durham North is to support people to live, work and
enjoy life in their own community. We believe that people who have disabilities must be
empowered to:

        Live as independently as possible, supported to the extent that is necessary to
         meet individual needs

        Make real choices, however those choices are expressed
        Enjoy real friendships and other naturally supportive relationships
        Experience the security or unquestioned inclusion in their community.

Community Living Durham North offers:

        Residential services for adults, which include group homes options, supported
         independent living and family home.
        Respite care which provides short term care and accommodation, giving the
         family occasional periods of planned respite. We presently operate a children’s
         program on the weekends and an Adult Time Share Respite during the week.
        Services for youth: a weekly recreational youth group and a transitional support
         program that assists youth as they graduate from high school.
         Case Management supports for children, youth, adults and their families to
         access services and resources in their community.
        Several daytime options: recreation and leisure, education, volunteer
         opportunities, and employment.

Community Living Durham North provides service to over 250 families. Currently our
agency operates a children’s respite home. We are a non-profit organization funded by
the Ministry of Community and Social Services.



Mandated under the Child and Family Service Act to provide child welfare services in
Durham Region including: child protection services, foster care and other in-care
placements for children, guidance, counselling and referrals for service for children, youth
and families, and adoption services.
Staffed by 353.7 FTE 2009-10 year end. With current financial situation there are 31 staff
lay-off April - July 2010.

2009-10 Durham Children’s Aid Society recent service levels

5653 families served
1154 children/youth (ages 0-21 years) in care throughout the year, approximately 900 in
care at any given time
Foster/kin/ adoptions homes - 351
Volunteers - 134

Durham CAS is under a significant funding pressure due to the change in funding practice
by the Ministry of Children and Youth Services. In spite of significant cost containment,
we ended the year with an unfunded deficit of approx. $2.9M. We have cut 8% of our
staff to attempt to manage our deficit. We are facing approx. $2.7M deficit for 2010-11.
Further cuts would negatively impact our ability to deliver frontline services and our
capacity to collaborate with community service partners.

There has been an increase in our service volumes in protection services in the last half
of 2009-10 because of the recession.
Under the CFSA and its regulations and standards, there can be no wait list for child
protection services
-There is a wait list for adoption services. This is based on the children available for
adoption, their needs, and the number of suitable potential adoptive parents, screening
and training of adoptive parents prior to a "match" with a child.



Program Mandate:

Durham Behaviour Management Services provides behaviour consultation, education and
training services to parents, care providers, and other community-based professionals for
children ages 2 through 12 with significant behaviour difficulties and ages 2 through 6 with
developmental disabilities. Services are evidence based and outcome focused and is
comprised of individualized intervention programs utilizing applied behaviour analysis.

Current Service Levels:

Durham Behaviour Management Services is comprised of 11 Behaviour Consultants
serving all of Durham Region. A variety of services are provided to approximately 900
clients annually including children, families, early learning and child care providers, and
other professionals.

Current Pressures:

In 2009, the program received an average of approximately 37 new referrals each month,
receiving more than 450 referrals by year end. This is an increase of nearly 20% from
2008, and an increase of approximately 30% from 2005. As well, due to the potential
impact of severe behaviour difficulties on the child, family, and child care operator (i.e.,
placement breakdown), referrals for behaviour consultation require timely attention,
support, and highly specialized interventions. The increasing rate of referrals has
increased pressure on program staff as the program works to balance a timely response
to new referrals while ensuring that high quality services are available for the intensity and
duration of time needed to appropriately address children's complex behaviour difficulties.
As such, although families may access short-term levels of support, this results in families
having to wait an average of approximately 6 months or longer when longer-term
intensive services are required.



Durham Farm and Rural Family Resources was founded in 1988 to address the rising
incidence of injuries to children being taken into the farm workplace. In 2003, the
organization signed purchase of service agreements to deliver Ontario Early Years
programming in north Durham Region. The philosophy and intent of the Early Years were
fully consistent with the work and vision of DFRFR and we were in an excellent position to
be eligible for this funding. Through two separate purchase of service agreements,
DFRFR oversees the direct management, operations and administration of four parent-
child early learning centres, one in Uxbridge Township and three in Brock Township.
These high quality early learning programs are developed and based on community input
and consultation.

Uxbridge Township

In the spring of 2006 the YMCA, our primary funder for Early Years programming in
Uxbridge Township, approached us with a plan to create a new childcare centre in
Uxbridge. The vision for the space was to create a “Hub” for families living in north
Durham through Best Start funding. This combined site of childcare and Early Years
programming opened to families in February 2007. The Uxbridge Centre is an ideal
access point for all families in the north part of the region to services and supports for
children. Participant numbers have increased steadily since the move and staff are now
observing that families from Brock Township are traveling to Uxbridge programs.

The Uxbridge Centre offers Early Learning programming Monday to Thursday 9 am to
2pm. In addition we offer a Toy Resource and Lending Library, Parent Resource Library,
Parent Workshops, child focus learning opportunities, Caregiver Registry and a
commitment to a yearly Ready Set Grow Check Up. All services offered are non fee.

Year to date Stats 2009/2010 Uxbridge Township
In total 2,720 children and 1,567 adults visited the Uxbridge Centre, with 545 referrals
made to outside agencies.

Brock Township

Through a purchase of service agreement with OEYC Halliburton, Victoria, Brock Inc.,
DFRFR offers Early Years programming in the three rural communities of Beaverton,
Cannington, and Sunderland. Due to financial constraints this has consistently
proven to be a challenge. On a year to year basis our organization is uncertain of
receiving continued funding and is in the position of vying for very limited
programming dollars. We are grateful for the funding we do receive from OEYC
Halliburton, Victoria, Brock Inc; however it does not meet the needs of these north
Durham rural communities and does not allow us to deliver planned, consistent
programming. In all three Brock communities, our organization works in partnership with
FCAP and with the Region of Durham’s Brock Nursery Schools. All equipment,
resources, and materials are shared; we actually own very little at these locations and
would not be able to operate without these partnerships.

Through 4 separate funding streams our organization has been able to reach its goal of
offering consistent and equitable Early Learning programming in Brock Township.
Currently, in the community of Beaverton, working in partnership with the Durham District
School Board and FCAP, OEYFC programming is available at the Beaverton Public
School on Tuesday, Wednesday’s and Thursday’s from 8:30 am to 1:30pm.

In the community of Cannington, OEYC programming is offered Monday and Friday, 9am
to 12pm at the Cannington Arena in partnership with the Brock Nursery School. In the
community of Sunderland in partnership with Brock Nursery School, again OEYC
programming is available on Friday’s from 9am to 12pm. For the summer months of July
and August due to limited funding all programs close. At all three centres Parent
Resources libraries are available, parent education workshops and child focus learning.
All services offered are non fee.

Year to date Stats 2009 to 2010 Brock Township

In total 613 children and adults visited the Beaverton program, with 1241 children and
adult visits in Cannington and 474 adult and child visits to Sunderland. At all three
locations there has been a noted significant increase in participant users.

            Challenges Facing Durham Farm and Rural Family Resources

     A main and ongoing challenge our organization faces is consistent and stable
      funding. As mentioned on a year to year basis DFRFR is unsure of receiving
      continued funding and must advocate for very limited dollars. At this time our
      Treasurer (volunteer) is monitoring/tracking five separate and temporary funding
     DFRFR employs five staff in total; all are part time positions due to funding
      constraints. This becomes a challenge in meeting increasing community needs
      and partnerships.
     DFRFR is invited to represent “the north” at virtually every round table discussion
      or committee regarding services for children: FCAP Community Advisory
      Committee, Precious Minds Advisory Council, Best Start - Hub Sub Committee.
      While most agencies recognize that the northern, more rural part of the Region
      has unique needs, to our knowledge there is no other organization invited to
      those tables which can consistently speak up for those needs.
     Families look to us for support and advice in the process of locating childcare. In
      a rural area with very limited childcare options, planning, searching, and piecing
      together childcare takes time. We are often approached by parents of children
      with special needs for help in this area also.
     We are approached by both townships for input regarding services available to
      children and families and have been invited to present information about quality
      childcare, school readiness, services for children.
     We advocate for and assist with arrangements related to services routinely
      available in more urban areas of Region to ensure they are also available in the
      north on consistent basis, i.e. Ready Set Grow clinics, speech and language


 Durham Preschool Speech and Language Program provides speech and language
 services to preschool children who meet eligibility criteria. The principal functions of the
 program are early identification, assessment, and a range of interventions – education,
 consultation, mediated therapy and direct treatment. Children served: birth to the age
 eligibility to enroll in Senior Kindergarten. The average wait time for an initial

assessment is 43.29 weeks. There were approximately 724 children waiting for an initial
assessment. There were 2665 children served (2009-2010).


Since 1992 Durham Region has had the benefit of a Supervised Access Program to
serve families experiencing problems with custody and access issues post separation or
divorce. The Supervised Access Program is operated under the auspices of the YMCA
and is funded through the Ministry of the Attorney General. The program provides a
safe, neutral, child centered location for supervised visits or exchanges between non-
residential parents and their children. Staff supervises each visit with the assistance of
trained program volunteers. The staff and volunteers complete observational notes that
summarize the highlights of the visits or exchanges. This information is available to the
participants or their lawyers when requested, and can be helpful in clarifying issues and
further decision-making.

Visits or exchanges are provided at 4 locations across Durham Region in Pickering,
Ajax and Oshawa. Supervised visits are scheduled for a two-hour period, while
exchanges can be set up for varying times, within our hours of operation. Waiting lists
do occur and vary depending on location and time requested for the service. Specific
times are detailed in our brochure available through our office or at the Family Law
Information Centre located at the Court.


We are Federal Health dollar funded to work with children 6 and under at risk of not
meeting their optimal potential and their families. At risk by the Public Health Agency of
Canada is defined by: teen parents, recent immigrants, single parents, rural/isolated
communities, educational level of family and the economic conditions of the family. We
currently run 19 parent/child programs targeted at groups in high risk communities
across Durham region. In addition we run formal parenting programs and Schools Cool.
The level of support needed with the high risk families has increased greatly over the
last few years. Over half of our clients have 3 or more risk factors and this means they
need more contact between the weekly programs. The Schools Cool program for this
summer has 3 times the applications as spots at each of the 7 sites across the region.
We are planning to serve as many children as possible within our funding structure.


Grandview Children’s Centre offers a range of programs and services to children and
young adults with physical and communication disabilities.

A team of caring staff provide services to children living in Durham Region. Services are
offered at our main site in Oshawa, our satellite sites in Ajax and Whitby and our
community outreach sites in Port Perry, Bowmanville and Greenbank.

Our aim is to help children achieve their highest level of independence in the
Grandview offers: medical services, physiotherapy, occupational therapy, speech
language pathology, audiology, family support services and recreation

Staff work in teams to provide a coordinated approach to care. They assess, diagnose,
consult with parents and families to establish a plan of care, and offer information and
intervention as needed, and make referrals to appropriate community agencies.
Specialized services include Orthopaedic, Orthotic and Muscle Tone Clinics.

Grandview is the lead and host agency for the Preschool Outreach Program and the
Durham Preschool Speech and Language Program.

The Preschool Outreach Program (POP) provides consultation services for children with
physical, developmental and/or communication delays. Service is provided based on
issues and needs expressed by the licensed childcare provider. Based on needs, an
assessment or observation is conducted by one or more of the following professionals:
physiotherapist, occupational therapist, speech language pathologist or audiologist.
Children served - 0-12 attending licensed child care program in Durham Region
(Occupational Therapist and/or Physiotherapist only for physically challenged children
6-12 who are clients of Grandview). Services are provided within an average time frame
of 4-6 weeks. Total clients served – 372. Total number of nursery schools served - 112
(reporting period - 01 January 2009 to 31 December 2009).

Grandview Children’s Centre Service Levels (for all programs) for 2009-2010

Number of children who…
Were referred during the year               2,017
Received services during the year           4,411
Are on wait lists (excl. specialty clinics) 1,334

Current pressures: long wait times for service, long wait lists, limited resources, space.
Even with these challenges, the number of referrals and number of children served
increases every year and all services are provided within budget.

Services Gaps: Many of our clients who require an augmentative communication
system have to go to Bloorview Kids Rehab. There are approximately 200 Durham
children, who would benefit from an Augmentative Communication Services Clinic in the
Durham Region. Grandview has submitted a proposal to the Ministry of Children and
Youth Services for funding for such a clinic. We also feel that our clients who are
receiving School Health Support Services would benefit from the continuity of care if
Grandview was providing this service. We are currently participating in a pilot with the
Central East Community Care Access Centre with some of the clients from our on-site
section 68 schools.

Other comments: We are unsure of the impact the Full Day Early Learning Program will
have on services to our preschool age clients.


Infant and Child Development Services are part of the continuum of early years
prevention and early intervention programs in Ontario. Their mandate is to:
   Enhance the growth and development of infants and young children birth to 6 years
    with developmental disabilities or at risk for developmental delay;
   Promote the quality of life of the child and family.

Family-centred early intervention services are provided for infants and young children
and their families living in Durham region, primarily in the child’s home, but may be
provided in community settings as most appropriate for the child and family.

There are 675 infants and children currently receiving services from Infant and Child
Development, 298 infants and children waiting for service, 249 of whom are awaiting an
initial consult. Wait time range is as high as 8 months for service.

In 2009, there were 654 new referrals compared with 430 in 2008; 75% are under 6
months of age at referral.

Services provided by Infant and Child Development include:
    Screening and assessments to determine child’s developmental needs,
      including an in-depth preschool screen at 54 months for children born
      prematurely as well as other children as appropriate
    Recommendations to promote optimal child development as well as to provide
      specific recommendations or diagnoses that are used by school staff in meeting
      the child’s unique needs and to build in successful transition to and appropriate
      supports in the school setting
    Support to families in dealing with the child’s special needs
    Service coordination – information and assistance in obtaining other supports
      and services, including child care and funding
    Consultation to care providers as requested by parents
    Consultation to school staff (teachers, principals, and special education staff)
      regarding the recommendations arising from screening and assessment results.

Significant pressures currently occur in:

     Addressing the increasing number of referrals and managing the increasing wait
      list at the same time staff are carrying caseloads that average over 55 children
      per full-time staff.
    Increasing referrals for children over 3 years of age with later emerging
      developmental issues for screening and assessment for support for transition to
    Providing evidence based, best practice in depth pre-school screens at 54
      months of age to determine the need for later in-depth psycho-educational
      assessment at 5 years



Kinark Child and Family Services is an accredited Children’s Mental Health Centre
serving children (0-12) with social, emotional and behavioural issues and their families
in Durham Region.
Kinark operates Durham Region Central Intake for 6 community partners providing
children’s mental health services and programs.


The Durham Program serves approximately 740 children and their families each year.
Kinark offers a range of centre and community-based services including: Crisis
Response, Individual and Family Therapy, Group Counseling, Therapeutic Day Nursery
(0-6), Day Treatment, Residential Treatment Program, Stop Now and Plan (SNAP)
Outreach Program, Intensive Community-based Services, Multisystemic Therapy
(MST), Positive Parenting Program (Triple P), Brief Solution Focused Therapy. Direct
Response provides a brief intervention for families directly following a referral from
central Intake.

Current Pressures

Increasing need for children’s mental health services


  In partnership with their parents, Le centre de services de garde Les Lucioles’
  mandate is to promote the full development of preschool and schoolage children
  in a francophone child care setting.

  Current Pressures

  Les Lucioles Inc. is moving forward with the anticipation that they will receive the
  Best Start Wage Subsidy in July. Without the renewal of the Best Start Wage
  Subsidy, it had predicted that we would need to close centres as early as July or

  This year, we have finally stabilized after the many challenges brought about
  after opening 4 new Best Start programs in a very short period. We now seem to
  be able to look forward to raising the bar rather than just struggling for a foothold.
  We are most thankful that the Best Start Wage Subsidies were re-implemented
  and we are moving forward to celebrating the past 20 years successes and

   As a francophone centre the ELP project is not as threatening as it is to our
  English child care centre colleagues. We have survived the pressures that were
  imposed to our centres in the late nineties when the introduction of full day pre
kindergarten and kindergarten was initiated as a pilot project.

Operating francophone centres in a community in which its clients are a minority
of the population have different pressures that our counterpart in the English
speaking sector. We survived for a variety of reasons.

 We will examine the changes made to the Day Nurseries Act and adapt some
changes if they are beneficial to the children and to our services. For the next
school year, we are assured that we will still manage the before and after school
programs. Without the schoolage program revenue we would be in crisis.

Therefore, in anticipation that we may be faced with this challenge, Les Lucioles
will look at changing some group definitions. Our first focus point is to look at our
infant and toddler groups to see if a new outlook or approach would better assure
our continuity. Presently, we recognize the financial pressures of maintaining an
infant room.

As some School Boards have moved to sub contract their schoolage program to
outside agencies such as the Boys and Girls Club, Les Lucioles is interested in
studying the implications and keeping informed.

Waiting List Stats as of May 2010

Les Lucioles Oshawa

Presently has the best registration since the school limits were re-designated in
2005 to create a population for École JPII.
Infant care: 6 presently 20 on waiting list for Sept. DNA changes are very much in
discussions only 3 of the 20 infants on waiting list below 12 months
Toddler : 10-presently- 11 on waiting list
Preschool Rm C: presently 16-20 – holding steady at 16 for September
Preschool Rm D: 10 presently- 0 waiting list at this point
Schoolage: 25 presently in gym, 20 kindergarten and kindergarten--- holding
steady for Sept with 5 on waiting list

Les Lucioles Jean-Paul II (Whitby)

Toddlers : presently 8 enrolled – 3 on waiting list for a later date
Preschool : 20 ( full time and part time) – 2 waiting for space
Schoolage : 71 (full time and part time) – 8 on waiting list for a later date

Les Lucioles Antonine Maillet (Oshawa)

This child care being in a small populated school may benefit the most as a
consequences to the changes in DNA)

Toddlers: holding steady at 4 but with a promising registration of for Sept.
Preschool: 16 (full and part time) – zero waiting for space
Schoolage: 20 (full and part time) – zero waiting for space

Les Lucioles Programme immersion française (Whitby)

Infants: a steady waiting list to maintain 5-6-8 babies all this year
Toddlers: -presently full- waiting list is our infant care (6) plus 2
Preschool program: 16 presently plus 4 extra on Wednesday –RM 5 is organized
for surplus on that day. Expectation for September is 16 preschoolers plus
Schoolage: no waiting list, presently at 12 schoolagers

Les Lucioles Ajax

Toddlers: 7-8 presently – waiting list for Sept exceeds space
Preschool: 19-23 presently – waiting list for Sept will fill the spaces 20-24
Schoolage : Gym full now and in Sept. (30)
Pre kindergarten and kindergarten: running at 13-15 now, Registration in Sept
exceeds space. (20) will consider position expanding depending on changes to

Note: School day hours will change drastically in Sept for Notre-Dame-de-la-
Jeunesse and Jean Paul II as bus routes and company is changing.



The Ontario Early Years Centres (OEYCs) offer multiple programs, workshops and
resources to support the needs of Parents/Caregivers with children birth to six
years. OEYCs also provide training to professionals serving this age group within
our communities. These activities help to advance the provincial goals of the
Ontario Early Years Initiative.

OEYC programs are offered at more than 70 sites (including main, satellites and
outreach) across the four ridings. The Main OEYCs [one per Riding] together with
their Satellite sites are as follows:

 SITE                                                 RIDING SERVED
  Oshawa (Oshawa) Mainsite
      Dr C.F Cannon P.S. Parent &
      Family Literacy Best Start Hub

   Pickering-Ajax-Uxbridge OEYC
   (Pickering) Mainsite
        DFRFR Uxbridge Satellite                  Pickering-Ajax Uxbridge
        **Beaverton Parent and Family
        Literacy Best Start Hub
   Whitby-Ajax OEYC (Ajax) Mainsite
        Whitby Satellite
   Durham OEYC (Bowmanville) Mainsite
        Port Perry Satellite
        North Oshawa Satellite
        Newcastle Satellite
**Although Beaverton is not in the official OEYC catchment area, it is part of
Durham region and our partnership with the Durham District School Board. The
programs at this site are operated by Durham Farm and Rural Family Resources
and Family and Community Action Program (CAP-C).

Service Statistics for Durham Region OEYCs

                       Service Statistics 2009-2010
 Number of visits made by parents/caregivers                         43,574
 Number of unique children served                                     9,607
 Number of visits made by children                                   66,013
 Number of unique parents/caregivers served                           7,759
 Number of protocols/official linkages with other agencies and
 Number of Referrals made                                              3204

OEYC Participant Statistics

                                                   PARTICIPATION OF
                                                   CHILDREN BY AGE
 Parents/Caregivers:                           Children:
 Mothers                           72%         0-4 years old        84%
 Fathers                           14%         5-6 years old        16%
 Grandparents                      8%
 Caregivers                        4%
 Other adults                      3%

OEYC Programming

Ontario Early Years Centres provide a combination of open-door and pre-
registered programs to parents/caregivers, and their children, as well as
professionals, which include:
Child and Parent Interactive
Workshops/Seminars for Parents/Caregivers
Joint Programs with External Agencies
Workshops/Seminars for Professionals

The Durham OEYCs are supported by Early Literacy Specialists [ELS} and Data
Analysis Coordinators [DAC]. ELS’s promote literacy and numeracy development
through program delivery and professional workshops. They also provide literacy
resource materials. DACs support communities and Early Year’s agencies in
tracking, reporting, monitoring and analysis of information related to early year’s
The OEYC’s in Durham Region have been working together in a Collaborative
partnership with the Durham District School Board, Schoolhouse Playcare Child
Care Centres, FCAP, Oshawa Community Health Centre and Durham Farm and
Rural Family Resources to develop a system of Hubs that would provide
interactive play experiences for children, information and access to resources and
services for parents and caregivers. This year 2 Family Literacy Best Starts Hubs
were developed at Dr. C.F. Cannon P.S. and Beaverton P.S.
This Collaborative applied and was successful in receiving a Trillium Grant to
move forward on developing “Learning Together Sessions in a total of 80 schools
in the next two years, as well as community consultations in regard to Early
There are current plans to expand in two more locations in Oshawa at Queen
Elizabeth P.S. and Glen Street P.S. and one in Pickering at Vaughan Willard P.S.
We anticipate that more opportunities will become available as the collaborative
moves forward in its’ planning.



Mission Statement

As a leader in community health services and programs, we empower residents to
improve their physical, emotional and social well-being. We are dedicated to
building a strong and healthy Oshawa- "Your Wellness, Our Mission".

Vision Statement

We are instrumental in the creation of a caring and respecting community in which
all people have dignity and an optimum quality of life with access to a broad range
of programs and services.


Our primary focus is women, children and youth in Oshawa.


The Oshawa Community Health Centre is a community-owned, non-profit,
charitable organization. Since our founding in 1982 by volunteers, we have proudly
worked with our residents to build a strong and healthy community. We are
governed by a volunteer Board of Directors and funded primarily by the Central
East Local Health Integration Network. Many of our programs are supported by the
generosity of foundations and community support.
Our services include family medicine, social work and counseling, and a variety of
health promotion and community development groups, many focusing on children,
youth and women. All of our services and programs are free.*
The Oshawa Community Health Centre utilizes a team of supportive and skilled
professionals including child and youth workers, doctors, social workers,
counselors, nurse practitioners, and health promoters to deliver services. Our
centre is unique for the reason that we are responsive to the health needs as
defined by our Oshawa community.


There are some waitlists for our Counseling Services, but our medical, diabetes
and programs are all open.

Current Pressures

Responding to the ongoing needs of the community can be challenging. We see
clients that face multiple challenges on a daily basis and do our best to respond to
them, but find it difficult when we do not always have the resources in place to
support them.


To enable individuals and families to achieve optimal preconception health,
experience a healthy pregnancy, have the healthiest newborn(s) possible, and be
prepared for parenthood.

To enable all children to attain and sustain optimal health and developmental


Influence the development of healthy policies, increase awareness of
preconception health through various communication strategies, provide in
collaboration with community partners prenatal programs, services and supports.
Provide information and advice to link people to community programs and


Prenatal Health Fairs, Food 4 Thought Programs, SMILE – Prenatal Classes for
Young Mothers, Transition to Parenting, Babyville series, Breastfeeding Support
Groups and Clinics, Postpartum Mood Disorder Support Group, Positive Discipline
Coalition, Screening of Prenatal, Postpartum and Early Identification clients,
Postpartum Support services, Referrals and recommendations, Home Visiting by
Public Health Nurse and Family Visitor, Service Planning and Coordination.

Current Pressures

Increasing population growth
    Keeping up with a increasing culturally diverse community
    Increasing birth rate and no increase to funding for Healthy Babies Healthy
    Difficulty for clients to access appropriate services due to gaps in service or
      long waitlists for services



Agency Mandate:

Resources For Exceptional Children And Youth – Durham Region will:
      Assist the family to enhance their child’s participation in their community,
        and support the family to advocate for services that they require.
      Work in partnership with agencies & organizations to foster an inclusive
        continuum of services and facilitate the community’s capacity to respond
        to the families needs.
      Deliver services in accordance with the mandate and the resources
        available to us.

Program Eligibility Consultation Program:

            Children 2 – 12 years of age with an identified need
            Living or utilizing services within Durham Region
            The parent / guardian must consent for service.
            The parent / guardian require assistance in any or all of the following:
             developmental programming, case management and consultation to
             community program.

Enhanced Staffing Program

   1. Priority Given if Child Care required to support parent(s) to work or attend
      school and:
      a. There is a risk of safety to self and/or others due to injurious behaviours of
         the child and a lack of understanding of personal safety.
      b. Physical and/or developmental challenges of the children impact on their
         ability to participate in routines of the program with accommodations in
      c. DNA ratios are met but there are a high percentage of children with needs
         in one classroom, requiring additional adult support to ensure safety and
         follow through of DNA.

   2. Support will be considered if Child Care is not required to support parent(s)
      to work or attend school, the child meets the criteria identified and there are
      sufficient funds available.

Child Care Centre

         Child is living in Durham and is between the ages of 30 months and 6
         Child’s needs are sufficiently complex that the community child care
          system cannot respond adequately.
         An enhanced child/staff ratio is required to ensure the safety and well-

Service Levels (January to December 2009)

         Consultation Program – 1160
         Enhanced Staffing – 204 children utilizing 53,525 hours of support in
          attendance at 73 child care programs
         Child Care Centre - 15

Current Waitlist (as of March 2010)

         Consultation program – 135 clients (7 months from time of Intake to
         Enhanced Staffing – 6 clients

Service Pressures

      Funding not keeping pace with operational costs
      More children being identified with special needs earlier – high wait lists
      Increasing complexity of needs being identified
      Client need requires staffing with higher level of skill in order to respond
      Challenges for recruitment as well as ongoing training costs



To work with young parents in the Durham Region by providing them supportive
counseling, programs, and services that will assist them in building a better future
for themselves and their children.

Current service levels:

We currently offer individual counseling to both young moms (312 active clients to
date in 2010) and young dads (new in January of 2010 18 active clients). In
addition we offer educationally based, activity based, and peer support based
groups on a regular and on-going basis. All our programs and services are
designed to reduce the isolation felt by young parents in the community and to
provide them with the tools and resources they need to be the best parents they

Current Pressures:

Funding is always an issue for us. Space is another issue we currently face. Our
client numbers continue to rise, identified needs continue to change and rise, and
we are very limited by what we can do in our current location. For instance, our
current location does not have a full kitchen which would allow us to run further
programs dealing with food security, safety, and preparation issues. We only have
one program room and so we are currently unable to run programs consecutively.

Waitlist Stats:

We do not currently have a wait list.

All of our services are provided free of charge. We are active partners with a
number of community agencies. We have a voice on a number of community
committees. Our service is unique in the Durham Region and identifies a need that
in one of the regions of Ontario currently identified as having the largest population
of young parents.



Family and Community Resource Program


The Family and Community Resource Program, functioning under the guidelines of
the Ontario Blind Low-Vision Early Intervention Program, provides Early Childhood
Vision Consultation (ECVC) services to children 0-5 years who are diagnosed with
visual impairment.

Service is provided through family-centered parent support in the home
environment; and consultation and training to child care providers to enhance the
child’s inclusion in early learning and child care centres. Early Intervention
Services include:
     Development of implementation plans and strategies to support learning,
        based on the assessment of the child’s sensory functioning and learning
     Programming to facilitate the optimal use and development of all senses
        and to adapt environments to make them accessible for learning and
     Collaboration with other professionals in the development and
        implementation of Family Service Plans including transition plans to
        community- based early learning centres and school.
     Formal and informal training sessions to community professionals to
        enhance their capacity to understand and respond to the developmental
        issues of the visually impaired child in learning environments.

Current Service Level:

14 children in service as of June 1, 2010; no waitlist at this time.

The number of children with visual impairment referred for service had been
decreasing over the past few years. In discussion with the Vision Services of the
Durham District Public School Board, it was identified that a significant number of
children with multiple exceptionalities with visual impairment, were entering the
Board and had not received Early Childhood Vision Services.

On April 1st the Program Director, FCRP, provided a brief overview of the service
to the Clinical Team at Grandview. The presentation included: identification of
indicators of possible cortical visual impairment, pre-referral consultation and
referral process. Five (5) new referrals received in April/May. Full workshop for
therapists is scheduled for the early fall; we anticipate increased referrals.


“Child and Youth Health and Wellness Afterschool Strategy”

The after-school program provides an opportunity for participants to develop and
learn in a fun environment, it provides families with a safe and secure location for
their children and provides the community with youth-focused activities.
Children have been given the opportunity to make friends, develop new skills and
knowledge to advance their learning’s around health and wellness. The YMCA
play-on program builds confidence in a fun, safe, interesting and engaging
environment. Participants must register to participate in the program (with support
of school principal). There is no program fee for the YMCA Play-On program.

May 2010 Participant counts
Glen St: Registered Participants: 18 Operates Monday-Tuesday-Wednesday 3-6

Village Union Registered Participants: 22 Operates Tuesday-Wednesday-
Thursday 3-6 September-June
Dr.C.F Cannon Registered Participants: 21 Tuesday-Wednesday-Thursday 2:45-
5:45 September-June

The program participants have fluctuated over the school year. Village and Dr. C.F
Cannon have reached participant targets for most of the year; they have just
decreased from 25 to the numbers above. Glen St. physical space has not
allowed for the 25 children at one time. Waitlist have been accommodated as
children withdraw from program. The program has been offered to children from
Grade 1 to 6. Healthy snacks have been provided that meet provincial guidelines.

The program is aimed at improving the health and wellness of children and youth.

Program content for physical activity on a daily basis is 30 % of program plan
participants have an opportunity to participant in non-competitive sports and co-
operative games. Special guests were planned to give participants an opportunity
to experience different types of recreational activities. (Yoga, Olympic week

Program content for Wellness & Personal Health on a daily basis is 20% staff has
planned activities that have fostered positive self-esteem working with the Virtues
project model (self-esteem kites). Community experts have delivered lessons on
Nutrition, Bullying, and On-line safety.

Program content for Healthy Eating and Nutrition Education on a daily basis is
Planning of nutritional snacks is a highlight at all sites, participants are given
opportunities to make healthy food choices. Staff have engaged participants in fun
activities that promote learning around reading and assess food labels, importance
around fruits and vegetables. Cooking and literacy has been incorporated in plans.

Program content Local programming is 30%
Homework assistance-Art-Music is some of the popular programming. Participants
enjoy any opportunities to be creative with paint, clay and creative materials.



The vast majority of the local support services share many of the same pressures.
The more prevalent themes are listed:

         Funds are not stable or consistent year to year
         Funding mainly static or if there are increases they do not reflect the
          increase in operational costs
         Early Identification of children’s needs leads to an increase in the
          number of families requiring services which in turn leads to increased
    wait lists, larger caseloads, service gaps etc.
   Increase in the complexity of needs requires more resources and can
    lead to recruitment and retention issues
   Increasingly culturally diverse community requires recognition of
    different cultures; languages etc which necessitates additional resources
    such as staff training, translation services etc.
   Boundaries within the region are different depending upon such things
    as ministry, funding source etc. For example, political ridings were used
    for OEYC planning; school board boundaries used for ELP; Regional
    Municipality of Durham regional boundaries used for child care planning
    Services provided in French for francophone families are extremely

Service Priorities

These service priorities have been developed based on information gathered from
Durham’s Best Start Network and changing provincial direction related to services for

   1) Work in partnership with School Boards and Child Care Service Providers to
      implement the Early Learning Program.

   2) Provide information and support to the School Boards as they begin to provide
      Extended Day Programs.

   3) Provide information and support to Child Care Providers to maintain a range of
      services for families and sustain licensed Child Care spaces.

   4) Provide information and support to OEYC’s and other service providers to
      develop and implement a strategy for establishing Child and Family Centres.

   5) Collaborate with the community to update the “Terms of Reference” for Durham’s
      Best Start Network, and to develop the next year’s workplan.



“Best Start” is a 10 year initiative introduced by the Ministry of Children and Youth
Services which was created, “to build a seamless and rational system of services for
children and youth.

Its mandate is to:
     Set the government’s policy agenda for children and youth
     Lead the implementation of the government’s Best Start Strategy working in
      partnership with other ministries such as Education, Health and Long-Term Care,
      Community and Social Services, Culture, and Tourism and Recreation
     Influence other ministries to assess their policies and programs for their impact
      on children and youth
     Manage the system of children’s services and deliver some services directly”

Ontario’s “Vision for Best Start: Children in Ontario will be ready and eager to
achieve success in school by the time they start Grade 1.”

Best Start is comprised of “10 key strategies over the next 10 years:

   1. Build on existing children’s services planning groups
   2. Create neighbourhood early learning and care hubs
   3. Support flexible implementation strategies
   4. Give communities tools to plan and implement
   5. Create an integrated early learning and care program
   6. Enhance key early identification and intervention programs
   7. Develop and support universal screening at 18 months
   8. Create more licensed child care spaces and assist more families
   9. Improve the quality of regulated and informal early learning and care programs
   10. Change policies and practices, and remove barriers.”

Consolidated Municipal Service Managers Role

      Provide leadership in planning and implementing Best Start
      Be accountable for implementing child care services
      Encourage all local/municipal programs for children and families from prenatal
       care to the transition to school to work together to develop comprehensive
       integrated services

The Children’s Services Division as the CMSM for Child Care was successfully able to
bring together the child care community, to create and develop a Best Start Network
and Terms of Reference as required by September 31, 2005.

Durham’s Best Start Network has continued since this time to meet and plan strategies
to achieve the overall vision of Best Start.

Durham Region Best Start Network Vision

All children in Durham Region will have access to the programs and services
that they and their families need to reach their full potential.

The Regional Municipality of Durham remains committed to this vision.

Durham’s Best Start Network is comprised of Child Care Operators, Agencies, Service
Providers, School Boards, Region of Durham staff from the Health and Social Services
Department and staff from MCYS and EDU. The Network meets on a quarterly basis,
and will come together as required to provide input or direction regarding Child Care

There are several sub-committees which each have developed their own work plans
and activities – who meet as required to accomplish specific tasks and then the sub
committees report back to me the larger network.

There are 103 members listed on the Network and approximately 50-60 individuals
regularly attend the quarterly meeting.

Durham Best Start Network Key Activities & Accomplishments 2009

   Supported Several Community Partnerships

         Promoted “Raising the Bar” a pilot project which is now being designed by the
          Raising the Bar Coalition under the auspices of DRCCF
         Collaborated with DDSB & Region of Durham Child Care Partnership
          committee, facilitated by Sue Hunter to prepare Report “Implementing Full
          Day Early Learning in Durham”
         Prepared “Guiding Principles” for School Boards to follow when selecting the
          ELP sites for 2010.
         Community agencies presented overviews of their services at Best Start
          Network meetings
         Shared information with BSN members regarding the newly formed College of
          Early Childhood Educators
         Presentation to BSN regarding “Welcome to Kindergarten” program
         Region of Durham proclaimed: Week of the Child and also Child Care Worker
          and Early Childhood Educator appreciation day
         Recognition of Collaborations and Partnerships by presenting certificates of
          recognition for milestones
         Shared information regarding “Mentoring Pairs for Child Care”
         Created and approved Durham’s Best Start Logo

Durham’s Best Start Sub Committees and Activities Update 2009 Year End

Aboriginal Sub-Committee
   Workshop for BSN members: Aboriginal Cultural Awareness (Dec 2009)
   Partnership with MCYS to provide two 1 day sessions delivered by Kelly
      Brownbill “Introduction to Aboriginal Awareness”, January 27 & 28, 2010
Francophone Sub-Committee
    Distributed and shared communications to Network members
    Provide information packages for approximately 400 French Language families
     via Les Lucioles
    Participating on Central East Regional French Language Best Start Network
    Presentation to BSN regarding French Language Services

Agency / Hub Sub-Committee
   Update MCYS template regarding Hub development activities
   Provided for two small one-time funding grants to support our Hub development
     plan (OEYC’s; Durham Farm and Rural Family Resources; and Rose of

Parent Sub-Committee
       Piloted the Durham Parenting Program Calendar, a web based calendar
         that agencies can input their program information on one calendar for parents
         to access by their child’s age grouping or municipality (i.e. parenting
         workshops, dates, times & locations)
       Useful planning tool for agencies
       Formally Launched January 22, 2010
       Annual cost for program covered by Best Start funding.
       Created bookmarks with parenting calendar website listed.
       www.durham.ca/parentingcalendar.ca

.School / Child Care Sub-Committee
    Distributed copies of Charles Pascal’s report “With Our Best Future in Mind” to all
     child care operators in Durham
    Some members worked to create a “Fact Sheet” outlining the current funding
     pressures regarding Best Start. This was distributed to all child care operators
    Hosted a community meeting to provide an overview of Charles Pascal’s report
     (October 2009) Facilitated by Sue Hunter. Approximately 50 child care operators

Durham’s Children and Youth Charter
      Revised and Updated Durham’s Children and Youth Charter
      Formally Launched January 22, 2010
      Available in English and French
      Has been distributed to all child care operators, agencies and schools in
        Durham Region

DDSB Parent and Family Literacy Best Start Hubs

      Early years Hubs are open to children from birth to age six, who are
       accompanied by a parent, grandparent or caregiver.       This provides an
       opportunity for adults and children to learn together in a welcoming and
       stimulating environment.
      Several Agencies have partnered with DDSB to create two Parent and Family
       Literacy Best Start Hubs, in Beaverton and Oshawa

     Partner Agencies Include:
     CF Cannon Public School, Oshawa – Principal Mike Bashucky
            o Third session will end in June
            o To date 2221 children and 597 parent/caregivers have participated.
               They have made 42 referrals, offered 15 programs and have had 47
               adults attend professional workshops (parent ed.)
            o Will be offering a School’s Cool program during the summer.
     Beaverton Public School, Beaverton – Principal Gayle Gailitis
            o 107 children have participated in this program.
            o Kinder Music session just wrapped up.
            o School held a Welcome to Kindergarten session last week.

Community Snapshot Sub-Committee

     Health Department staff has developed a process to map “Neighborhoods” in
      Durham. Forty-seven neighborhoods have been identified. Working with Health
      to use these mapping boundaries to have a common planning process by area.
     Progress has been delayed on the development of the Community Snapshot
      however still intending to prepare the first ever comprehensive report on how
      children in Durham are doing (data from 2008 Health, Children’s Services,
      Agencies, Recreation, Income Support, etc) to be used to provide information to
      the residents of Durham as well as for planning purposes.
     Established contact with Community Development Council Durham (CDCD), who
      may also be able to assist us with this project

Recreation Sub-Committee

     Each Municipality now involved in providing data regarding their services, sharing
      information about programming at regular meetings, on behalf of BSN the
      Director of Children’s Services has attended two of their meetings to share
      information about our activities

18-Month Well Baby Sub-Committee

     Established this committee in 2009, have drafted Terms of Reference and
      developing a work plan.
     Sharing information with the community.

Early Development Imperative Data (EDI) Sub-Committee

     The EDI is a teacher-completed checklist that assesses children’s readiness to
      learn when they enter school.
     It measures the outcomes of children’s pre-school (0-6 years) experiences as
      they influence their readiness to learn at school.
     As a result, the EDI is able to predict how children will do in elementary school
     EDI measured Children’s “readiness for school” across five different areas of
      child development:

             ◦      Physical Health and Well-Being
             o      Social Competence
             o      Emotional Maturity
             o      Language and Cognitive Development
             o      Communication Skills and General Knowledge

Initial General Findings for 2009:

      Overall there was a general increase in the “Percentage of Vulnerable
       Children” within the Durham Region with two exceptions
      The areas were surveyed by postal codes and as such the increase percentage
       in vulnerability of children from 2006 VS. 2009 could not be traced to one or a
       few factors.
      The types of questions (this will be disseminated separately by EDI) were very
       subjective to the teacher’s perspective and/or assessment of the child/children’s
      The preliminary findings were unable to identify for example whether the
       presence of a Best Start program had influenced the decline in the percentage of
       Vulnerable Children from 2006 to 2009
      Overall it serves as a basis to understand the changes overtime.

This sub-committee has been established to review the data in depth and further
information will be coming forward to the Durham’s Best Start Network when it becomes


Funding History

      Federal government $5 Billion - 5 year plan for National Child Care System
      Ontario creates “Best Start” initiative, funding to increase licensed child care
       spaces, fee subsidy, staff wages, special needs resourcing services
      Federal government funding agreements cancelled after the first year
      Province decides to spread out the federal funding over the next 4 years, $63.5
       Million each year
      The $63.5 Million will end March 31, 2010 (Province announces $18 Million to
       extend Best Start fee subsidy into summer 2010)

Durham’s Best Start Funding Overview

       2005-06:   $9,225,000
       2006-07:   $3,501,900
       2007-08:   $7,497,855
       2008-09:   $9,551,122
       2009-10:   $9,718,422

2009 “Best Start” Service Levels

Type of Service                      Number of children or staff served
Fee Subsidies                        639 children / 566 families
Wage Subsidies                       1278 staff receive $933,832
Wage Improvement                     1278 staff receive $1,273,550 annually
                                     373 Children / 20.5 FDE Staff
Special Needs Resourcing
                                     $1,636,442 annual funding for 4 agencies


The Network identified the following items of what the BSN should address in 2010.

   1. 18 month Well Baby screening.
   2. Connect with local political leaders specifically with respect to the Early Learning
       Program. This needs to be included in the Communication Strategy which will be
       developed by BSN & School Boards.
   3. Educate parents about the Early Learning Program - BSN & School Boards.
   4. Centre/Agency Board of Directors – Communication strategy.
   5. Updating maps with French Language Services/population.
   6. Oshawa: French Language Services – plan for becoming designated area.
       (Reference: Kingston – to talk with them.)
   7. Maps – Needs to include Aboriginal population data.
   8. EDI – Neighbourhoods that need support – 0 to 4. Map EDI by neighbourhood &
       by domain/share Public Health mapping information.
   9. ECE – labour force challenges (French & English).
   10. Pilot Hubs – An assessment and evaluation on how they can be utilized more

In addition there are plans for:

      Updating the Family and Child Support Services Agency Listing as a resource for
       parents and child care professionals.
      Revising Best Start Bookmarks & Pamphlets (English & French) to reflect
       changed web based contact information.
      Durham Best Start Network web page includes: Agenda & Minutes, Expert Panel
       reports, Family and Child Support Services Agency listing and links to other child
       care websites
      Updating maps by Municipality to include: all Child Care Centres, Schools,
       Ontario Early Years sites and Recreation sites to assist with planning; adding in
       approved Early Learning Program sites, and mapping the Children’s Services
       Fee Subsidy wait list around the ELP school boundaries
      Hosting further meetings for child care operators to discuss how they will plan to
       accommodate the introduction of the ELP in Durham

Success of Durham’s Best Start Network

The Best Start initiative has been very successful in Durham. It has provided much
needed licensed child care spaces, increased levels of fee subsidy, wage subsidy and
wage improvement funds for child care staff. It has increased the level of service
available for children with special needs and helped to reduce waiting times for service.
It has promoted the creation of community partnerships and the development of “Hub”
services where parents can access a variety of services in one convenient location.

To date Network members have continued to meet to work together implementing the
activities developed in our community plans. There is a significant amount of
collaboration amongst the members which contributed to the overall success.



      The uncertainty about 2010 funding has made it extremely difficult to plan and
       move forward.
      The expected loss of all Best Start Planning dollars $83,100 will greatly reduce
       our capacity to action the items identified by the Network members. These funds
       must be reinstated.
      To date there have been no dedicated Best Start funds to supports “Hubs” and
       given the current direction the province is moving with regards to implementing
       the Early Learning Program, including developing Child and Family Centres –
       there must be adequate financial resources allocated by the province to support
      To support the scope of required work of CMSM’s we need dedicated Data
       Analysis staff along with sufficient funding to develop effective evaluation
       processes and to improve planning capacity.


The Regional Municipality of Durham has a long history of supporting the provision of
quality services for children and families throughout the Region, through direct services
and through close and active collaboration with other government departments and with
community organizations and agencies.

Durham Region is committed to ensuring that children and families have access to a
broad range of services designed to meet the diverse needs of Durham residents.
While this plan is our Child Care Service Management Plan, in reality it reflects far more
than child care services alone. This plan represents the beginning of a process that will
see significant changes related to the way in which early learning, school and child care
is provided for the community. The extensive community partnerships that have
developed and been sustained over the years demonstrate the commitment to
delivering quality programs and services for children and families. This commitment is
further demonstrated in the recently revised Durham Region Children and Youth

Under the leadership of Durham Region’s Child and Youth Advocate, Counsellor
Colleen Jordan, a working group comprised of members of Durham’s Best Start
Network, community agencies, child care operators and school board representatives
was assembled with the collective view to update the existing Durham Region
Children’s Charter.

The revised Durham Region Children and Youth Charters shown below have been
created to guide the planning and delivery of services in Durham’s communities by
ensuring that the rights of children and youth are recognized and reflected in the
services being offered. The updated charter, which was endorsed and approved by
Durham Regional Council on Sept. 23, 2009, is separated into two versions: one
representing and incorporating the words of children and youth, and the other targeted
at an adult audience. These charters have been widely distributed throughout the
region’s child-care community to organizations, such as children and youth service
providers, agencies, school boards and municipal councils.

                      Durham Region Children and Youth Charter

                                Children’s Version

In Durham, children and youth came together and, in their own words described
what these rights mean to them:

   1.    The right to be a “kid”
         a. To have fun
         b. To play
         c. To play with friends
         d. To make safe decisions for yourself

   2.    The right to basic needs.
         a. To food and water and cookies and plates for our food
         b. To real juice
         c. To clothes and shoes that fit
         d. To having a family
         e. To be loved
         f. To not be abandoned
         g. To shelter

   3.    The right to be healthy.
         a. To have a good heart because it takes care of your body
         b. To have doctors and dentists
         c. To have your eyes and ears checked
         d. To have sugar once in a while
         e. To have a bath
         f. To exercise

   4.    The right to publicly funded education, recreation and learning
         a. To learn
         b. To go to school
         c. To a kind teacher who doesn’t yell and who has zero tolerance for
            physical aggression
         d. To have someone teach you so you can understand
         e. To not have to participate in games if you don’t want to

   5.    The right to justice, protection and fair treatment.
         a. To not be bullied
         b. To call the police when you are in danger
         c. To live in peace
         d. To speak and communicate

                                   Children’s Version

6.    The right to freedom from discrimination.
      a. To try not to destroy the human race
      b. To wear what you want to wear

7.    The right to caring and healthy environments: at home, at school, child
      care and in your neighbourhood.
      a. To have people care about you or you won’t survive
      b. To take care of your neighbourhood
      c. To go outside
      d. To do sports

8.    The right to experience friendship.
      a. To pick whatever friends you want
      b. To be careful who you choose as a friend
      c. To know that what is popular is not always right

9.    The right to value their religion, culture and beliefs and their own
      a. To be respected for my culture
      b. To make up my own mind about what I want to believe

10.   The right to be heard, respected and valued.
      a. To treat people nicely – people’s lives are like gold, very valuable
      b. To be treated the way you want to be treated
      c. To not be ignored

11.   The right to live in peace
      a. To live the way you want to live and not be attacked

12.   The right to a government that values children and youth and considers
      their needs in the decision making and planning.

                       Durham Region Children and Youth Charter
                                    Adult Version

In Durham, we value our children and youth - our future - and we commit to
upholding these rights:

   1.    The right to be a “kid”
         a. To play
         b. To make developmentally appropriate choices
         c. To learn from their mistakes
         d. To have personal, calm, private time

   2. The right to basic needs.
         a. Housing
         b. Clothing
         c. Healthy food and safe drinking water
         d. Child and youth friendly transportation
         e. Happiness
         f. Love
         g. Freedom from poverty

   3. The right to be healthy.
        a. Prenatal care
        b. Safe places for physical activity
        c. Medical care
        d. Dental care
        e. Vision Care
        f. Mental health care
        g. Injury prevention

   4. The right to publicly funded education, recreation and learning
        a. The opportunity and the support to reach their full potential beginning with
            acknowledgement of the critical importance of the early years from birth to
        b. Recognition of how individual children learn and respect for differing
        c. The opportunity to learn in either official language
        d. Access to affordable skill development (i.e. First Aid Certificate, Driver’s

                                         Adult Version

   5. The right to justice, protection and fair treatment.
         a. Freedom from abuse of all kinds ; verbal, physical, emotional and sexual
         b. Freedom from bullying and coercion

   6. The right to freedom from discrimination.
         a. Race, sex, sexual orientation, colour, creed, special needs, language,
            property or class, ethnic origin, region, ability/disability

   7. The right to caring and healthy environments: at home, at school and child
      care and in their neighbourhood.
         a. Safe places for youth to gather together
         b. Environments that are free of pesticides and toxic substances

   8. The right to experience friendship.

   9. The right to value their religion, culture and beliefs and their own identity.

   10. The right to be heard, respected and valued.
          a. Adults learn from children and youth just as children and youth learn from

   11. The right to live in peace.

   12. The right to a government that values children and considers their needs in
       the decision making and planning.

Durham Region will ensure a prosperous healthy future by protecting the rights of
children and youth. We will work with families and communities to fulfill our shared
responsibilities to our children and youth.

Note: French versions are available



To work with local Best Start Networks to integrate services and programs offered in
French, better to meet the needs of French-speaking children and families, while taking
into account the needs and resources of the community.

Representatives from Durham’s Best Start Network participate on this planning

Activities include:

      Facilitating and promoting the engagement and participation of French-speaking
      Consulting with the Francophone community
      Identifying gaps in French-language services for French-speaking children and
       their families
      4 meetings per year, approximately 3 hours each, held during business hours

French Language Services Act

      Enacted in 1986, the French Language Services Act (FLSA) ensures equal
       access to French Language government services, within designated areas of the
      In Simcoe, the townships of Essa and Tiny, and the town of Penetanguishene
       are designated areas.
      The FLSA applies to offices of the government, all partially or fully funded
       agencies, board and commissions, as well as to organizations and individuals
       contracted to deliver services on behalf of the government
      The FLSA is written in such a way that providers are responsible for offering
       services in French; it is not the client’s responsibility to request services
      Services must be accessible and of equal quality to available English services
      Customers know services are available when they see French signs, hear
       bilingual telephone greetings and interact with French-speaking staff.

French Language Services

Last year, several key early years’ documents were translated through the Simcoe BSN
and are available online at:


This year 2010 the Regional French Language Network (RFLN) collaborated on the
development of an integration guide for French Language (FL) child cares and schools,
and will be making copies of the guide available to all FL schools and child cares within
the region – this guide was developed by the RFLN of Toronto, through funding
provided by MCYS via the Canada-Ontario FLS Funding Agreement. The guide is also
available online at:

The RFLN and the MCYS regional office have also participated in a number of FL
consultations regarding the ELP and the new program for full-day learning. Within our
region, the two FL school boards have each identified a contact person for the ELP, and
this information has been made available to key partners.

Durham French Language Services:

The Office of Francophone Affairs of Ontario has received a formal request from the
area of Oshawa for designation under the French Language Services Act (FLSA). This
act requires the provision of French-language provincial government services in areas
designated under the act. Services funded by the Ontario government, including
MCYS, will need to consider how to increase their capacity to offer FLS in the Oshawa
area. The designation process usually takes 3-4 years.

Designated Agencies

      There are approximately 110 MCSS/MCYS agencies designated since 1989
       across Ontario.
      Designation implies a guarantee to the public that a service will be available in
      The annual service contracts with designated Transfer Payments Agencies
       (TPA) contain provisions to ensure compliance with all criteria of designation and
       to ensure accountability for the delivery of FLS.
      In Central East Region, there is 1 designated agency – La Clé d’la Baie. Colibri
       Centre des Femmes Francophones is in the process of designation.

MCYS Census Data 2006 Francophone Population
(Central East Region and Durham)

                                                                         Fr. Lang %
              Population    % change: Francophones           % of
  Area                                                                    change:
                2006         2001-06      2006            population*

Durham         557,330         11%           9,790           1.8%           9.6%

  CER         2,161,620       14.7%         28,295           1.5%           7.6%

Reported French as their Mother tongue

Supports to French Language Service Providers

The following is a list of Translated Documents Available in French

      Literacy Binders
      Fetal Alcohol Spectrum Disorders - FASD Information Package
      Children and Youth Charter of Simcoe County
   EDI Sub domains - School Readiness Handout
   Infant Development in Simcoe County - Brochure
   Early Intervention Services of Simcoe County - Brochure
   Raising the Bar on Quality Childcare in Simcoe County - Brochure and Bronze
    level submission package
   Nutrition Best Practices Binders
   Autism Resources Next Steps
   Children’s Aid Society (CAS) Pamphlets: Can I leave my Child Alone? and CAS
   Red Flags Checklist
   Red Flags for Autism Checklist
   Red Flags for Preschool Speech and Language


In Durham, in addition to Durham’s Best Start Network there are two other well
established planning committees, The Durham Region Child Care Forum and the
Strategic Planning Alliance who both have a focus on serving children and Youth
and their families. The work completed at the 3 planning tables is significant and
whenever possible collaborations have evolved.

Strategic Planning Alliance (SPA)
Chair: Suzanne Tigwell
Volunteer group with no provincial funding

Vision: A vibrant, engaged and future-oriented community, advocating for and planning
to meet the needs of children, youth and their families / guardians in Durham Region.

Mission: To strengthen partnerships and provide a strategic, integrated approach to
effective and efficient planning and delivery of services, in order to improve the well-
being of children and youth.

The Alliance’s mandate is to provide a broad strategic planning network of organizations
and other stakeholders that offer services to children and youth. The Alliance provides
an environment which encourages organizations and stakeholders to work together for
the well-being of children, youth and families of Durham Region.

Three Task Groups have been established:
    Family Capacity Building Task Group
    Service Gap Analysis Task Group
    Connecting Youth to Schools Task Group

The Alliance meets quarterly, and also distributes a newsletter “Collaboration in Action”
to the community.

Durham Region Child Care Forum (DRCCF)
Chair: Jody Chapman
Volunteer group with no provincial funding
   • The local body that supports child care in Durham Region is the Durham Region
      Child Care Forum
   • The DRCCF is a non-profit organization comprised of volunteers whose mission
      is to enhance the community’s capacity to deliver quality services for children
   • Their activities include:
          – Monthly professional development for child care staff, parents and others
          – Supervisor’s Network Meetings
          – Annual Child Care Conference
          – Piloting Raising the Bar for licensed child care
          – Regular newsletters to inform and educate community
          – Ongoing work with other stakeholders to support child care


Provincial Overview of the program

The Early Learning Program (ELP) is the implementation of full-day early learning for
four- and five-year olds and was announced on October 27, 2009 by Premier McGuinty.

Why are we doing this?

      To ensure that more children are ready for school and for life:

Currently about one-quarter of five-year old children in Ontario are not ready to fully
profit from their Grade 1 learning program.

      The Early Learning Program will be high quality full-day early learning
       experiences for four-and five year olds:

High quality early learning program experiences depends on a focused effort to assess
the development stage of each child, and provide an appropriate learning experience in
response, and to do so, on an ongoing basis.

The Ministry of Education (EDU) has created a new Division called the Early Learning
Branch, headed by ADM. Jim Grieve.

The Early Learning Branch has provided direction and leadership to School Boards
defining what the Early Learning Program will look like.

The Ministry of Education is working in partnership with the Ministry of Children and
Youth Services to enact the vision provided by Dr. Charles Pascal in his report for
Premier McGuinty “With Our Best Future In Mind”, published in June 2009.

In November 2009, the Ministry of Education, Early Learning Division held meetings
around the Province; for local school boards and Consolidated Municipal Service
Managers (CMSM’s) to meet to discuss preliminary implementation strategies for phase
one of the Early Learning Program.

ELP will start September 2010 in a number of schools throughout the province. It is
expected to serve 15% of the JK/SK children.

      The goal is to make the program available over time to all four- and five-year-old
       students and ultimately be implemented in all schools by 2015 -16.

What the Early Learning Program will look like?

Certified Teachers and Registered Early Childhood Educators will work together as
partners in the classroom during the regular school day. There is no cost to parents for
this full day program.

Children may attend the full day or half day, although full day is recommended. This
program is not mandatory. The core day will be 9 am – 3:30 pm, with a class size of 26
children (2 adults 1:13)

Extended Day Programs

The school board will provide extended hours for before and after school hours if
warranted based on parental requests. Parents will be required to pay fees for this
service. Child Care Fee Subsidies are to be available.

Example: 7 – 9 am and 3:30 – 6:00 pm (These programs are expected to be cost
neutral to the School Boards).

The extended day program will be led by Registered Early Childhood Educators
(RECE), and subsidies will be available to some families based on needs. Two RECE’s
will overlap during the day. ELP will be operational during the school year.

Note: At this time the Extended Day Program is only expected to be provided on
School Days. School Boards will have to determine whether or not they will provide
care on non school days, PA days, holidays March and Summer Breaks. As School
Boards register children for the ELP they are asking whether the family would require
the extended day program of before / after school for their 4 or 5 year olds.
Transportation to and from the extended day will be the parents responsibility.

Revised Kindergarten Program

The Ministry of Education has developed a draft Early Learning Program guide which
incorporates the previous 2006 Kindergarten Curriculum with the Early Learning for
Every Child Today (ELECT) principles. Training will be provided to Teachers and Early
Childhood Educators as this new program focuses on “play based learning” and is
intended to better meet children’s developmental needs.

Play-based Learning

The new full day early learning program for four-and five years olds is based upon the
most current research into high-quality, developmentally appropriate, early learning
instructional practices and environments. Through an intentional play-based learning
model, combined with small group and individual direct instruction, children will develop
their capacity in language and mathematics and build a strong foundation for future

Funding for the Early Learning Program

The provincial government remains committed to providing $200 million to implement
phase-one programs for full-day learning in 2010 and $300 million in 2011-12.


       How will the Early Learning Program happen in Durham?

       Consolidated Municipal Service Managers (CMSM’s) with their knowledge and
       expertise of their local Child Care Systems have been given a lead role to assist School
       Boards with the implementation of this initiative. Staff of the Children’s Services
       Division are taking the lead as the CMSM for child care in Durham.

       CMSM Planning with the School Boards

       Children’s Services staff have been working with School Board Early Learning leads to
       identify potential sites for September 2010 and September 2011 as well as providing
       support and information about the current child care system including, child care fee
       subsidy for families receiving this support.

       The Ministry of Education provided background planning information for School Boards.
       The following chart outlines the projected number of JK/SK students in Durham Region
       that would attend the new ELP program for Phase One beginning September 2010 and
       for Phase Two beginning September 2011.

                         Durham Region - ELP Pupil/Classroom Allocations
                              2010-2011 and 2011-2010 (Phase 1 & 2)
                                                            Projected Incremental
                                        2010-11                                                2011-12
                                                             Increase in 2011-12
                              Projected     Estimated #     Projected                Projected       Estimated #
                                                                           # of
                                JK-SK       of classes at     JK-SK                    JK-SK          of classes
           DSB                                                          classes at
                              enrolment     class size of   enrolment                enrolment       at class size
                                                                        class size
                                in ELP            26          in ELP                   in ELP            of 26
                                                                           of 26
CSD catholique Centre-Sud       338               13           156          6          494                19
 CSD du Centre Sud-Ouest        208               8            78           3          286                11
   Durham Catholic DSB          338               13           130          5          468                18
       Durham DSB               1,170             45           494         19          1,664              64
 Kawartha Pine Ridge DSB        598               23           260         10          858                33
Peterborough V N C Catholic
                                234               9            104          4          338                13
           Total                2,886             111         1,222        47          4,108             158

       Ministry of Education Selection Criteria for School Boards

       In addition to the chart of expected enrolment, the Ministry of Education provided
       School Boards with specific selection criteria for identifying Phase One sites

       These included five key considerations:

          1) Availability of space:

          a. Schools that have space for full day JK/SK programming in 2010; (ie; no
             new capital construction or renovations).
          b. Schools anticipated to remain open over the next five years.

   2) Community need:
        a. Allocate a portion of the ELP spaces in schools that serve low-income

   3) Minimal impact on existing child care and early years programs:
         a. Boards should take into account the local availability of licensed care.

   4) Student Achievement
         a. Identify Schools where students would benefit significantly from the
            increased learning opportunities offered by the ELP. (eg: students that
            struggle with poverty, language issues or other challenges).
         b. Student achievement is static so increased learning or individual attention
            would be beneficial.

   5) Readiness to implement
        a. Boards need to assess the level of community and school readiness to
            support ELP implementation.

School Boards were asked to plan with their coterminous boards along with CMSM’s to
select the Phase One sites. Joint meetings were held to discuss possible sites.

CMSM’s were asked to consult with their local Best Start Networks to seek feedback
regarding the ELP site selection process. At two separate meetings, Durham’s Best
Start Network reviewed all the current information available from the Ministry of
Education and developed “Guiding Principles” for the School Boards. The Network’s
intent was to ensure that there would be minimal impact to child care as the Early
Learning Program was rolled out.

The following section provides the principles developed by Durham’s Best Start

                      BOARDS FOR PHASE ONE

If possible, the Early Learning Program should be initiated in schools that do not have
child care or OEYC’s on site or near by. This recommendation considers two important

   1) There is a need to create additional child care within the Durham Community.
      Currently there are 9,999 licensed child care spaces in Durham with
      approximately 100,000 children aged 12 years or younger. This means that there
      is only enough licensed care for approximately 10% of the population. On
      average in Ontario, approximately 15 – 20 % of parents have access to licensed

   2) By providing the Early Learning Program in sites without licensed child care
      nearby, this reduces the possibility of any negative impact on the current child
      care operators within our system.

If necessary, to select schools which do have child care on site, it is preferable that
these be licensed before and after school programs, and not full day child care
programs. Further, if possible, that the on site child care provider be
considered as a purchase of service operator for delivering the “extended day program”
for the JK/SK age group if numbers warrant this service, and the Ministry of Education
approves of this approach.

If necessary to select schools that currently have a licensed full day child care centre in
operation, recognizing that the operator will lose revenue as a result of the loss of the 4
and 5 year olds that consideration is given to that operator to use additional school
space if required to adjust and/or expand their licensed capacities, to perhaps provide
additional school aged care on site in order to remain financially viable and/or to
consider that child care provider as a purchase of service operator for delivering the
“extended day program” for the JK/SK age group if numbers warrant this service, and
the Ministry of Education approve this approach.

That School Boards link through the Best Start Network, to work with existing Service
Providers who, currently provide services for 4 and 5 year old children with special
needs, to ensure that these children will continue to receive the supports they need.


Durham’s Best Start Network was pleased to see that School Boards considered our
recommended “Guiding Principles for Selecting ELP sites for 2010”. Now School
Boards are challenged to identify the phase two sites for implementing the Early
Learning Program to begin in September 2011.

Durham’s Best Start Network recommends the following guiding principles be
considered when selecting the phase two sites to ensure that existing child care
programs remain stabilized during the implementation of the Early Learning Program.

   1. If possible, the phase two sites for the Early Learning Program should be initiated
      in schools that do not have Child Care or OEYC’s on site or near by and are also
      not in close proximity to phase one Early Learning Program sites. This
      recommendation considers these important concepts:
   2. If the School Board is or will be offering full day Kindergarten programs in 2010,
      that are not currently Early Learning Programs, we would recommend that these
      be considered as the sites to become Early Learning Programs in future
      expansion of the program. This should not create any further financial impact on
      the child care operators located in or close to the schools.
   3. If necessary, to select schools which do have a child care program or an OEYC
      on site, that School Boards consider the services that are currently being
      provided for families and make every effort to work with the child care operators
      and/or OEYC sites to support families needs by maintaining the space available
      for these child care operations.
          4. That School Boards link through the Best Start Network to work with existing
             Service Providers who currently provide services for 4 and 5 year old children
             with special needs, to ensure that these children will continue to receive the
             support they need.

       2010 Approved Early Learning Program Sites for Durham Region

       On January 12, 2010 the Ontario government announced the approved year one Early
       Learning sites. In total for Durham Region there are 24 schools who will offer this new

Durham DSB                                             Durham Catholic DSB
Village Union Public School         Oshawa             Holy Redeemer Catholic School         Pickering
                                                       Immaculate Conception Catholic
Dr CF Cannon Public School          Oshawa                                                   Port Perry
                                                       Msgr. Philip Coffey Catholic
Glen Street Public School           Oshawa                                                   Oshawa
Ritson Public School                Oshawa             St. Bernadette Catholic School        Ajax
                                                       St. Marguerite D’Youville Catholic
Bobby Orr Public School             Oshawa                                                   Whitby
Harmony Public School               Oshawa
Gertrude Colpus Public School       Oshawa             Kawartha Pine Ridge DSB
Bolton C Falby Public School        Ajax               Central Public School                 Bowmanville
Bayview Heights Public School       Pickering
                                                       Peterborough Victoria
Thorah Central Public School        Beaverton          Northumberland Clarington
Duffin’s Bay Public School          Ajax               St. Elizabeth Catholic Elementary     Bowmanville
Fairport Beach Public School        Pickering
                                                       CSDCCS (Catholic French
Cartwright Central Public School    Blackstock
                                                       Language School Board)
Sir William Stephenson Public
                                    Whitby             Jean Paul II                          Whitby
Mary St. Community School           Oshawa
Waverly Public School               Oshawa

                  Additional Full Day Kindergarten 2010 program sites (not ELP)

       Durham Catholic DSB
             St Thomas Aquinas Catholic School                  (Oshawa)
             St Hedwig Catholic School                          (Oshawa)
             St John the Evangelist Catholic School             (Whitby)
             St James Catholic School                           (Ajax)
             Out Lady of the Bay Catholic School                (Pickering)
             Holy Family Catholic School                        (Beaverton)

These additional sites will not be ELP programs, and will not offer the Extended Day
Programs for September 2010.


Following the release of the approved Phase One sites, the Ministry of Education
provided direction to School Boards and CMSM’s regarding the criteria for selection of
the Phase Two sites to open in September 2011.

Ministry Criteria:

 School Boards were advised that for site selection in Phase Two they should consider
locations where there was appropriate space available to accommodate the additional
classroom needs, recognizing that there may be some capital related needs to
renovate existing space. The primary consideration was to be a geographic distribution
of sites.

As previously mentioned, Children’s Services staff provided the School Boards with
Guiding Principles for the selection of phase ELP two sites.

The Phase Two proposed sites were to be submitted to the Ministry of Education by
April 16, 2010 and were to be approved by May 21, 2010. However to date, this
approval has not yet been announced.

.Note: This section will be completed and added to this plan once the Ministry of
Education approves the phase two sites.

See APPENDIX A: Durham Region Phase Two ELP Approved Sites for 2011


The Ministry of Education in partnership with the Ministry of Children and Youth
Services has continued to work out further implementation details during these past few
months, and several key items have now been developed and are available to assist
School Boards and CMSM’s to implement the ELP.

Reinstatement of Best Start Operational Funding

Minister of Children and Youth Services, Laurel Broten announced $63.5 Million
   • Province committed to replacing the federal funding due to cancellation of the
       Canada/Ontario Early Learning and Child Care Agreement in 2006.
   • Confirms this is permanent provincial funding for child care.
   • Durham’s reinstated share $2,288,371 to maintain existing services
   • CSD will prepare a Committee Report to restate the Best Start 2010 child care
       budget and this will mean we will not need to use the Best Start Unconditional
       Reserve funds

Ontario Passed the Full Day Early Learning Act

   •   April 27, 2010 Legislature passed the Full-Day Learning Statute Law Amendment
       Act, 2010
   •   Mandates all school boards to offer full-day learning for 4 and 5 year olds, which
       will have a teacher and a Registered ECE in the classroom and School boards to
       offer Extended Day programs (before and after school) for 4 and 5 year olds
       (provided by the RECE).
   •   School Boards may provide programming on non school days (PA days, holidays
       etc) but are not mandated to do so and the program must be cost neutral.
   •   The Bill allows for school boards to enter into service agreements with CMSM’s
       for fee subsidy.
   •   School Boards may have child care partners offer before/after school care for
       children 6-12 (These programs are licensed under Day Nurseries Act).
   •   Child care operators could also provide care for all ages (outside of the regular
       school year – PA days, holidays etc).
   •   Regulations expected that will also allow existing child care partners to provide
       the before/after school care for the 4 and 5 year olds during the school year,
       however this will likely be a one to two year transitional process.

Child Care will transfer from MCYS to EDU

The transfer of responsibilities will be in a Three Phase process.
          • Phase 1: Immediately “program and policy responsibilities” staff move in
              on Monday May 3rd.
          • Phase 2: By the end of June, the service contract process will be clarified.
          • Phase 3: By the fall, the transfer of contract management will be
          • DNA and Licensing remain with MCYS at this time.

New Mandate for MCYS

   •   Dr. Charles Pascal named as special advisor to Minister Broten.
   •   Planning for integrated service delivery of early years programs for children 0-4
   •   Development of Best Start Child and Family Centres.
   •   Family resource programs, OEYC’s, Parent and Family Literacy Centres, etc will
       remain with MCYS.
   •   The existing system will be reviewed.
   •   Focus will be involvement of community partners i.e. Best Start Networks, etc.

Ministry of Children and Youth Services Directions for CMSM’s and the Child
Care Service Management Plan

CMSM’s are required to follow MCYS Guiding Principles for Community Planning
related to ELP. As part of the Child Care Service Management Plan, CMSM’s must
identify potential child care operators who would be eligible for the Minor Capital
funding. Given the extremely short time frames, and the fact that School Boards have
not yet confirmed which ELP sites will operate the Extended Day Program, we have not
been able to fully analyze the needs of the community.
The Ministry of Children and Youth Services recognizes that the implementation of the
Early Learning Program will have a financial impact on existing child care providers, as
the children they currently provide full day care for will be served with the school setting.

In order to achieve the vision set out in Charles Pascal’s report “With Our Best Future in
Mind” the existing school system has to change with the introduction of this full day
early learning program, and the child care sector must also change as the system

In order to provide some financial support for child care operators MCYS has
announced some Stabilization funding for child care to be distributed over the next five
years. CMSM’s will be responsible for determining and allocating out these funds.


Stabilization Funding was announced: $51 Million

   •   For 2010-2011 this will be $5.67 Million (Durham’s share is $203,700) this
       funding will increase over the five years to $51 Million.
   •   To support Operating costs and Fee Subsidies over 5 years (to support 0-4 as a
       result of 4 and 5 year olds leaving the child care system and going into the Early
       Learning Program.
   •   This is to be permanent funding and is to remain at $51 Million annually at the
       end of the five years.

Minor Capital $12 Million

   •   Funding for capital (retrofits and renovations to serve younger children) related to
       the stabilization of the child care system beginning in 2010 to grow to $12 Million
       in five years (Durham’s share is $42,400).
   •   This is NOT permanent funding.
   •   Available only to not-for-profit child care centres.


The MCYS has provided detailed guidelines for CMSM’s regarding distribution of the
minor capital funding. There include the following five guidelines.

   1. To base planning first and foremost on the needs of families in the community;
   2. To support the transition of child care programs to a 0-4 focus;
   3. To maintain accessibility and availability of licensed child care for children and
   4. To focus planning on solutions that do not require funding from the government;
   5. As much as possible to maintain parental choice in the child care system.

In addition, when determining allocations for capital funding CMSM’s must consider the
impacts of future ELP expansion as well as Phase One sites, noting that Phase Two
planning process is well underway. Funding should be prioritized to help maintain stable

child care services for children and families. Centres that are not likely to be viable in
subsequent years of ELP implementation should not be considered for funding.


The following guiding principles were developed to support the allocation of funds to
    Funding should be used to support the viability of child care operators that were
       identified to be impacted by Phase 1 of the Early Learning Program
       implementation in September 2010.
    Funding is to support the refocusing of child care services for children zero to
       four years old, as four and five-year olds move to the ELP from child care;
    Funding should focus on the needs of children and families in the community
       rather than operators and is not to be used for system expansion;
    Consistent with previous ministry investments, minor capital funds are available
       only for not-for-profit child care centres;
    Funding should be prioritized for centres that do not have the capacity to access
       funds through other means; and,
    Funding should be prioritized for those communities and neighborhoods at
       greatest risk of losing a significant portion of their licensed child care capacity.

Further the Ministry of Children and Youth Services has provided the following direction
for CMSM’s:

When prioritizing programs for capital transition funding important background factors to
consider may include:

      Whether the program has previously received funding for Best Start capital
       funding (including French language and Aboriginal off-reserve space creation) or
      Child care licensing history;
      Investment in quality programming;
      Program budget and financial history;
      Level of investment required to support viability;
      Potential impacts of future ELP sites on the centre;
      Number of children in the program receiving fee subsidies;
      Supply and demand – Supply of licensed child care and wait lists for fee
      Whether the centre is losing a significant number of subsidized children;
      Integration of local and early years services with the program (ie; hub services
       and community engagement);
      Local income levels – full fee paying and subsidized children by age group; and,
      Whether the program services special populations – special needs, Aboriginal
       and Francophone children.


The introduction of these new full day programs offered at no cost within the Education
system, means that child care operators will potentially lose the children of this age
group for the main portion of the day. There is concern that this loss of revenue may
destabilize the child care system, therefore every effort is being made to minimize the
impact on child care.

An estimated 40 Child Care Operators are expecting financial loss with children leaving
their programs to attend the full day Early Learning Program. This includes 18
Commercial and 22 Non Profit programs.
An estimated $2.1 million is the projected loss of revenue (considering 4 and 5 year
olds only) as follows:
      118 subsidized children and
      181 full fee payers.
       Total : 299 children
Given the long waiting list for Fee Subsidy, the Child Care Operators who are losing a
number of subsidized children will not likely replace these children very quickly.
While the Ministry is providing Stabilization funding, which will be used to support
operational needs such as fee subsidies, the reality is that the cost of care within the
School Board Extended Day sites may be greater than the cost currently being paid,
thereby costing more per space and reducing the number of spaces available within the
funding allocation.

In addition, child care operators who are losing revenue; may need to increase their
current per diems to remain viable. Therefore it is anticipated that these additional fee
subsidy funds may not result in additional or new child care placements from the waiting

Of further concern, Operators have indicated 59 children (4 and/or 5 years old) with
identified special needs that may be impacted by ELP. The Ministry of Education
recognizes that there may be challenges facing children with special needs within the
Early Learning Program. At this time they will plan to use existing School Board
resources to support these children.

Analysis by CMSM to determine Minor Capital Funding Distribution for 2010

Durham has contacted each of the 40 impacted child care operators and has begun
some initial analysis. Children’s Services has created a risk analysis tool for child care
programs to use.

See APPENDIX B: Support to Child Care Operators Risk Calculation Sheet

Children’s Services staff are currently developing a detailed application process for non
profit child care programs to access the minor capital funding. This application process
template will incorporate the preceding MCYS guidelines and is expected to have the
template available by the end of June.

Some child care operators have been able to provide an estimated minor capital cost to
renovate their program to serve children 0 – 4 years.

       Total Estimated Costs Submitted by Non-Profit Operators:              $265,000

       Total Estimated Costs Submitted by Commercial Operators:              $45,400

                                                               Total:        $310,400

It is important to note that these are initial estimates from only a few operators, however
preliminary figures do demonstrate that the funding required would well exceed the
$42,400 that Durham has been allocated.

In order to plan effectively, the community needs to know which ELP schools will also
offer the extended day program for four and five year olds; and whether or not this
extended program will be available on non school days. Further, families are waiting to
see what the expected cost for the extended day school program will be before they
commit to enrolling their children in this program. It is hoped that the school boards will
be able to confirm this information by the end of June.

Children’s Services staff have given child care operators the direction to wait until we
have the necessary information from the School Boards that will allow us to take a “big
picture” view of the ELP and surrounding Child Care Operators before making any firm
decisions to change their operations. Together we must determine what the community
needs are, where it would make sense to change services and develop an effective
implementation plan.

As previously mentioned, the details regarding the implementation of this initiative have
been provided as they are being developed. This means that there is much uncertainty
within the child care community as there are many unanswered questions.

Children’s Services staff have worked to support the child care operators in Durham by
providing all pertinent information to them as soon as it becomes available.

In addition, Children’s Services Division has:

      Hosted information session for Operators
      Distributed Special Edition ELP Newsletters to the Community
      Surveyed Operators to collect data to assess risk and to determine financial
       impact of ELP
      Partnered with DRCCF to bring ELECT training to Supervisors Network
      Will be providing information to operators to assist them with their planning
      Hosted Change Management workshops
      Created a Risk Assessment template to help identify Child Care Operators risk
      Will be flowing limited MCYS minor capital stabilization funds to Non Profit
       operators to offset costs related to changing capacity
      Will be requesting Regional approval to secure one time minor capital funding
       from the unconditional Best Start reserve to assist all operators impacted by ELP


Child Care Operators in Durham are struggling with implementation of the Early
Learning Program, especially as they do not yet have the information they need to plan
for continuing to serve families. They understand that there will be a transformation of
the school and child care system. They are willing to work together with Children’s
Services Division and School Boards to adjust services; however this has been a
frustrating process for them.

SEE APPENDIX C: Template Child Care Impacted by ELP Schools

This template will outline the preliminary information we have received from child care
operators. This Operator information along with confirmation information from the
School Boards will be used to in conjunction with the MCYS guidelines to specify which
programs should receive the minor capital funding for 2010.


     Waiting to receive the 2011 approved ELP sites from Ministry of Education, will
      then complete Appendix A DURHAM REGION PHASE TWO ELP APPROVED
      SITES for 2011
     Waiting to receive the next Direction Memo from Ministry of Education which will
      outline further details for the School Boards regarding the Regulations associated
      with changes to the Education Act the Extended Day Program
     Children’s Services staff will distribute the Support to Child Care Operators
      Risk Calculation Sheet Appendix B
     Children’s Services Division to finalize the application process for non profit child
      care operators to apply for the available minor capital
     School Boards to provide details regarding Extended Day Program sites and the
      costs for care
     Children’s Services Division will enter into Purchase of Service Agreements for
      Child Care Fee Subsidy with School Boards during the summer months, and
      provide the necessary training to their staff regarding the billing process
     Children’s Services staff will complete the templates Child Care Impacted by
      ELP Schools gathering information from both School Boards and Child Care
      Operators and provide this information back to the child care operators
     Children’s Services staff will meet individually with child care operators to discuss
      their possible options, before they submit an application for funding.
     Waiting for information from MCYS regarding direction for Hub development
     Coterminous School Boards to meet with CMSM’s to identify and map “families
      of schools” to begin the process of identifying potential “Hub” locations
     Once the missing information has been received it will incorporated into this plan.
     Develop a communication strategy to inform Centres/Agencies Board of
      Directors, parents about the Early Learning Program in Durham.


Durham District School Board Approved ELP Sites for 2011

                                           # class        Possible Impact to Child
    School Name         Municipality
                                           rooms                     Care
Cadarackque PS         Ajax                              Schoolhouse Playcare-
                                                         Umbrella – Harwood S.A.
                                                         Umbrella – Heron House
Beaverton PS           Beaverton                         Beaverton N.S.
                                                         YMCA- Holy Family
Queen Elizabeth PS     Oshawa                            Big Hearts
                                                         Campus Child Care
                                                         Umbrella – Byng Ave
                                                         YMCA Wynfield Jr. Y
Glengrove PS           Pickering                         Discovery
                                                         Edukids Child Care Centre
                                                         PRYDE – Maple Ridge
                                                         S.H. Pine Ridge
                                                         S.H. Valley Farm
                                                         Umbrella – Brock Rd.
                                                         YMCA – St. Anthony Daniel
Quaker Village PS      Uxbridge                          PRYDE – St. Joseph
                                                         Stonemoor – S.A. Quaker
West Lynde PS          Whitby                            Byron St. Academy
                                                         Intensive TLC
                                                         Kids Campus
                                                         Marigold Montessori
                                                         Perry House
                                                         Umbrella –White Oaks
                                                         Whitby Child Care
                                                         YMCA Nursery School

Durham Catholic District School Board Approved ELP Sites for 2011
                                                          Possible Impact to Child
      School Name         Municipality  # classrooms
Father Joseph Venini     Oshawa                         Big Hearts
Catholic School                                         Campus Child Care
                                                        Umbrella – Byng Ave
                                                        YMCA Wynfield Jr. Y
St. Joseph Catholic      Oshawa                         Big Hearts
School                                                  Campus Child Care
                                                        Umbrella – Byng Ave
                                                        YMCA Wynfield Jr. Y

Kawartha Pine Ridge District School Board Approved Sites for 2011

                                                                  Possible Impact to Child
     School Name             Municipality       # classrooms
North Central              Clarington                            Edna Thomson

No sites for 2011 planned for:

Peterborough, Victoria, Northumberland, Clarington

Conseil scolaire de district catholique Centre-Sud

Conseil scolaire de district Centre-Sud-Ouest

APPENDIX B: (See page 109)

Support to Child Care Operators Risk Calculation Sheet
Calculating the amount of risk associated with full day early learning

APPENDIX C: (See page 110)

Template Child Care Potential Impact by School


An Updated and Annotated Summary of Evidence
A Compendium To: With Our Best Future in Mind, Charles E. Pascal

Durham Region Profile – Demographics and Socio-Economic Data

Every Child, Every Opportunity – Curriculum and Pedagogy for the Early Learning

With Our Best Future in Mind – Charles E. Pascal


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