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Chatham Street STAFF HANDBOOK
March 30, 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 residential programs licensed under the Child and Family Services Act (CFSA) as noted in the table of contents 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:
Although this manual is comprehensive, all relevant policies or procedures relating to the operation of the Children and Youth Residences are not listed. Other manuals, containing relevant policy information include the Policies and Procedures Manual of St. Leonard’s Community Services, the Ministry of Children and Youth (MCYS) Residential Licensing Manual, the Ministry of Children and Youth Justice Services Manual and the Child and Family Services Act. TABLE OF CONTENTS 1.0 Planning 2.0 Documenting 4.0 Finances 6.0 Human Resources 6.1 General6.2 Staff Schedule 6.3 Part time Staff Sign In Sheets 6.4 On-Call System 6.5 Panic Buttons 7.0 Internal Communications 8.0 Community Relations 9.0 Marketing 10.0 Client Service 10.1Chatham Street Resource Description10.2 Intake/Admission Process 10.3 Role of the Counsellor (Primary Worker) and Supervisors in Treatment/Action Planning 10.4 Timelines for Developing and Reviewing the Treatment/Action Plan 10.5 Client Property 10.6 Client Property Upon Discharge 10.7 Discharge Summary 10.8 Personal Care Items 10.9 Mail 10.10 Contraband 10.11 Room Searches 10.12 Personal Searches 10.13 Contacting Police in Emergencies 10.14 Visitors 10.15Discipline and Consequences 10.16 Client Health 10.17 Parental Consent to Medical/Dental Treatment and History Verification 10.18Emergency Medical/Dental Treatment Consent 10.19 Emergency Medical Treatment 10.20 Accidents and Injuries 10.21 Client Voting in Municipal, Provincial and Federal Elections 10.22 Individual Counselling 10.23 Transportation 10.24 Family Visiting/Reintegration 10.25 Clients Absent from the Program and Considered Missing 10.26 Day Treatment 10.27 Medications 1.0 Planning 1.1 Departmental Operating Plan Each year staff are involved in the development and implementation of a departmental operating plan. This plan is reviewed regularly. The Chatham Street Residence (CSR) plan is included as part of the overall Youth Resource Centre (YRC) plan. Copies of the plan 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 requests for client information is as follows: "For client confidentiality reasons, I am prevented from discussing this with you.”
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 as identified in the Agency’s Policies and Procedures Manual (see Documenting 2-100). Non-client events include but are not limited to neighbour complaints, vandalism, vehicle or building damage or general police attendance/inquiries. Protocol for Local Incident Reporting to the LHIN The LHIN is to be advised on the following serious incident categories, especially if these incidents have cross Agency, cross LHIN boundaries or provincial impact. These incidents may include:
As soon as a significant incident is identified, during regular business hours (8:30 am to 5:00 pm Monday through Friday) telephone the HNHB LHIN at 1-905-945-4930 and advise. Confirm the details of the incident by an email message to the LHIN at, hamiltonniagarahaldimandbrant@lhins.on.ca or phone 1-905-945-4930 ext. 4221. After regular hours, telephone the on call pager number at 1-416-582-1200. If the emergency requires a provincial response or has a potential to escalate to a provincial emergency (local declared emergency, natural disaster, large scale evacuations, etc.), call 1-866-212-2272 to reach the Ministry’s Emergency Management Unit. A situation involving any of these categories is to include immediate consultation with the Manager or Sector Director. 2.3 Client List The Chatham Street Residence completes and circulates a daily client list, which contains basic client information. This list is circulated to the Executive Director, the Service Director and the Manager daily at midnight. 2.4 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, 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 transmission. 2.5 Database The Agency uses an electronic database to store and manage client information. Basic client information is entered on the database. Staff have a responsibility to ensure that all client information is up to date and accurate. All computers are networked to the central database so that information can be entered from a variety of locations. With good information going into the system, the database becomes a powerful and useful tool to manage client documentation. All staff require a username and password to log on to the network. 2.6 Memos and Paper Copy Information Memos or other information are kept in the staff office either posted on the communication board or distributed to staff through a circulation file. Staff are to initial each memo after reviewing. 2.7 Progress Notes Progress notes are written daily for each client. Staff use progress notes to record observations of the client’s daily activity and progress. This information is used for information sharing and planning. The notes should be clear and concise so that staff are able to read and understand what has been happening with each client. Notes can be brief if the client has had a positive or uneventful day/evening. When documenting client progress, staff are to outline the activity the client was involved in during that shift and describe significant situations, events and behaviour. 2.8 Forms Program forms described in this handbook are available on the database and as paper copies in the staff office filing cabinet. Staff are not to alter forms but are encouraged to recommend modifications to improve effectiveness. 2.9 File Naming and Saving All departments organize computer files according to the Agency Planning & Evaluation Model. 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 delivery (cs). (eg. c:\rwh0809\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:\csr0809\csd\smith0321). Files, which are not letters or memos, are named descriptively. Minutes would be named – c:\csr0809\ic\staffmin0321. Reports involving neighbourhood complaints would be named and dated. E.g. c:\csr0809\cr\neighbour0522. 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 using the following steps:
For Excel documents, the process is as follows:
2.10 Hard Drive Back Up System The full time night staff is responsible for backing up the residential computer files on a rewritable CD or portable USB disk drive. Each computer is to be backed up a minimum of twice per week. Backed up CD’s or portable USB disk drives are to be forwarded to the Manager for secure storage. 3.0 REGULATIONS 3.1 General Chatham Street operates in accordance with the policies and procedures of St. Leonard’s Community Services and government legislation (i.e. Operating Manual) through the Ministry of Health and Long- Term Care. Policy Manuals The following labeled binders are located in the staff office:
All staff are required to know the contents of this material. 3.2 Health RegulationsHealth Standards The interior and exterior of the Chatham Street Residence is inspected daily ensuring that a high standard of cleanliness and tidiness is maintained. The local health unit inspects the residence on an annual basis and provides a written report of their findings and recommendations. Food Storage and Handling Food is stored in designated food storage areas. It is the responsibility of the staff and clients to clean the designated food storage area at the end of the month and to dispose of any expired food items. This task will include:
Proper food handler practices are expected to be followed and include but are not limited to:
3.3 Water Sanitized bottled water adequate for all clients and staff is purchased from a licensed water distributor. Five bottles of drinking water are available at any given time. 3.4 Water Temperature The hot water system is capable of supplying a minimum hot water temperature of 43 degrees Celsius and a maximum of 49 degrees Celsius for bathing and a minimum of 72 degrees Celsius for dishwashing machines. The Agency ensures that the above policy is met through regular checks being made by the PUC and the maintenance company who services the Agency. 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 of the Youth Resource Centre monitors all purchases which are approved by the Service Director. Specific procedures are outlined in the Agency Policies and Procedures Manual and Finance Manual. 4.2 Ontario Works Cheques (OW Cheques) The Agency receives Ontario Works Cheques which offset monthly living expenses for clients living at the Chatham Street Residence. The cheque arrives at Administration and is date stamped and deposited in the safe. The cheque is documented on the t:/drive, indicating date of arrival, amount of cheque (if payable to St. Leonard’s Community Services) and cheque payee. This file is a running total of all cheques received at Administration. The Administration staff email the Manager of the YRC and the Chatham Street Residence informing of any cheques arriving from Ontario Works. If the cheque is payable to St. Leonard’s Community Services, the Adminstration staff will complete a cheque requisition, which is forwarded to the Accounting Clerk marked “priority”. If the cheque includes the SLCS rent allocation, the $100 rent amount is deducted from the cheque. The balance of the cheque is payable to the client. Upon processing and signing, a phone call is placed to the YRC by the Accounting Clerk to indicate the cheque is ready and has been placed in the Chatham Street Residence (CSR) tray at administration. Administration staff advise the Chatham Street staff and the YRC Manager, via email, of any client enquiries regarding mail or cheque status. This allows the staff to address questions and concerns directly with the client. 5.0 FACILITIES Facility tours are completed at least once each month by the Manager/Supervisor in collaboration with a member of the Joint Health and Safety Committee. The Manager/Supervisor conducting the tour will visually check the following:
5.2 Ground Tours Ground tours are completed at least once per month by the Manager/Supervisor in collaboration with a member of the Joint Health and Safety Committee in conjunction with the Health and Safety Facilities Inspection. As part of the ground tour, the following should be particularly noted:
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 ground tour to be conducted. 5.3 Shift Tours The staff on shift is responsible for completing a daily tour of the entire facility and ground to ensure safety and security is maintained. This daily tour is documented in the log book. Security, damage, maintenance, control, health, fire and safety issues are the focus of the inspection. Issues arising from a tour are to be documented and followed up on immediately. While completing the shift tour, a fire check is also to be completed. A shift tour consists of inspecting all rooms and areas of the residence and includes checking the condition of the following: Interior:
Exterior:
5.4 Window Coverings All windows must be “dressed” at all times to ensure an appropriate appearance of the residence, as well as to promote privacy for the program. This includes bedroom and bathroom windows. 5.5 Housekeeping/Chores It is essential that the residence is safe, comfortable and provides a positive clean environment for clients and staff. Staff ensure that the residence is checked for cleanliness and that concerns are dealt with immediately. All staff are responsible for ensuring the general upkeep of the interior and exterior of the residence. House maintenance and general cleanliness are life skills. Clients have chores that are to be checked thoroughly. Staff must set a high standard, supervise clients and help them complete chores properly. Helping with chores is a good opportunity for role modeling and relationship building. Staff are to ensure the house is clean before leaving shift. 5.6 Garbage and Recycling Garbage and recycling removal is a chore on the list and requires careful monitoring by all staff. Garbage is stored on the property until the weekly garbage/recycling removal day. When the garbage and recycling are taken out of the residence, it is to be in the designated garbage canister/shed. 5.7 Bedroom Guidelines Each bedroom is equipped with appropriate furnishings. Within reason, clients may have their personal property in their room. Bedrooms must be kept clean and tidy and are to be locked when not in use. The following criteria should be kept in mind when inspecting and touring the bedrooms.
5.8 Laundry Facilities Laundry facilities are on site. Clients are encouraged to do their laundry at least once per week. 5.9 Damage Reporting/Maintenance Board/Work Orders The process for reporting damages and follow up is as follows:
When a maintenance worker comes to the residence:
As a matter of practice, the maintenance workers will not carry out work that has not been documented on a work order and authorized. Work Orders will be filed by night staff, for future reference. 5.10 Tools The program has basic tools for repairs that can be completed by staff and clients on shift. Client use of tools must be directly supervised by staff and tools must be returned after each use. 5.11 General Staff Office Guidelines The staff office is the security control centre of the residence and is to remain locked at all times when not in use by staff. It is important to keep offices professional looking, as this is a reflection of the entire program. The following procedures must be adhered to by all staff:
5.12 Program Keys All staff assigned to the Chatham Street Program are provided with keys to the building. Staff are responsible for these keys. Should a key be lost, it must be reported immediately to the Manager/Supervisor. Upon admission, clients are provided with a key to the building and a key to their assigned bedroom. The key will open the exterior doors. Clients are responsible for that key and must advise staff if the key goes missing. 5.13 Heating and Cooling System The residence is equipped with a furnace, including central air conditioning. An appropriate winter setting is heat on 20; summer is cool on 20. The minimum temperature of the residence is at least 17 Celsius or 72 Fahrenheit. 6.0 HUMAN RESOURCES 6.1 General The program is staffed and organized to meet the treatment and care needs of the clients. The major responsibilities of staff are the care and provision of service to clients as outlined in the residential job descriptions. The residence is staffed 10 hours per day, 7 days a week from 9:00 p.m. – 7:00 a.m. with awake staff. The Chatham Street staff team is comprised of one Counsellor (Primary Worker) and part time support Counsellors. Supervisory staff is available on call or at the Youth Resource Centre. The staff schedule is maintained by the YRC Manager or delegate. It is posted up to 4 weeks in advance. Schedule changes must be requested and approved by the Manager/delegate in advance. A request or email is to be directed to the Manager, specifically outlining the request. Every effort is made to accommodate requests; however there may be times when a change is not possible. Staff are not permitted to “swop” shifts without the authorization of the Manager/delegate. Staff who are unable to report to work due to illness must inform the Shift Coordinator at the YRC and request coverage at their earliest convenience. It is the responsibility of the Shift Coordinator to find coverage for the staff member calling in sick. All efforts must be made to cover the shift with part time staff. If coverage is not available within the department, part time pool or full time staff may be used. 6.3 Part Time Staff Sign in Sheets It is the responsibility of all part time staff to document all hours worked on a Part Time Sign in Sheet. A new sheet is started at the beginning of each pay period. Hours not documented will not be paid. Staff are assigned to on call duties to provide support and consultation in crisis situations. The On Call responsibility rotates between the YRC Supervisors and the Manager. The Service Director may be used as a back-up if necessary. The On-Call person carries a cell phone or pager and the on call phone number is documented on the staff phone list. If the On Call person does not answer the on-call cell phone/pager, leave a message. If there is not a timely response and the situation is urgent, staff may attempt to call another Supervisor, the Manager or Service Director. On call staff are to be advised of decisions made in crisis situations. 6.5 Panic Buttons
Staff are provided with panic buttons for use in the event of an incident that threatens security or personal safety. The Chatham Street program is monitored by Damar Security and has a sufficient number of panic buttons. The buttons are on individual medallion chains. The following procedures must be adhered to while on shift:
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:
Activation of the Panic Button When the panic button is pushed, the keypad in the front foyer will sound. It automatically takes over priority on line 1 of the phone system; therefore rendering line 1 unavailable for phone calls. Staff must use line 2 for out-going phone calls. Upon activation of a panic button, the following will occur:
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 number and password for Chatham Street will be provided to each staff member before their first shift. It is the responsibility of each staff member to know the alarm information for their location. Chatham Street staff will contact Damar Security at 519-753-7710 to advise of the false alarm. Testing Panic Buttons Testing is completed weekly by the night 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:
7.0 Internal Communications 7.1 Clip Boards/Binders The program has various clipboards or binders that contain program information. Staff are expected to review the information during their shift. The following is a list of the information that is maintained:
7.2 Shift Changeover/Information Exchange Staff are responsible for ensuring information exchange is provided to the next shift. This is completed by documenting significant information on the Shift Changeover form. Staff are to use the Planning and Evaluation Model functions as a prompt in relaying information. 7.3 Case Management Meetings and Process Case management meetings occur bi-weekly and are a key way to review client progress. Chatham Street cases are reviewed with the YRC program. It is the role of the Counsellor (Primary Worker) to complete a Case Management Weekly Report with the clients on their caseload. In their absence, the YRC assigned Supervisor is responsible for ensuring the report is completed. This report is presented by the Counsellor (Primary Worker)/Supervisor at the Case Management Meeting. When the staff schedule permits, the Counsellor (Primary Worker) is expected to attend Case Management Meeting. Other staff are welcome and encouraged to attend but participate on their own time. Purpose of Case Management Meeting The purpose of the Case Management meeting is to provide staff input into the assessment, treatment and discharge planning of clients. This includes information sharing, problem solving and decision making in order to develop, implement and monitor treatment/action plans. Case Management Agenda Format is as follows:
Case Management Weekly Reports This report is developed weekly via a 1:1 meeting between the client and the Counsellor (Primary Worker) prior to the Case Management meeting. The meeting consists of a review of the treatment/action plan, a review of the client’s activities over the previous week, problem solving, and development of an action plan for the upcoming week. This information is documented by the Counsellor (Primary Worker) on a Case Management weekly report and includes the client’s perspective of their progress. Both the Counsellor (Primary Worker) and the client sign and date the weekly report. Specific items that must be included in the report are:
The Counsellor (Primary Worker) or the Supervisor presents the Case Management Weekly report at the Case Management meeting. Case Management Minutes Process
7.4 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 shift.
7.5 House Meetings House meetings are held a minimum of once per week. The staff on shift chairs the meeting and records the minutes within 24 hours of the meeting. The purpose of this meeting is to communicate with clients, engage them in problem solving issues and gather program input. Minutes are posted in the residence and also forwarded to the Executive Director, Service Director, Manager, Executive Assistant and YRC Supervisor. The agenda follows the following format:
7.6 Website, Intranet and Email The program is 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. Linked to the website, is the Agency Program Directory. 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 Co-ordinator for direction (see Policies 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:
Client use of computers and resource equipment is outlined in the program specific appendix. 8.0 Community Relations8.1 General Guidelines – Community and Neighbours The residence is a member of the community and neighbourhood. Partnerships with the community are necessary for the successful operation of Agency programs. It is essential that the residence 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:
Any community or neighbour complaints are to be documented in a non-client incident report and brought to the immediate attention of the Manager and Service Director. 8.2 Telephone Etiquette When answering the telephone in the residence, the following standard response must be sited:
9.0 MARKETING 9.1 Program Presentations Program presentations inform and educate the community on Agency services. Some tools used for these presentations are brochures, power point presentations and annual reports. 10.0 Client Service Operator’s Name – St. Leonard’s Community Services Key Personnel Jo-Anne Link – Director Location Type of Resource – Transitional Supportive Housing Association/Affiliation – Children’s Mental Health Ontario (CMHO) PHYSICAL DESCRIPTION OF RESOURCE The Chatham Street Residence is a three storey brick home with a veranda located in a residential neighbourhood near the Brantford city core. The main floor of the house consists of a kitchen, dining room, living room, bathroom and a staff office. The second and third floor consists of a bathroom and client bedrooms. The basement area of the home contains a furnace room and general storage. The design and furnishings are cheerful and in keeping with the ages of the clients who reside there. The home has front and back gardens, a large fenced in backyard and parking lot. Number of bedrooms – 4 Bedrooms are equipped with the following for each client:
Clients are allowed free access to all living areas within the residence, with due regard for the privacy, safety and personal possessions of others. Staff members knock before entering a client’s bedroom. The program also designates a room or area in the residence for private visits and meetings. Surrounding community The city of Brantford and surrounding area is located on the scenic Grand River about a half-hour drive from Hamilton and Cambridge. The area population is about 100,000 people. The Chatham Street Residence is centrally located in an older residential neighbourhood of Brantford. The neighbourhood offers schools within walking distance. There are 12 places of worship, which include a Baptist, United, Catholic, Christian Fellowship, Lutheran, Anglican Church as well as an Inter-denomination Worship Centre in close proximity. There are two parks within walking distance. The Brantford Police Services is nearby. A number of commercial businesses operate within the area. The residence is within walking distance of shopping, public parks, library, medical services and social service agencies. PROGRAM DESCRIPTIONThe Chatham Street Residence is a transitional housing program for youth transitioning from the Youth Resource Centre. Support services are provided on site and through other Agency programs. Staff use a cognitive behavioural approach, social learning, role modeling, problem solving and natural and logical consequences to empower clients and provide them with living skills, problem solving and decision-making skills. The program provides a safe and healthy environment for clients. Residential services are provided in a manner appropriate to the chronological age, development and maturity of the clients being served. Clients are expected to be working or in school full time. 10.2 Intake/Admission Process Admission to the Chatham Street Residence takes placed on a planned basis. The client’s transfer from the Youth Resource Centre to the Chatham Street residence is managed with sensitivity, respect and in a manner that reflects the preferences of the client and parent/caregiver/guardian. Staff empathize and work to lessen the anxiety and separation issues of the client’s experience when moving into the residential program. Upon intake, all clients (and their parents/guardians/caregiver) receive an initial orientation to the program. The process includes the following:
Clients’ acknowledge their understanding of the information contained in the Client Handbook. This signed acknowledgement is placed in the client file. Further information on the client orientation is found in the Policies and Procedures Manual – Client Service Model (CS10-40), the Client Handbook (CS10-50) and Release to Obtain Information (CS10-90) and Consent to Service Policies (CS 10-80). 10.3 Role of the Counsellor (Primary Worker) and Supervisors in Treatment/Action Planning The Counsellor (Primary Worker) will ensure:
Supervisors are responsible for:
10.4 Timelines for Developing and Reviewing the Treatment/Action Plan Detailed information on Treatment Planning is located in the Policies & Procedures Manual, CS 10-40 Client Service Model. Timelines to be followed are: The Initial Treatment/Action Plan - The initial Treatment/Action Plan must be developed within 30 days following the admission of a client and a meeting involving the child, the social worker, family, probation officer and others will take place at that time. 30-Day Reviews - The Treatment/Action Plan must be reviewed a minimum of once per month. Counsellors (Primary Workers) review the Treatment/Action Plan with each client during the weekly meeting. Clients provide input and acknowledge his/her participation in the process by signing the weekly report, together with the Counsellor (Primary Worker). The client’s perspective is also recorded on the weekly report. 10.5 Client Property All property items brought into the residence must be documented on the client’s property list. It is the client's responsibility to ensure all property is on his/her property list. The client and staff will sign the property list acknowledging what has been brought into the residence. Staff are to be specific when recording property, using brand names if possible. Jewellery should be recorded as yellow or white metal rather than silver or gold. Staff are to examine all property to ensure that contraband or dangerous goods are removed and stored until they are removed from the residence. Staff may remove, withhold or refuse access to property for safety or security reasons. Property of excessive value should not be brought into the residence. In the event excessive quantities of property are brought into the residence, staff will limit the amount and the remaining property will be inventoried and placed in the basement. Property in the client’s possession, but not on the client's property list, must be listed on a separate property form and bagged. This property will not be forwarded to the client until such time as he/she can prove ownership. Staff help clients to acquire an adequate supply and quality of clothing relative to the client's age, size, activities and current weather conditions. Property Allowed in the Residence
Property Not Allowed in Residence
10.6 Client Property upon Discharge Upon discharge, the property list is reviewed with the client, whenever possible and all articles are accounted for. Once this is complete, the property is stored in a secure location until discharge. This procedure is to ensure clients are not taking things out of the program that do not belong to them. Clients sign a property release form acknowledging that property will be held for only 30 days following discharge. Authorized individuals noted on the acknowledgement are also permitted to pick up the property. Every effort will be made to contact the client prior to disposal of the property. Packing Client Property for an Unplanned DischargeThe following is the procedure that must be followed when clients leave the program to go into custody or to hospital:
10.7 Discharge Summary Upon discharge from the program, a discharge summary is prepared by the Primary Worker. The discharge summary contains a:
The “draft” discharge summary is forwarded to the Manager for approval within 14 days following discharge. The Primary Worker forwards the approved discharge summary to the residence the client is discharged to or the person or agency to whom the client is discharged no later than 30 days of discharge. Additionally, a copy of the discharge summary is offered and/or provided to the client and the CAS worker (where applicable). 10.8 Personal Care Items Clients are responsible for providing their own basic personal hygiene and grooming products such as body wash, razors, shave cream, toothbrush and paste and comb/brush. They may keep items such as gels, foams, toothpaste and hand creams in their bedrooms. 10.9 Mail The Agency respects the client's privacy in receiving and sending mail. No correspondence to or from a client is to be opened, read or inspected unless the Service Director or delegate believe on reasonable grounds that the content of the mail may be prejudicial or harmful to the client or the safety and security of the residence. 10.10 ContrabandContraband is considered to be any prohibited weapon (or facsimile), potentially dangerous device, unauthorized drugs/alcohol, stolen property, or inappropriate literature/music/ movies/games/paraphernalia, which is in the possession of a client. For clients under 16 years of age, cigarettes, tobacco, matches and lighters are considered contraband. These items have varying degrees of seriousness and are confiscated. Depending on the seriousness and significance of the contraband, its removal must be documented in the log book and on a case note or an incident report. All contraband items must be forwarded to the Manager and stored in a secure location. Contraband issues are reported to the probation officer, police and/or CAS Worker (where appropriate). Drugs – In the event that staff suspects a client is in possession of drugs, the Police may be notified in order to search the client. If the client is in possession of drugs, the Police Officer may choose to arrest the client. Depending on the drug and quantity, staff may recommend to the Officer that the client remain in the program. Staff should consult with the Supervisor on Shift at the YRC or On Call staff for this decision. If drugs are found during any house tour or search, they should be handled by one staff member and placed in an envelope that is sealed and initialled (date and time) by the staff making the discovery. The drugs should then be turned over to Police immediately and documented. Staff are not permitted to transport illegal contraband to the police station. Weapons – In the event weapons are discovered, they should be handled in a fashion similar to drugs and turned over to Police. Depending on the particular weapon and the circumstances, staff may want police to interview and or arrest a client(s) suspected of being the owner(s) of the weapons. This may require On Call consultation. Searches – Searches of clients are conducted to prevent contraband from entering the residence(s) that could put staff and clients at risk to be harmed. The decision to search must be based on a reasonable balance between maintaining safety/security and respecting the client’s right to privacy. The following procedures are to be followed when completing property searches:
Clients that have been deemed high risk to bring contraband into the residence may be searched upon return. 10.11 Room SearchesRoom searches occur randomly if there is suspicion that contraband or weapons may be present. The client’s right to privacy needs to be considered, therefore, searches should not become a daily routine unless specific safety and security issues with a specific client exist, i.e. extremely volatile and assaultive with weapons, suicidal or self abuse issues. In such cases, a safety contract is to be put into place that advises the client that frequent searches will occur in order to maintain his/her safety. The following procedures are to be followed when completing searches:
As a matter of practice, bedrooms should be inspected for safety, security and maintenance issues during daily tours. 10.12 Personal Searches Searches are not to involve physical contact between a client and staff. They should only include the searching of property, emptying of pockets, removal of shoes and outer clothing, etc. A search should be conducted using the least intrusive to most intrusive measures. For example, if the client is suspected of returning to the residence with drugs or weapons, a more intensive search is warranted. The following procedures should be followed when conducting a personal search:
A search should be conducted using the least intrusive to most intrusive measures. If the client is known to return to the residence with drugs or weapons, a more intensive search is warranted. Depending on the nature of the search, the client may be asked to remove the following items for inspection and adhere to the following procedures:
If there is good reason to believe that a client has something in his/her possession that is considered illegal and/or potentially dangerous, the client is to be isolated and contained in an area under direct staff supervision. The client should be given every opportunity to surrender the item. If staff believe a client has contraband that is considered dangerous, the police should be contacted. All incidents involving personal searches are to be documented in the client’s file and in the logbook. 10.13 Contacting Police in Emergencies It is important to maintain a clear perspective on the types of problems facing clients and what types of behaviour might be reasonable from their perspective. Even youth who have had the benefit of a positive home environment and who have not experienced significant hardship, engage in antisocial behaviours such as lying, stealing, rule breaking, manipulating, disrespect, etc. Some even get into physical fights with their siblings, peers and other community members. The clients the Agency works with are subject to all the normal experiences of adolescence. Agency clients may have experienced a great deal of loss and trauma which can include sexual abuse, emotional abuse, neglect, abandonment, loss of family, witness to violence, substance abuse, etc. Additionally, many suffer from a variety of mental health concerns over which they have limited control, including anxiety, depression, bi-polar disorders, conduct disorders, etc. At a time when these youth are most in need of support, consistency and stability, they are asked to live with a group of peers they do not know and a group of staff with considerable power and authority over their lives. The role of the Agency is to assist clients with their problems and to give them the help they need. Staff must look beyond symptoms and focus on the core issues that give rise to these behaviours from a nurturing and supportive perspective rather than relying on punitive interventions from the police. Staff must be committed to working through issues with clients using a cognitive behavioural approach and natural and logical consequences. Police are not called in situations where a client is acting out behaviourally. Staff should attempt to deal with these situations without police as long as it can be done safely, using standard methods of behaviour management (See Policies and Procedures Manual, Behaviour Management and Discipline Policy 10-130). The Agency will contact the police when a client becomes violent and/or significantly injures another person in the residence, a client is found to have an illegal weapon in his/her possession, or when a client sexually assaults another person in the residence. The Agency will involve the police in circumstances where there is an immediate and significant threat to the well being of a client, a staff member or anyone else in the residence. The Manager, Supervisor on shift or designated On-call Supervisor must be consulted prior to any call to the police to deal with client incidents, unless safety is a serious issue. On call Supervisors must notify the Manager via email or telephone of any police contact. Exceptions to the above procedure are:
Clients with Probation Terms, Recognizance Orders, or Undertakings There are situations where particular clients might benefit from an organized and coordinated approach to police involvement and other interaction with the youth criminal justice system. In most cases, this plan would be identified in the treatment/action plan. Furthermore, the safety of clients, staff and community can often be enhanced by working collaboratively with police, probation, bail officers and the crown. There should never be an automatic process by which staff report apparent breaches of terms to the police without first consulting with the Manager or the Supervisor on shift or the On-call Supervisor. 10.14 Visitors Visiting by family or friends of clients is permitted and encouraged when staff are present. Unsupervised visits with family are only permitted where staff have supported the plan and it is noted in the client’s treatment/action plan. Visitors of the same sex are permitted at the discretion of staff and are to remain in designated areas. Visitors causing a disturbance or violating program rules are asked to leave the facility. 10.15 Discipline and Consequences Discipline covers all methods used to train and teach clients self-control and socially accepted behaviour. Discipline does not inflict physical or psychological harm. When clients break rules and/or do not follow program expectations, they may receive consequences. Consequences should be consistent with the age and stage of the client’s development. Good disciplinary practices include:
Consequences should be discussed with all staff on the shift. The client needs to know that all staff supports the consequence being issued.
Clients will benefit from supportive interventions and consequences that:
When thinking about applying a consequence, the following questions should be considered:
Staff should be creative and thoughtful when giving consequences. Since each client is a unique person, consequences should reflect this. Sometimes allowing the client to have input into the consequence can be a valuable experience for everyone. The following are some examples of consequence options that might be considered:
Further information regarding behaviour management and discipline can be found in the Policies and Procedures Manual, Client Service 10-130. 10.16 Client Health The Chatham Street Residence ensures that clients have access to counselling, emergency dental, medical, psychiatric and psychological services, ensuring that any client suspected of having a contagious disease or an acute illness receives immediate medical attention. Upon request and according to need, clients are referred for emergency dental, psychological, psychiatric, medical and counselling services. All doctor, dental and vision appointments and outcomes are recorded in the medical section of the client file. Procedures recommended by the doctor or the health unit are followed for the prevention and control of disease. Clients receive basic education in personal hygiene and health care. Basic areas covered include:
10.17 Parental Consent to Medical/Dental Treatment and History Verification
10.18 Emergency Medical/Dental Treatment Consent Client consent to treatment will be in accordance with the provisions of the Health Care Consent Act, 1996. In the case where the client may not be able to provide consent to treatment, staff are to obtain consent from the parent/guardian/caregiver or CAS Worker. Upon intake, staff will inform the client’s parent/guardian/caregiver of the various types of dental or medical treatment that may be received while in the program. Parents/guardian/caregiver are advised when medical attention is provided for serious issues. 10.19 Emergency Medical Treatment Staff must use their own judgment in determining whether an ambulance is required to transport to the hospital or clinic. The Ministry of Health describes the following as situations that require emergency medical treatment:
Staff may also contact Telehealth Ontario at 1-866-797-0000 24 hours a day/7 days a week, which is sponsored by the Ontario Government. They may help staff determine if a trip to the hospital or doctor is necessary. 10.20 Accidents and Injuries Clients who are injured have access to first aid supplies. Clients are responsible for coordinating their own medical treatment. Basic first aid is discussed regularly during house meetings. When known, client accidents and injuries are to be documented in a case note or Incident Report. 10.21 Client Voting in Municipal, Provincial and Federal Elections 10.22 Individual Counselling Staff provide individual counselling to assist clients with behavioural, emotional, educational, employment, addiction and mental health issues. Counselling is provided to empower clients to resolve problems and to increase their overall sense of well-being. Goals for change are negotiated and clients are encouraged to take an active role in the process. 10.23 Transportation Clients at CSR are responsible for their own transportation. 10.24 Family Visiting/Reintegration Whenever possible, family involvement and visits are encouraged. Visits may occur within the residence or in the community. 10.25 Clients Absent from the Program and Considered Missing Clients may not return to the program for a variety of reasons, including:
Clients may plan this in advance or it may appear to be spontaneous however the client has likely been considering it for some time. It is important to recognize the possible warning signs:
Pro-active measures are the key to prevent clients from not returning without advising staff. The best way to prevent concerns is to know the client. If a client has a history of these types of behaviour, a treatment/action plan specifically designed to address prevention of future occurrences should be put in place. When staff confirm the client has a history of not returning, a time limited (up to 72 hours) safety contract should be drawn up and shared with the client and the team. The safety contract is negotiated with the client, the Counsellor, other involved Agency staff and whenever possible, other external service providers. The safety contract will identify a course of action in the event that the client does not return as expected. This may include some one on one time with a staff member to do something meaningful that will reduce the stress and risks. The safety contract will be documented in the client file and will be signed by the client and the Counsellor. The safety contract is reviewed daily and if the behaviour continues, an immediate treatment/action plan goal will be developed. When staff become aware that a client may be missing, they will:
When the client is deemed missing and there is a safety concern, staff will take the following action:
Knowledge of Whereabouts of a Missing ClientIf staff become aware of a missing child’s location, staff are not permitted to pick up the client. Staff should notify police of the suspected location of the client and that a missing person’s report has been filed. Staff will ask the police to return the client to the residence. If the Missing Client ReturnsStaff must immediately:
When possible, staff should provide comfort to the client by encouraging him/her to take a shower, have something to eat and sleep if necessary. 10.26 Day Treatment 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 2. Peter Willis Residence 3. Addictions and Mental Health Centre 4. Varency Home 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. 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 clients who have not benefited from interventions within the regular school system. Inappropriate Referral Some clients may not be deemed appropriate as a result of intellectual or physical disabilities that would interfere with their ability to benefit from the Learning Centre classroom. The introduction of the client into the Learning Centre classroom should not interfere with the safety and functioning of the classroom or the treatment of existing clients. Intake/Admission Process Admission to the Learning Centre takes place on a planned basis, whenever possible. Relevant history, assessment findings and known risk factors are communicated to the Learning Centre 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/caregivers. Staff understand and work with separation issues for clients admitted into a Learning Centre setting. Admissions are processed as vacancies occur. 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). A full time teacher and a Classroom Counsellor are assigned to each Learning Centre classroom. The Learning Centres are designed to ensure that the curriculum and environment are provided in a manner appropriate to the chronological ages and 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. The Learning Centre staff work “moment to moment” with clients, using situations that arise daily in the classroom as opportunities to intervene. Staff are able to apply behaviour management techniques appropriate to the client’s development and level of understanding. For clients involved in Agency services with a Counsellor (Primary Worker), the Counsellor (Primary Worker) and Classroom Counsellor cooperatively assess and develop a Treatment/Action Plan with the client. Where there is multiple service involvement and there is no Counsellor (Primary Worker), the Classroom Counsellors will act as the primary contact. The Learning Centre staff are part of the multidisciplinary process; planning, monitoring and reviewing the educational treatment plan for each client enrolled in the Learning Centre classroom. Communication is fostered through activities such as staff meetings, memos, progress reviews, supervision, case conferences 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 or into the labour market. 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. 10.27 Medications All prescription and non–prescription medications are self administered by clients. Staff provide clients with a locked box for medications upon admission. |
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