NON-RESIDENTIAL STAFF HANDBOOK

                       
March 2009

HOW TO USE THIS MANUAL

This manual is divided into the 10 functions of the St. Leonard’s Community Services Planning and Evaluation Model. 

This manual contains information that is common to all non-residential programs as well as an appendix which contains program specific information relevant to the particular program location.

The information found in each section is as follows: 

• Planning
• Documenting
• Regulations
• Finances
• Facilities
• Human Resources
• Internal Communications
• Community Relations 
• Marketing
• Client Service

Although this manual is comprehensive, all relevant policies or procedures relating to program operations are not listed.  Other manuals, containing relevant policy information include the Policies and Procedures Manual of St. Leonard’s Community Services (including Human Resources, Emergency Response, Health and Safety and Finance Manual) as well as the applicable policies, procedures and guidelines of the funding Ministry.

TABLE OF CONTENTS – MAIN HANDBOOK

1.0 Planning
1.1 Departmental Operating Plan
2.0 DOCUMENTING
2.1 Information Sharing
2.2 Incident Reports
2.3 Faxing
2.4 Database
2.5 Memos and Paper Copy Information
2.6 Forms
2.7 File Naming and Saving
2.8 Computer Back Up Systems
3.0 REGULATIONS
3.1 General
3.2 Policy Manuals
3.3 Fire Drills
4.0 FINANCES
4.1 General
4.2 Office and Housekeeping Supplies
5.0 FACILITIES
5.1 Co-located Sites
5.2 Facility Tours
5.3 Grounds Tours
5.4 Windows and Window Coverings
5.5 Housekeeping
5.6 Garbage and Recycling
5.7 Damage Reporting/Work Orders
5.8 Tools
5.9 Program Keys
5.10 Alarm System
5.11 Panic Buttons
5.12 False Alarm/Accidental Use of the Panic Button
5.13 Opening and Closing Procedures
5.14 Heating and Cooling System
5.15 Smoking
5.16 Cleaning Service
5.17 Computers
6.0 HUMAN RESOURCES
6.1 General
6.2 In/Out Boards
6.3 Staff Scheduling
6.4 Staff Contact Information
6.5 Timesheets
7.0 INTERNAL COMMUNICATIONS
7.1 General
7.2 Binders
7.3 Communication Tools
7.4 Website, Intranet and Email
7.5 Staff Meetings
8.0 Community Relations
8.1 General Guidelines – Community and Neighbours
8.2 Telephone Etiquette
9.0 MARKETING
9.1 Program Presentations
9.2 Advertising
10.0 Client Service
10.1 Client Supervision
10.2 Transporting Clients in the Community
10.3 Dealing with Off-Site Emergencies
10.4 Contraband
10.5 Day Treatment Description

1.0 Planning

1.1 Departmental Operating Plan    

Each year staff are involved in the development and implementation of a departmental operating plan.  There will be cross-department representation at operating plan meetings.  This plan is reviewed regularly.  Copies are provided to all staff both in paper copy and electronically.

2.0 DOCUMENTING

2.1 Information Sharing

The appropriate response for ALL STAFF when contacted for unauthorized requests for client information is as follows:

"For client confidentiality reasons, I am prevented from discussing this with you.”
 
In the event a call comes from an apparent official source, (i.e. CAS worker, police, lawyer etc.) staff are to use the above call response and then verify the caller’s identity by:

• asking for the person’s name and telephone number,
• advising that their call will be returned,
• verifying the contact name and number and then following up with the caller.

All calls from an official source or those inquiring about serious or significant information must be directed to the Service Director or delegate.

2.2 Incident Reports

An incident report will be completed for any client and non-client specific events.  Non-client events include but are not limited to neighbour complaints, vandalism, vehicle or building damage or general police attendance/inquiries.  

2.3 Faxing

Faxing is a regular way to send documents to other programs and agencies.  St. Leonard’s Community Services fax cover sheets are to be used in all departments.  This is the only fax cover sheet that is to be used and it must accompany ALL faxes.  Once the fax has been sent, the fax cover sheet and acknowledgement sheet (if applicable), showing that the document was successfully sent, is to be stapled to the document by the staff member sending the fax and filed so there is a record of the fax occurring.

At the Youth Employment Centre, Dunnville Employment Centre and Career Resource Centres, fax machines are located in the resource area for client use.  On their first visit, clients will be instructed in the use of the fax machine.  Directions for use are posted in the resource centre.  Staff assistance is available if clients encounter any difficulties.

For all other non-residential programs, clients will request staff assistance to use the fax machines.

2.4 Database

The Agency uses an electronic database to store and manage client information.

Basic client information is entered in the database.  All staff have a responsibility to ensure that all client information is up to date and accurate.

All staff computers have access to the central database so that information can be entered from a variety of different locations.  All staff require a username and password to log on to the server. With good information going into the system, the database becomes a powerful and useful tool to manage client documentation.

2.5 Memos and Paper Copy Information

On occasion, memos or other information are received in paper copy only.  As appropriate, these communications will either be posted on the communication board or distributed to staff through a circulation file.  Staff are to initial each memo after reviewing. 

2.6 Forms

Program forms described in this handbook may be available on the database and as paper copies in the designated filing cabinet.  Staff are not to alter forms but are encouraged to recommend modifications to improve effectiveness. 

2.7 File Naming and Saving

All departments, with the exception of Administration which has its own structure due to multiple department involvement, organize computer files according to the Agency Planning & Evaluation Model.  Directories are established by department name and fiscal year (ie. ac0809, admhp0809, dunn0809, mar0809, yec0809)

Subdirectories are established by function.  The functions are as follows: planning (pl), documenting (doc), regulating (reg), finances (fin), facilities (fac), human resources (hr), internal communications (ic), community relations (cr), marketing (mkt), and client service (cs). (eg. c:\yec0809\cs\).

Files, which are letters or memos, are named by the person they are going to and by date – 8 alpha 4 numeric (e.g. c:\yec0809\cs\literacy0321).  Files, which are not letters or memos, are named descriptively.  Minutes would be named – c:\yec0809\ic\staffmin0630.  Reports involving neighbourhood complaints would be named and dated.  E.g. c:\yec0809\cr\neighbor0520. 

Outside of the database, all documents record the path and filename.  The path and filename is to be inserted at the bottom of every document.  For Word documents, the process is as follows:

• Save file as usual.
• Place cursor at bottom of page.
• At the top row of task bar, click on “Insert”, then “AutoText”, then “Header/footer”, then “Filename and path”.
• The file name and path will automatically be inserted at the bottom of the document.
• Change the font size to 9 for the filename and path.
• Save file again.

For Excel documents, the process is as follows:

• Save file as usual.
• From the File menu, choose Page Set Up.
• Select the Header/Footer tab.
• Select Custom Footer.
• Position cursor in left section and click on icon for file path and filename.
• Save file again.

2.8 Computer Back Up Systems

Where a computer network exists, equipment is in place to automatically back up data files every night.  Where staff computers are not networked, staff are required to regularly back up their data. 

Network backups:
The network servers are automatically backed up to tape every night.  Designated staff replace the backup tape on a daily basis.  There are sufficient tapes for up to two weeks.  The tape from each Monday backup is kept offsite until its next rotation.

Individual backups:
All staff will backup their data twice each week onto a memory stick or compact disk.  A different backup file is created for each backup session.   After four backups have been completed (two weeks), the backup files may be overwritten ensuring that there is always two weeks’ history available. 

3.0 REGULATIONS

3.1 General

All Agency programs operate in accordance with the policies and procedures of St. Leonard’s Community Services, government legislation and funder’s guidelines.

3.2 Policy Manuals

The following labeled binders are located in each department:

• St. Leonard’s Community Services - Policies and Procedures Manual (including Human Resources Policy)
• Staff Handbook,
• Client Handbook,
• Health & Safety (E.g. Fire Safety Plan, Emergency Response Plan, Inter Residence Security Call System)
• Agency Program Directory

All staff are required to know the contents of this material.

3.3 Fire Drills

Fire drills are held every month in each facility.  Exits are clearly marked within the building and drill procedures are documented in the fire plan.  Staff are responsible to review and understand expectations in the event of a fire drill.

4.0 FINANCES

4.1 General

Staff are responsible for finances as they pertain to day-to-day activities in the program.  This includes petty cash and any purchases that staff are required to make on behalf of the program.

The Manager/Supervisor of the program monitors all purchases which are approved by the Service Director.  Large purchases or capital needs are made in consultation with the Service Director.

Specific procedures are outlined in the Agency Policy and Procedures Manual, Finance Manual.

4.2 Office and Housekeeping Supplies

Office and housekeeping supplies are ordered monthly on dates established at each department. Designated staff compile and place orders as required.

5.0 FACILITIES

5.1 Co-located Sites

All Career Resource Centres, with the exception of Burford, are co-located on property owned and operated by the Grand Erie District School Board (GEDSB) or the Brant Haldimand Norfolk Catholic District School Board (BHNCDSB).  These sites are governed by the regulations and procedures of the Boards.  This includes, but is not limited to, facility/grounds tours, janitorial services, repairs, alarm systems, panic buttons and smoking regulations.

5.2 Facility Tours

Facility tours are completed at least monthly by the Manager/Supervisor in collaboration with a worker member of the Joint Health and Safety Committee.  The Manager/Supervisor conducting the tour will visually check the following:

• windows and window coverings,
• doors,
• condition of paint - is it in need of touch ups,
• condition of furniture and public access equipment,
• ceilings,
• bathroom facilities,
• appliances,
• trim on walls/doors,
• cupboards and storage,
• locks.

5.3 Grounds Tours

Grounds tours are completed at least monthly by the Manager/Supervisor in collaboration with a worker member of the Joint Health and Safety Committee in conjunction with the Health and Safety Facilities Inspection.   As part of the grounds tour, the following should be particularly noted:

• appearance of building and property to neighbours and community visitors,
• litter on property,
• seasonal issue - grass cut, flowers weeded and watered, snow removal, ice salted, secure lawn tools and shovels,
• shed secured and its contents stored and maintenance free,
• contraband,
• smoking area clean (if applicable),
• fire exits are clear and accessible,
• all program property put away in its appropriate place (ie. outdoor tools, portable signage).

All staff are asked to be aware of any condition that compromises the appearance or safety of the property.   If litter is present, remove it and dispose appropriately – do not wait for a grounds tour to be conducted. 

5.4 Windows and Window Coverings

All windows are to be closed and locked at the end of the business day.  All window coverings are to be closed at the end of the business day.

5.5 Housekeeping

It is essential that the facilities are safe, comfortable and provide a positive clean environment for clients and staff.  Staff ensure that the buildings are clean and that concerns are dealt with immediately.

All staff are responsible for light housekeeping of the interior and exterior of the building as required. 

5.6 Garbage and Recycling

Garbage and recycling removal is a housekeeping task shared by all staff.  Garbage is stored on the property until the garbage/recycling removal day.   Pick up schedules are as follows:

                        Addictions and Mental Health:  Tuesday (recycling and garbage)
                        Administration:                    No specific day (bins)
                        Dunnville:                           Thursday (recycling and garbage)
                        Market Street:                    Daily (recycling and garbage)
                        Youth Action Centre:          Daily (recycling and garbage)

For Career Resource Centres located on GEDSB or BHNCDSB property, school janitorial staff remove accumulated garbage and recycling.

5.7 Damage Reporting/Work Orders

The process for reporting damages and follow up is as follows:

• Damages or repairs required are detailed in an email to the Manager/Supervisor with a copy to the Service Director
• The designated staff will report all required repairs on a work order and email to the Executive Director, Service Director and the Executive Assistant.  A copy of the work order is kept in a binder until the work is completed.  All completed work orders are filed.
• A Weekly Maintenance Report is completed and sent to the Executive Director, Service Director and Executive Assistant every Wednesday by 1600 hrs if work is outstanding.
• Weekly Maintenance Reports are reviewed on a weekly basis by the Facilities Manager and Executive Director.

When the maintenance worker comes to the facility, the work order binder will be reviewed.  Any work completed must be signed off by the maintenance worker and the Manager/Supervisor or delegate.

As a matter of practice, maintenance workers will not carry out work that has not been documented on a work order and authorized.  Work orders will be filed in the work order binder for future reference.

5.8 Tools

The program may have basic tools for small repairs that can be completed by staff. 

5.9 Program Keys

All staff are issued key(s) to their location.  Other keys that may be issued are for offices, desks, filing cabinets and/or storage areas. 

Staff are responsible for these keys.  Should any key be lost, it must be reported immediately to the Manager/Supervisor.

Programs that have access to Agency vehicles will have a designated staff responsible for vehicle keys.

Duplicate keys are kept in a secure key box.  Administration has a locked box containing access keys for all Agency facilities.

Clients are not permitted access to program, building or vehicle keys.

5.10 Alarm System

Each facility is equipped with an alarm system that may include perimeter contacts and/or motion sensors.  Some facilities have exterior video surveillance equipment.

Where motion sensors are present, no materials that could become free floating after hours (ie. balloons, decorations, insecure posters) will be left in an area where motion sensors are present.

Staff will be advised of arming and disarming procedures during departmental orientation.

5.11 Panic Buttons

Staff are provided with panic buttons for use in the event of an incident that threatens security or personal safety.

Administration, Youth Action Centre, Dunnville Employment Centre, Burford Career Resource Centre and Market Street are monitored by Damar Security.  Addictions and Mental Health is monitored by OwlTech.
 
Career Resource Centres located at North Park, Pauline Johnson, Cayuga and Paris have panic buttons provided and monitored by the GEDSB security company and are governed by their procedures.

Each program has a sufficient number of panic buttons. 

The following procedures must be adhered to while on shift:

• panic buttons are available at key locations throughout the building which are identified on the facility emergency equipment locator map
• panic buttons are tested at a minimum once per month to ensure they are functioning properly. 

When to Activate a Panic Button

In the event of an incident that threatens security or personal safety, staff will activate the panic button. Examples of an incident that warrants the activation of a panic button include:

• staff on duty feel that the staff or clients could face serious physical harm,
• staff or clients are undergoing serious physical harm,
• immediate police involvement is clearly warranted and staff do not have the time or opportunity to telephone the police.

It should be noted that panic buttons do not work outside of the building.

Activation of the Panic Button

When the panic button is activated, the keypad may sound.

Upon activation of a panic button, the following will occur:

• message is sent to the security system monitoring company,
• police are contacted, and dispatched immediately,
• once the police have been dispatched, the security monitoring company will call the program to confirm the alarm and gather additional information if possible.  They will pass relevant information to the responding police,
• the police will assume there is a serious incident occurring within the program and will enter the building prepared to use force.  If staff are able to greet the police at the door, they should do so to prevent unnecessary force.

Testing Panic Buttons

Testing is completed at a minimum monthly by assigned staff to ensure functioning.  Each button is numbered so that a faulty panic button can be detected.  When a panic button is not functioning, it is generally due to a low battery.

The procedure for testing the panic buttons is as follows:

• call the Security Monitoring Service and provide them with your System Number and password and tell them you wish to test all your panic buttons.  Damar or Owltech will advise that you have one hour to complete your testing,
• activate each panic button for 10 seconds at 30 second intervals until all buttons have been tested,
• wait three minutes before calling Security Monitoring Service,
• call the Security Monitoring Service back to ascertain how many signals they received,
• if there is a problem with any of the buttons, staff will re-test,
• if still no signal is received, staff should change the battery and re-test,
• if still no signal is received, advise Security Monitoring Service that service is required,
• document the panic button test in the Panic Button Test Log.
• Additional Information on the Agency’s Staff Security Policy is located in the Policies and Procedures, Human Resources 6-710.

5.12 False Alarm/Accidental Use of the Panic Button

Should a false alarm be activated, the police will still respond.  Staff can call the appropriate security monitoring company and advise of the false alarm.  The staff member will be asked to identify himself/herself and to provide the system number and password.

The relevant system numbers and passwords are different for each location. The system numbers and passwords will be provided to each staff member before his or her first shift. It is the resposibility of the staff member to know the alarm information for each site in which they work.

5.13 Opening and Closing Procedures

The first staff entering the building in the morning will disarm the alarm and turn on all lights in the building (refer to floor plans).

Security of files and facilities is the responsibility of all staff.  All staff will ensure that their work area is secured at the end of their work day – file cabinets locked, lights turned off, windows locked and blinds closed, etc.

The last staff leaving the building will check the following before arming the alarm and exiting:

• Back doors are shut and locked,
• Any appliances (ie. coffee makers) are turned off or unplugged,
• All washroom lights and fans are turned off,
• Reception telephone night service is turned on,
• No one is in the building.

5.14 Heating and Cooling System

All Agency buildings have central air and heat.  Thermostats are programmed to provide optimal performance of the system.  At the Youth Action Centre, Supervisors are responsible for maintaining an ambient temperature within the building.  At all locations, report any concerns or issues with the climate control to the Manager/Supervisor.

5.15 Smoking

Each facility has a designated staff smoking area that is located a minimum of 9 meters from the building.  These areas are:

Addictions and Mental Health:  Smoking enclosure at rear of parking lot
            Administration:                Rear of building, near recycling bins
            Dunnville:                        Rear parking lot
            Market Street:                Across the pedestrian mall from front door
            Youth Action Centre:     Smoking enclosure or, if being used by clients, near the storage trailer

For Career Resource Centres located on GEDSB or BHNCDSB grounds, no smoking is permitted on school property.

5.16 Cleaning Service

Each facility has a specific janitorial cleaning service.  To enable them to do their job, staff work areas must be tidied each night to allow for vacuuming and dusting.  Cleaners will not move any objects in order to do their cleaning.  If there are any concerns about the cleaning service, staff should report same to the Manager/Supervisor.

5.17 Computers

All computers must be logged off the server each night.  All computer monitors must be turned off nightly.  Computers should be shut down completely over the weekends and during any staff vacation.

6.0 HUMAN RESOURCES

6.1 General

The Agency is supported by an administrative team comprised of an Executive Director, Finance Director, Accounting Manager, Accounting Clerk, Human Resources Administrator, Payroll Administrator, Communications and IT Coordinator, Executive Assistant and Administrative Support.

The services are staffed and organized to provide appropriate client service. A Service Director, Manager and/or Supervisor(s), Counsellors (Primary Workers) and/or Admin Support comprise the staff team.

Program hours are structured to meet the needs of the client group.  There must be adequate staffing at times of peak client use.

6.2 In/Out Boards

These are critical communication tools to safeguard staff security especially in the event of an emergency.  Staff must sign in and out of the building ­indicating their destination when leaving the building.  This will also facilitate the proper handling of client telephone calls and walk in traffic.  (See Policy and Procedures, Human Resources #6-710, Staff Security)

6.3 Staff Scheduling

Staff who are unable to report to work must speak to or leave a voicemail for their direct Manager/Supervisor before the start of the work day.  Scheduled client appointments and events must be covered or rescheduled.

6.4 Staff Contact Information

The Manager/Supervisor will keep an up-to-date list of home and cell numbers for staff in case of emergencies and/or should a staff need to be contacted regarding Agency business.  Staff have the option of identifying emergency contact information.

6.5 Timesheets

All staff are required to submit a timesheet or record of hours worked on the last day of the payroll reporting period.  Any absences must be documented and explained.  

7.0 INTERNAL Communication

7.1 General

Good communication is essential to ensure that quality service is provided.  The following meetings and internal communication formats/forums have been implemented to foster effective communication:

7.2 Binders

Several binders used in the organization of the program are kept in a designated location.  These may include room bookings, Health and Safety, Fire Plan, work orders and policy binders.

A communications binder may be maintained to assist in proper coverage of the reception position.  Instructions and pending events are outlined here to assist with efficient information handling.

7.3 Communication Tools

There are numerous tools to ensure good communication is maintained.  All communication formats listed below are available and should be reviewed prior to the start of a work day.

• Staff Trays – Staff may have a mail tray for hard copy communications.   Trays should be emptied regularly, at a minimum daily.
• Email - Staff must check their email inbox at least three times per day.
• Voice Mail – Voice mail should be checked a minimum of daily and cleared after the call is returned.

7.4 Website, Intranet and Email

All non-residential programs are equipped with high-speed Internet access.  Staff should ensure that the Agency website displays as the home page when accessing the Internet.

The Agency website is www.st-leonards.com.  Staff can access the Intranet through this site.  Staff can access their email through the Intranet.  When connecting to the Intranet, accept the security warning and enter your user name and password.  The Intranet is a valuable communication tool for Agency information – click on the “Shared Documents” link to review current Agency updates or “Archived Documents” for historical information.

The Agency Program Directory is on the website.  This directory lists all Agency programs, eligibility criteria, location and contact information.

Upon hire, all staff will be assigned an Agency email address and password.  Your password should not be written down and is not to be shared with anyone.  Should you forget your password or you believe it has been compromised, call the IT Coordinator for direction (see Policy and Procedures, Human Resources, #6-640, Staff Use of Electronic Technology).

To enhance the efficiency of email communication, the following guidelines are to be used:

• No reply is required if you are “cc” on an email,
• No reply is required if a message is forwarded to you for information only without a request for action,
• All other internal email messages require a reply if a reply is warranted.

Client use of computers and resource equipment is outlined in the program specific appendix.

7.5 Staff Meetings

Staff meetings are held monthly at a minimum.  The Service Director or delegate chairs the meetings and the recorder issues the minutes within 3 days of the meeting.  The purpose of this meeting is to provide Agency, funder and community updates and provide a forum for open discussion.   Minutes are forwarded to all attendees, Executive Director, Service Director, Executive Assistant and Manager/Supervisor.

The agenda will follow the Agency Planning and Evaluation Model.

8.0 Community Relations

8.1 General Guidelines – Community and Neighbours

Partnerships with the community are necessary for the successful operation of Agency programs.  It is essential that all Agency programs have a positive neighbourhood image.  It is important for all staff to develop and maintain positive relationships with neighbours and the community at large by adhering to the following guidelines: 

• Take pride in the facilities and teach clients this perspective.
• A positive and co-operative gesture from staff and clients can go a long way to ensure positive relations.
• Keep the outside of the facility tidy, clean and in good repair at all times.
• Check for trash and debris and pick it up.
• Make sure that no debris, brush or garbage cans are stacked up against the property line fence.
• Ensure clients do not congregate and smoke in front of the neighbours’ homes.
• Encourage positive behaviour from clients.  Intervene if clients are swearing, or using abusive language when outside the facility.
• Keep bikes, skateboards, etc. off the neighbours’ properties.
• Staff must monitor clients when they are attending a program and outside the facility.
• Be helpful, courteous and professional with the neighbours.

Any community or neighbour complaints are to be documented in a non-client incident report and brought to the immediate attention of the Manager/Supervisor and Service Director.

8.2 Telephone Etiquette

When answering the telephone, the following standard greeting must be used:

9.0 MARKETING

9.1 Program Presentations

Program presentations are completed on a regular basis to various community groups.  These presentations inform and educate the community on Agency services.  Some tools used for these presentations are brochures, power point presentations and annual reports.  Presentation materials must be approved by the Service Director.

9.2 Advertising

Where there is budget allocation for advertising, all promotional items and advertising must conform to Graphics Standards and be approved by the Service Director.

10.0 Client Service 

10.1 Client Supervision

Client movement within the facility must be monitored.  This may include escorting clients to and from their appointments.  Clients will also be monitored when on break from group activities.

Staff at the Youth Employment Centre, Dunnville Employment Centre and Career Resource Centres will monitor client usage of public access computers to ensure that inappropriate materials are not accessed.

10.2 Transporting Clients in the Community

Youth Action Centre staff use Agency/program vehicles for client transportation unless the vehicles are not available and public transportation is considered to be inappropriate.  In other programs, personal vehicles will be used and one million dollars liability insurance is necessary.  All staff providing transportation must possess a valid G2 Driver’s Licence.

Preplanning is required for trips and will include:

• arrangement for seating,
• staff required for client supervision,
• assignment of driver,
• needs of clients,
• maintenance (for Agency vehicles),
• weather conditions.

The staff member driving will be responsible for the safe operation of the vehicle and security of the vehicle and keys.
 
Clients must wear seatbelts and remain seated while vehicles are in operation.

For Agency vehicles, after each outing, the driver is to inspect the vehicle for security and cleanliness and to ensure the vehicle has adequate gas for the next outing.  (see Human Resources Policy #6-740, Safe Driving Policy)

10.3 Dealing with Off-Site Emergencies

Preparation and planning for emergencies is required for all outings, field trips, or recreational activities that involve going off-site.  Staff are expected to take a cell phone and first aid kit on client outings.

If an emergency occurs during an out of town trip, staff are to use good judgment and ensure the health and safety of all clients.  Emergencies include, but are not limited to accident or injury to a staff member or client, missing client, extreme out of control behaviour by a client, or a serious community complaint or issue.

Staff will call their Manager/Supervisor immediately to advise that an emergency has occurred.  Clients are to be returned immediately to the point of origin.  Police involvement may be necessary.

If a client refuses to return to the point of origin, or if a client has gone missing, a staff member must remain at the location with the client until relieved by support staff, or until police have taken charge of the situation.  Under no circumstances are staff to leave a client behind.

10.4 Contraband

Contraband is considered to be any prohibited weapon (or facsimile), potentially dangerous device, unauthorized drugs/alcohol, stolen property, or inappropriate literature/music/ paraphernalia, which is in the possession of a client. 

Depending on the seriousness and significance of the contraband, its removal must be documented in a case note, an incident report or a serious occurrence report.  All contraband items must be forwarded to the Manager/Supervisor and stored in a secure location.  Contraband issues may be reported to the police or parents/guardians/caregivers depending on the nature of the contraband.  Certain contraband (ie. drugs, weapons) will be turned in to the police for disposal.  The Manager/Supervisor will request police attendance to pick up.

Substance– In the event that staff suspects a client is in possession or under the influence of a substance, the client will be directed to leave the premises.  If the client refuses to leave the premises, the police may be notified. 

Weapons – In the event weapons are discovered, they should be handled in a fashion similar to contraband and turned over to police. 

10.5 Day Treatment Description

St. Leonard’s Community Services provides day treatment classrooms.  The Agency refers to these classrooms as Learning Centres.  Learning Centres are available at the following sites:

1.  Youth Action Centre
Address: 466 Colborne Street, Brantford, Ontario
Classroom Capacity:  2 classrooms with up to 20 full time secondary level spaces.

2.  Peter Willis Residence
Address:  135 Elgin Street, Brantford
Classroom Capacity:  1 classroom with up to 10 full time secondary level spaces.

3.  Addictions and Mental Health Centre
Address: 133 Elgin Street, Brantford
Classroom Capacity:     1 classroom with up to 10 full time elementary/secondary level spaces.

4.  Varency Home
Address:  267 Concession 6 Road, Jarvis, Ontario
Classroom Capacity:  1 classroom with up to 10 full time elementary/secondary level spaces.

PROGRAM DESCRIPTION

The Learning Centres offer an integrated treatment and educational classroom for clients between the ages of 12 and 19 years.  The Learning Centres are offered in partnership with the Grand Erie District School Board (GEDSB). 

The Learning Centres are designed to ensure that the curriculum and environment are provided in a manner appropriate to the chronological ages, development levels of the clients referred. Clients attend the Learning Centres during normal school hours.  A range of academic, educational and/or work activities are offered, appropriate to the learning style, needs and achievement level of the clients in the program.  Staff promote the assimilation of learning and transference to future situations. 

Upon admission to the Learning Centre classroom, an individualized educational treatment plan is developed with the client to address difficulties, assess and remediate academic concerns.  For residential clients, this plan is coordinated with the overall Treatment/Action Plan. 

The Learning Centre staff work “moment to moment” with clients, using situations that arise daily in the classroom as opportunities to intervene.  Staff promote the assimilation of learning and transference to future situations.  Staff are able to apply behaviour management techniques appropriate to the client’s development and level of understanding. 

The Learning Centre staff are part of the multidisciplinary process; planning, monitoring and reviewing the educational Treatment/Action Plan for each child/youth enrolled in the Learning Centre classroom.  Communication is fostered through activities such as staff meetings, communication logs, supervision and case management meetings.

Grand Erie District School Board teachers and Classroom Counsellors from St. Leonard’s Community Services staff the Learning Centres.  Classroom Counsellors also provide support for clients who are integrating back into community classroom settings following time spent in the Learning Centres.

The Learning Centres operate throughout the school year and during regular school hours.  The Peter Willis Residence Learning Centre provides a summer school opportunity for clients who reside at that location.

Where necessary, the residential programs provide transportation to and from the Learning Centres for Agency residential clients.  Transportation for community participants is not provided by the Agency.

Objectives:

• To provide a therapeutic environment of treatment and education that facilitates and enhances academic progress.
• To develop, implement, evaluate and revise educational Treatment/Action Plans
• To prepare the child/youth, family and local school board for a return to a regular school setting.
• To provide support to the child/youth integrating back to community school setting.

Appropriate Referral:

Appropriate referrals include clients with emotional, social, legal mental health and/or behavioural problems, which have interfered with their educational progress.  The Learning Centre classroom is an appropriate option for children and youth who have not benefited from specialized educational interventions within the regular school system. 

Some children/youth may not be deemed appropriate as a result of presenting with a degree of intellectual or physical disabilities that would interfere with their ability to benefit from the Learning Centre classroom.  The introduction of the child/youth into the Learning Centre classroom should not interfere with the functioning of the classroom or the treatment of existing clients.

Admission Criteria:

The client and their parent/guardian/caregiver(s) are expected to be involved in the treatment process and development of the Treatment/Action Plan. 

Target Population:

Youth (aged 16 – 19) residing in the community and youth in the residential program at the Youth Resource Centre may access the classrooms at the Youth Action Centre.  Applicants under the age of 16 will be considered on an individual basis.

Youth (aged 12- 18) residing in the open detention/open custody program at the Peter Willis Residence may access the classroom at that location.

Youth (aged 12 – 17) residing in the residential program at Varency Home may access the classroom at that site. 

Youth (aged 12 – 17) residing in the residential programs at Roy Walsh Home, may access the classroom at the Addictions and Mental Health Centre.  When space and funding is available, youth residing in the community, may also access this classroom.

Intake/Admission Process:

Admission to the Learning Centre takes place on a planned basis, whenever possible.  Relevant history, assessment findings, known risk factors are communicated to the Learning Staff in a timely manner, preferably prior to admission.  Whenever possible, at least one visit takes place at the Learning Centre prior to admission.  The client’s admission to the Learning Centre is managed with sensitivity, respect, transparency and in a manner that reflects the preferences of the client and parent/guardian/caregiver(s).  Staff understand and work with separation issues present for clients admitted into a Learning Centre setting.

Residential referrals are processed internally during the referral, intake and admission process.  Residential clients are guaranteed access to the Learning Centre classrooms.  Non-residential referrals to the Learning Centres are made to the location best suited to the needs of the client. 

Any client/parent/agency wishing to refer a youth to a Learning Centre classroom completes a referral/application form.  An interview is scheduled with the child/youth and their parent/guardian/caregiver to review their application, followed by a case conference in which all parties involved will determine the appropriateness of the program for the individual student referred.  If accepted, the child/youth and their parent/guardian/caregiver(s) are required to complete the student contract, consent for service and admission documents.  A complete orientation to the Learning Centre follows.

Admissions are processed as vacancies occur.

Discharge/Termination Criteria:

A client is discharged when the client, parent/guardian/caregiver(s) and Learning Centre staff consider him/her able to function within and benefit from the regular community based school system.

A client may be discharged when the client, parent/guardian/caregiver(s) and Learning Centre Staff identify that the client is unable to benefit by remaining in the classroom.

If the client/parent/guardian/caregiver(s) wish to withdraw their child or are unwilling to participate in the treatment process, discharge consideration may be warranted.

An Agency residential client is discharged upon completion of their residential program.

Follow up

After the client has ended treatment/service, the option of follow-up contact exists. 

Depending on the client’s expressed need, follow-up provides an opportunity to review coping strategies and/or skills learned while in the Learning Centre.  Contacts can take the form of phone calls, school visits, counselling appointments, etc.

Follow-up plans will be documented in the discharge plan on the client file.

Staffing:

A Director/delegate is assigned to each Learning Centre classroom. 

When financial resources are available, a consulting Psychologist may be accessed.

A full time teacher is assigned to each Learning Centre classroom.  A Classroom Counsellor is assigned to each classroom to provide treatment planning, behaviour management and support to the teacher and students.

Home