griffin centre balanced scorecard scorecard... · • aligned pbis with konote* to support the work...

Griffin Centre

Balanced Scorecard

2017 / 2018 Fiscal Year

All data based on the fiscal year unless otherwise noted.

Target Achievement Colour Legend

Met / Exceeded target 100% ≥ actual to target ratio

Near target 85-99% actual to target ratio

Needs attention < 85% actual to target ratio

2

TOWARDS CAPABILITY & CAPACITY

Building Sustainability

TOWARDS VISIBILITY TOWARDS TRANSFORMATION

Managing Risks

Support Innovation

Build Sustainability Manage Our RiskA Compelling

ProfileBoard

Direction

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GRIFFIN CENTRE STRATEGIC FRAMEWORK: 2016 - 2017K

EY

A

RE

A

Partner to Improve Community Care

Optimize Our Resources

Impact through Innovation

Attract, Retain & Develop Talent ST

RA

TE

GIC

O

BJE

CT

IVE

S Enhanced Client Lives

Lead in Our Community

Build a Sustainable Resource Base

OP

ER

AT

ION

AL

O

BJE

CT

IVE

S

Assess Service Outcomes & Profile

Innovations

Demonstrate Staff Commitment to

Mission/Vision/Values

Improve Compensation &

Clarify Roles

Develop Research, EBP & Quality Assurance

Capacity

Increase Agency Revenues to Support

Service Delivery

20

16

-20

17 A

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Continuously Improve

Build on Our Strengths

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016

Sustained Giving

Review Service Feedback & Implement

Recommendations

Enhance the Continuum of

Supports and Services for Clients

Continue to Identify Efficiencies in

Operations

Improve Agency Core Processes & Systems

Develop Plans to Stabilize Physical

Services & Operations

Support Outside-the-Box

Opportunity-Seeking initiatives.

Create Leading-Edge Opportunities

to Profile the Agency.

Evaluate Risks in the

Agency at All Levels.

Attract New & Existing

Funders / Donors.

Ensure Capacity, Skills &

Resources to Implement Strategies.

A C E

B D F

A

B

A

B

Secure additional “Walk In” partners

Implement PBIS in Intensive Youth

Services

A

B

Review Strategic

Alliance opportunities

AO training plan focuses on allyship and

work with clients

C

D

Develop tracking mechanisms for

recording & file audits

Review staff compensation

E

F

Complete satisfaction surveys for all services

Develop a framework for program evaluation

Implement FR plan to increase revenues

Secure annualized funding re: Ministry

Business Cases

A

B

2 new partnerships secured

EBP Implemented in Intensive Youth Programs

A

B

Report to BOD. Decisions made

Training provided. Staff engaged in work

C

D

Tracking system implemented

Orientation system and jobs reviewed and aligned

.

E

F

85% Satisfaction Achieved

Fundraising revenues increased per FR plan

Plan implemented Business Cases addressed B

A

B

A

A

B

Overview of People Served in

2017/18

4

People Served in 2017/18

Clients: In 2017/18, Griffin Centre served 2,074 unique* clients

(403 unique Adult and 1,684 unique Youth**)

These 2,074 clients received a total of 2,636 core services

Participants: In addition, Griffin Centre groups / workshops / outreach

activities were attended by 5,754 participants***

Total: Overall, Griffin Centre served a total of 8,390 clients and

participants across all services in 2017/18

5

*Unique = each client is only counted once (i.e. a single client file)** 13 clients were served in both Youth and Adult programs***Participants are multiple counted, and per session attended (i.e. head counts)

2,074 Unique Clients Served

by Core Services(Clients are multiple counted based on core services received)

6Note: 13 clients were served in both Youth and Adult programs*Includes Doorways and reachOUT

Number of Clients Served in Each Program Area(multiple counted by core service received)

2017/18%

Change2016/17

%Change

2015/16

Adult Programs (403 unique Adult clients) 615 16% 528 16% 455

Youth Programs (1,684 unique Youth clients) 2,021 5% 1,925 7% 1,791

Youth & Family Support Services (YFSS) Clients Served (counted by core service)

1,066 14% 928 29% 719

Day School and Residential Clients Served (counted by core service)

128 -1% 129 -7% 139

Community Connections* (CC) Clients Served (counted by core service)

827 -5% 868 -7% 933

Total Clients Served: Youth + Adult (counted by core service)

2,636 7% 2,453 9% 2,246

Participantsby Groups / Workshops / Outreach Activities

(Participants are multiple counted based on sessions attended)

7

Participants(multiple counted by session attended, i.e. head counts)

2017/18 2016/17 2015/16

Community Connections (CC):YOW – Youth Outreach and reachOUT groups

5,754 2,196 4,024

Total Participants 5,754 2,196 4,212

Note – 2016/17 and 2015/16 Community Connections included: Community Connections (CC) – Youth Outreach, reachOUT groups, RNN – Newcomer, RNN/YOW Collaborative, Doorways

Stakeholder Scorecard

9

STRATEGIC OBJECTIVE:

Enhanced Client Lives

OPERATIONAL OBJECTIVE:

Enhance the Continuum of Supports and Services for Clients

Indicator:Service Targets Met or Exceeded

% of Funded Service Targets Met

by Program Area

Program Area

2017/18 2016/17 2015/16 2014/15 2013/14

FTEFunded Target

(≥)Actuals

% Targets

MetFTE

Funded Target

(≥)Actuals

% Targets

MetFTE

Funded Target

(≥)Actuals

% Targets

MetFTE

Funded Target

(≥)Actuals

% Targets

MetFTE

Funded Target

(≥)Actuals

% Targets

Met

Adult 50.8 606 622 103% 50.8 606 632 104% 33.7 575 547 95% 33.7 605 591 98% 33.7 580 463 80%

Youth & Family Support Services

36.9 1,075 1,361 127% 36.9 1,075 1,207 112% 32.2 905 985 109% 32.2 910 991 109% 32.2 806 927 115%

Youth Day/School & Residential

80.5 249 263 106% 80.5 249 295 118% 54.9 249 245 98% 54.9 249 270 108% 56.1 204 228 112%

Totals: Ministry Funded Programs

168.2 1,930 2,246 116% 168.2 1,930 2,134 111% 120.8 1,729 1,777 103% 120.8 1,764 1,852 105% 122 1,590 1,618 102%

Community Connections 10 723 758 105% 13 1,032 868 84% 22.3 1,032 1,048 102% 12.3 129 883 684% 12.3 129 816 633%

TOTAL - ALL PROGRAMS 178 2,653 3,004 113% 181 2,962 3,002 101% 143 2,761 2,825 102% 133 1,893 2,735 144% 134 1,719 2,434 142%

10Funded Target = Funded Service TargetActuals = Actual Number of Clients Served (multiple counted based on program attended / service received)

11





Indicator:Average Length of Wait for Service to Begin

Average Wait for Service to Begin(After Intake, i.e. Workers’ Wait List)

12

Note: Client may have been receiving other services while waiting.*Average length of time in days from the date service is assigned (and put on wait) to the date service is activated(in CR), i.e. after Intake**First time WIT has had a wait; the agency did a business case for additional resources

Program / Service(Youth)

2017/18 2016/17

# of Clients Waiting

Average # of Days*

# of Clients Waiting

Average # of Days*

Youth & Family Support Services (YFSS) Core Services

93 83 91 56

Psychological Assessment 46 151 26 227

Partners in Autism (PIA) 28 108 35 112

Whatever it Takes (WIT) 25 59 N/A N/A

Intensive Child and Family Services (ICFS)

21 95 6 36

13





Indicator:Case Flow: Cases Closed vs Carried Forward

Case Flow – Agency-Wide(Cases Closed vs Carried Forward)

Program Area# of Active

Cases in 2017/18

Cases Closed in 2017/18

Cases Carried Forward to 18/19

# % # %

Youth Services* 1,100 730 66% 370 34%

Adult Services 403 225 56% 178 44%

14

Note: Numbers are unique (each client only counted once).*Includes all YFSS, Youth Day/Residential clients, and CC: Doorways, Courts, and reachOUT Counselling clients. Does not include Youth Outreach Worker (YOW) clients; as part of the service model, cases are not closed, rather kept open to continuously serve

Case Flow – By Program

(Cases Closed vs Carried Forward)

15

Program# of Active

Cases in 2017/18

% Closed in 2017/18

% Carried Forward to

18/19

Youth

Doorways 183 60% 40%Youth & Family Support Services (YFSS) Core Services

197 50% 50%

Day School 104 41% 59%reachOUT 92 52% 48%

Whatever It Takes (WIT) 77 65% 35%Partners in Autism (PIA) 26 69% 31%

Intensive Child & Family Services (ICFS) 18 61% 39%Residential 18 33% 67%

Adult

Griffin Community Support Network (GCSN)

233 62% 38%

Collaborative & Individualized Resources (CAIR)

38 26% 74%

Day Program (GBC) 27 52% 48%Residential 9 33% 67%

16



Indicator:Service Complaints Received and Resolved


Review Service Feedback & Implement Recommendations

% of Service Complaints Received(Target ≤ 1% of clients served)

2017 2016 2015 2014 2013

# of Complaints Received 12 9 8 8 7

# of Clients Served 2,074 2,028 1,750 2,011 1,961

% of Complaints Received (Target = ≤ 1%)

0% 0% 0% 0% 0%

17

Note: Based on the calendar year.

% of Service Complaints Resolved(Target = 100%)

2017 2016 2015 2014 2013

# of Complaints Received 12 9 8 8 7

# of Complaints Resolved 10 9 7 8 5

% of Complaints Resolved (Target = 100%)

83% 100% 88% 100% 71%

18


19



Indicator:Agency Level of Risk



Ministry Rating of Risk(Target = Low Risk)

2018* 2016 2014 2012 2010

Ministry Level of Risk Rating

Low Risk Low Risk Low Risk Low Risk Low Risk

20

Note: Based on calendar year.*Occurs every two years.

21


Impact Through Innovation


Enhance the Continuum of Supports and Services for Clients

Indicator:Implementation of an Evidence-Informed

Approach / Practice

Positive Behaviour Interventions &

Supports (PBIS): Status of Implementation

22

Cross-functional working group established

Regular meetings held

Key achievements this past year:

• Created new, and/or updated existing tools, support documents, etc. to

align PBIS with our current processes

• Began embedding the PBIS language in the work we already do

• Developed a PBIS Logic Model

• Aligned PBIS with KoNote* to support the work

Current work:

• Planning underway for Fall 2018 training and implementation of PBIS in

the Youth residences

*KoNote is a goal-focused electronic Client Information System developed by Dr. Gotlib, one of Griffin Centre’s consulting Psychiatrists. More information about KoNote on slide 45.

Financial Scorecard

24

Indicator:% Change in Funding Year-Over-Year


Build a Sustainable Resource Base


Increase Agency Revenues to Support Service Delivery

% Change in Funding Year-Over-Year(Target ≥ 2% increase year-over-year)

Type of Funding

Funding

2017/18%

Increase2016/17

% Increase

2015/16%

Increase2014/15

% Increase

2013/14

Base Funding (Adult, YFSS, Youth Day / School & Residential, and Community Connections)

$19,888,911 15% $17,746,024 4% $17,127,489 6% $16,216,762 16% $13,940,885

New Programs $0 -- $0 -100% $96,587 100% $0 -100% $1,390,000

Fiscal or One Time $365,933 2% $357,493 -20% $445,633 57% $283,056 -73% $1,044,621

Total (Base Funding + New Programs + Fiscal or One Time)

$20,254,844 12% $18,103,517 2% $17,669,709 7% $16,499,818 1% $16,375,506

25

Breakdown of New Program / Fiscal /

One Time Funding

Type of FundingNew / Fiscal / One Time Funding

2017/18 2016/17 2015/16 2014/15 2013/14

New Programs

Temporary Supports $0 $0 $0 $0 $304,200SAL $0 $0 $0 $0 $0CMH - Schools $0 $0 $0 $0 $0CMH - Other $0 $0 $0 $0 $0CAIR $0 $0 $0 $0 $0Merge/VALTA $0 $0 $0 $0 $1,085,800Walk-In $0 $0 $96,587 $0 $0

Total New Programs $0 $0 $96,587 $0 $1,390,000

Fiscal or One Time

Passport $0 $0 $0 $0 $12,471Client supports $0 $0 $1,016,110 $0 $0Program evaluation $0 $0 $0 $0 $0French Language Services $15,000 $24,000 $20,000 $0 $0Safe Communities $0 $0 $0 $4,000 $0Maintenance and Repairs $43,021 $33,028 $141,148 $121,550 $93,150Program Start Ups $0 $0 $0 $0 $593,000Rent assistance $307,912 $300,465 $300,485 $157,506 $0Building Start Up $0 $0 $0 $0 $346,000

Total Fiscal or One Time $365,933 $357,493 $1,477,743 $283,056 $1,044,621

Total New Programs + Fiscal or OneTime Funding

$365,933 $357,493 $1,574,330 $283,056 $2,434,621

Total Base + New Programs + Fiscal orOne Time

$20,254,844 $18,103,517 $17,669,709 $16,499,818 $16,375,50626

27


Continue to Identify Efficiencies in Operations

Indicator:Relief Staffing Costs


Optimize Our Resources

Residential Relief Staffing CostsElect to Work (ETW) vs Purchase Staffing (PS)

(Target ≥ 59% ETW: ≤ 41% PS)

Program2017/18 2016/17 2015/16 2014/15 2013/14

ETW PS ETW PS ETW PS ETW PS ETW PS

Jeffcoat 164,102 46,219 194,364 42,684 $198,242 $59,228 $115,358 $44,741 $103,158 $56,007

Hopecrest 152,149 35,079 163,220 57,150 $104,340 $57,888 $119,484 $33,664 $112,523 $37,836

PATH 265,453 91,003 243,250 226,899 $177,595 $289,654 $236,131 $182,369 $161,213 $77,986

Kempsell 226,567 39,357 268,248 48,000 $220,783 $95,753 $168,752 $9,039 $227,547 $22,639

Yorkland 150,007 63,461 194,961 79,232 $195,161 $117,462 $206,137 $145,227 $185,944 $87,853

Totals $958,278 $275,119 $1,064,043 $453,965 $896,122 $619,985 $845,862 $415,040 $790,385 $282,321

Total Relief StaffingCost (ETW + PS)

$1,233,397 $1,518,008 $1,516,107 $1,260,902 $1,072,706

% ETW vs PS (Target ≥ 59% ETW / ≤ 41% PS)

78% 22% 70% 30% 59% 41% 67% 33% 74% 26%

28

Annual % of ETW vs PS Staffing Costs(Target ≥ 59% ETW: ≤ 41% PS)

29

74%67%

59%

70%

78%

26%33%

41%

30%22%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2013/14 2014/15 2015/16 2016/17 2017/18

% o

f To

tal R

elie

f C

ost

s

% ETW vs PS Costs

ETW Purchase Staffing

30

Indicator:Fundraising Revenue


Sustained Giving


Increase Agency Revenues to Support Service Delivery

Fundraising Revenue 2017/18

31*Targets are measured by Campaign not Fiscal Year and change year-over-year of the 3 Year Fundraising Strategy Plan**Based on the calendar year

2017/18 2016/17 2015/16

Targets* Actuals Actuals Actuals

3-Year Fundraising Strategy Donations:

EMBODY YOGA** $86,000 $79,336 $61,702 N/A

Holiday Campaign** $15,000 $17,134 $15,331 $18,355

Corporate & Foundation Giving (excluding Event and Campaign donations)

$20,000 $9,886 $4,500 $6,500

Third Party $2,500 $20,414 N/A N/A

Boat Cruise N/A N/A N/A $43,979

Board Campaign N/A N/A N/A $4,251

Total $123,500 $126,770 $81,533 $73,085

Unsolicited / Non-Strategy-Related Donations

Government Grants N/A $70,467 $242,795 $277,639

Walk-In Grants N/A $46,482 $16,572 $0

Corporate Donations (excluding Event donations) N/A $0 $0 $0

Individual Donations (excluding Event donations) N/A $3,104 $32,976 $8,185

In Memory N/A $190 $1,146 $505

In Honour N/A $120 $0 $0

Bequests N/A $0 $0 $0

Loblaws N/A $5,900 $10,100 $5,250

Other / Ad Hoc N/A $14,146 $6,286 $0

Total $140,409 $309,875 $291,579

Grand Total $123,500 $267,179 $391,408 $364,664

Fundraising Revenue

Year-Over-Year Comparison

2017/18 2016/17 2015/16 2014/15 2013/14

Fundraising Revenue

$267,179 $391,408 $364,664 $407,751 $437,417

32

33


Improve Compensation & Clarify Roles

Indicator:Salary Comparisons


Attract, Retain & Develop Talent

Salary Comparisons

34

Position Griffin CentreChildren's

Mental Health Ontario

Education CAMH Child Welfare Hospitals

Psychologist 95,166 - 98,973 80,741 - 96,614 76,933 - 103,304 88,803 - 119,769 N/A 105,000 - 115,000

Director 86,309 - 106,857 96,507 - 133,921 N/A N/A 113,637 - 143,339 112,000 - 178,000

Supervisor 69,048 - 85,487 60,411 - 82,650 N/A N/A 83,131 - 103,079 80,683 - 113,841

Social Worker, MSW 55,238 - 68,390 56,306 - 72,649 40,024 - 87,876 66,709 - 89,895 75,943 - 92,181 76,000 - 116,000

Child & Youth Worker (CYW)

44,278 - 54,820 42,818 - 59,183 28,265 - 55,601 N/A 64,336 - 76,466 47,800 - 72,000

Reception / Admin. Assistant

34,301 - 42,467 35,604 - 45,367 37,846 - 84,381 51,304 - 59,143 50,632 - 58,612 38,629 average

Internal Organizational

Scorecard

36



Indicator:Serious Occurrence Report (SOR)

Submission Timelines



% of Serious Occurrence Reports (SORs)

Submitted on Time(Target = 100%)

Timeliness of SOR Submissions 2017 2016 2015 2014 2013

Adult SORs(n=40)

24 hours 90% 89% 90% 94% 99%

7 days 100% 96% 100% 100% 100%

Youth SORs(n=112)

24 hours 92% 99% 93% 92% 95%

7 days 100 99% 100% 99% 100%

37Notes: Based on the calendar year. Target set by the Ministry.

38



Indicator:Workplace Safety Reporting Trends



Workplace Safety Reporting TrendsAgency-Wide

Targets(≤)

2017* 2016 2015 2014 2013

WSIB Premiums N/A $207,272 $211,561 $201,738 $174,609 $156,449

% change N/A -2% 5% 15.5% 11.6% 3.4%

Claims Experience

# Incidents 30 30 17 36 43 20

# Claims 25 17 33 32 37 29

Days Lost Time 500 723 385 456 1083 657

WSIB Reimbursement for Lost Time and Health Care Costs

$60,000 $125,161 $69,898 $48,723 $139,876 $78,235

% change N/A 79% 43% -65% 79% 246%


*Two injuries from 2016 totaled $102,975 in 2017 = 82% of claims this year. 39

Workplace Injury Claimsby Residential Program

40


*One injury totaled $68,429 in 2017 = 79% of Residential claims this year.

Claims Experience 2017* 2016 2015 2014 2013

Youth Residential Programs

# of WSIB Claims 8 15 15 17 8

WSIB Reimbursement for Lost Time& Health Care

$75,048 $25,764 $5,073 $102,314 $19,276

% change (Youth) 191% 408% -95% 431% 39%

Adult Residential Programs

# of WSIB Claims 8 13 7 13 14


$11,738 $31,176 $33,989 $27,840 $44,713

% change (Adult) -62% -8% 22% -38% 493%

Totals

# of WSIB Claims 16 28 22 30 22


$86,786 $56,940 $39,062 $130,154 $63,989

% change (Total) 52% 46% -70% 103% 199%

41



Indicator:Repair & Maintenance Response Timelines



Repair & Maintenance Response Timelines(Target ≥ 85% resolved within 72 hours)

2017/18 2016/17 2015/16 2014/15 2012/13

Total # of Issues 138 141 157 172 115

% Resolved in 72 Hours* 70% 52% 96% 96% 95%

42

*100% of all issues are addressed within 72 hours. 59 issues were deemed “Health and Safety”. Of these 69% (n= 41) were resolved within 72 hours; the remaining 31% (n=18) were resolved outside of 72 hours, as parts or supplies needed to be ordered to fix the issue.

43



Indicator:Quality Improvement Initiatives



Quality Improvement Initiatives

44

Paperless Project – Move to Electronic Client Files:

Consulted with other agencies and applied their learnings

Piloted with a sub-group of programs in November 2017

Phased in a rollout to all remaining programs beginning February 2018

• All files for new clients to the agency are paperless

• All files for both new and existing clients in our Intensive Programs (i.e. Residential and Day School) are paperless

By September 2018, rollout will be complete across the agency

Key Achievements:

• Developed processes and procedures, including file naming conventions, electronic report sign-off, quality audits, file retention and shredding schedules

• Trained all staff and program areas (complete by end of Summer 2018)

• Implemented and trained a consistent Admin Team to support the ongoing scanning, uploading and auditing of client files

• Successfully uploaded 3,844 documents to CR (Client Record) to date


45

KoNote:

KoNote was created by Dr. David Gotlib (one of Griffin Centre’s consulting Psychiatrists)

It is a goal-focused electronic Client Information System that allows workers to:

• Record clients’ goals, develop plans to achieve them, and identify indicators of progress (i.e. outcomes)

• Describe and track progress towards the goals (i.e. quantifies progress)

• Provides visual analysis of change in the indicators over time

Began in our VALTA Day School Programs in Summer 2015, followed by our PATH Residence and all remaining Day School Programs in Fall 2017

By early Fall 2018, the two remaining Youth residences – Hopecrest and Jeffcoat – will be using KoNote

Next phase will involve bringing KoNote to Adult Residential

The tool continues to be modified with the support of Dr. Gotlib and his team, and based on Griffin feedback to address our identified needs


46

Client Record (CR) Process Improvements:

Implementation of changes to how staff enter data in CR, which will result in better information about:

• Referrals

o How many we receive, externally and internally

o How many do not result in open cases, and why

• Intake

o How long clients are in Intake (i.e. the length of the Intake process)

o How many cases close at Intake (i.e. before service begins) and why

• Wait Times

o How long clients wait for service to begin, from the point of service request, to when service begins (i.e. wait times from the perspective of the client)

Streamlining of the list of “Services and Events” in CR, for increased ease of data entry for staff, as well as improved ability to collect and report data to our funders

Ongoing data quality improvement measures (e.g. staff training / retraining)

Learning and Growth

Scorecard

48


Demonstrate Staff Commitment to Mission/Vision/Values

Indicator:Staff Impressions of Growth and

Professional Development at Griffin Centre



49

67%

41%

46%

73%

74%

75%

52%

12%

31%

17%

12%

10%

14%

19%

21%

28%

37%

15%

16%

11%

29%

0% 20% 40% 60% 80% 100%

Griffin Centre demonstrates commitment to helping mesucceed.

Griffin Centre has a performance management system (e.g. ICount / Performance Appraisals) that motivates staff to engage

in lifelong learning.

Griffin Centre has an active educational framework in place.

My immediate supervisor/manager/director supports andencourages me to take advantage of training and development

opportunities, within the constraints of our budget.

I have the opportunity to improve my skills at Griffin Centre.

I am satisfied that the work I do makes full use of myknowledge, skills and abilities.

I am satisfied with the opportunities for me to grow, develop,and advance in my career at Griffin Centre, taking into account

the financial constraints of the agency.

Strongly Agree + Agree Disagree + Strongly Disagree Undecided + No Comment / Don't Know

Staff Feedback on Growth and Professional

Development at Griffin Centre

50


Demonstrate Staff Commitment to Mission/Vision/Values

Indicator:Employee Turnover Trends



Employee Turnover in 2017(Target ≤ 10%, i.e. retain 90% of staff)

Area / Staff GroupAverage # of Employees

Voluntary Exits

Involuntary Exits

Total # of Exits

% Turnover

Adult Programs 9 0 0 0 0%

Adult Residential 19 1 0 1 5%

YFSS and CC 48 9 0 9 19%

Youth Day School and Residential

58 5 1 6 10%

Admin Staff 12 2 0 2 17%

Directors 11 1 0 1 9%

Total 157 18 1 19 12%

51Note: Based on the calendar year.

Reasons for Voluntary Exits 2017

Reasons for Leaving 2017 - Voluntary Exits (n=18): # of staff % of staff

Career Opportunity 7 39%

Compensation* 4 22%

Moved 3 17%

Family, Child-care 3 17%

Retirement 2 11%

Return to School 2 11%

Health reasons 1 6%

52

Note: Based on the calendar year.*Staff were asked to provide their “primary reason” for leaving; four staff identified “compensation” as a secondary reason

Employee Turnover Year-Over-Year(Target ≤ 10% overall, i.e. retain 90% of staff)

Area% Turnover

2017 2016 2015 2014 2013

Adult Programs 0% 11% 11% 20% 0%

Adult Residential 5% 38% 19% 15% 17%

YFSS and CC 19% 23% 18% 8% 11%

Youth Day School and Residential 10% 10% 12% 9% 12%

Admin Staff 17% 21% 71% 32% 32%

Directors 9% 9% 29% 19% 9%

Total 12% 18% 19% 12% 13%

53Note: Based on the calendar year.

Balanced Scorecard

Part 2 – Fall 2018

To Be Presented in Fall 2018

Client and parent / caregiver satisfaction levels

Service outcomes (i.e. CAFAS data)

File audits and recordings (outcome improvements)

Internal staff training (provided and received)

statistics

Internal staff training evaluation feedback

GBC & MMW statistics and feedback

Progress on Strategic and Operational Objectives

55

Thank You

56

griffin centre balanced scorecard scorecard... · • aligned pbis with konote* to support the work...

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