211 ontario phase 2 report

TABLE OF CONTENTS

1 Introduction...................................................................................................................... 1

1.1 About 211 in Ontario............................................................................................................2

2 Phase 2 – 211: Advancing the Provincial Consolidated System...................................... 3

2.1 Project Overview .................................................................................................................5

2.2 Community Consultation .....................................................................................................8

2.2.1 Communications Principles .....................................................................................8

2.2.2 Project Communications..........................................................................................9

2.2.3 Membership and Schedule of Meetings ..................................................................9

2.3 Coordinated Aspects of 211 Ontario .................................................................................11

2.3.1 Telephone Service.................................................................................................11

2.3.2 Local Online Directories ........................................................................................12

2.3.3 Provincial Online Directories..................................................................................12

2.3.4 Communications Materials ....................................................................................13

2.3.5 Evaluation and Reporting ......................................................................................14

2.3.6 Budgets .................................................................................................................15

2.4 Resourcing 211 .................................................................................................................16

2.4.1 Roles of United Way Partners ...............................................................................17

2.4.2 211 Ontario Roll Out Budget .................................................................................18

2.5 Licencing the 211 Trademark ............................................................................................20

2.6 Cost Benefit .......................................................................................................................22

2.6.1 United Way of Canada-Centraide Canada 211 Business Case ............................22

2.6.2 211 Ontario.ca Cost Benefit ..................................................................................22

3 Templates...................................................................................................................... 23

3.1 Extended Hours Agreement ..............................................................................................24

3.2 211 Evaluation Plan...........................................................................................................32

3.3 Implementation Planning Group - Terms of Reference .....................................................43

3.4 Database Agreement.........................................................................................................50

3.5 MOU for Development of 211 Services .............................................................................52

4 Tools.............................................................................................................................. 56

4.1 CIOC Import/Export Tool ...................................................................................................58

4.2 Call Volume Modeller ........................................................................................................61

4.3 CIOC Francophone Community Resource Management ..................................................63

4.4 211 Contact Tracking ........................................................................................................65

4.5 211 Contact Centre ...........................................................................................................68

4.6 211 Public Websites ..........................................................................................................70

4.7 Virtual Library (211 VL)......................................................................................................76

4.8 211.ca – Information Website for 211 Projects..................................................................81

4.9 Data Sharing and Policies .................................................................................................84

5 Reports .......................................................................................................................... 89

5.1 Telephony Report ..............................................................................................................90

5.2 Taxonomy Project............................................................................................................100

5.3 Cost Benefit – 211Ontario.ca ..........................................................................................113

5.4 211 Ontario Project Background .....................................................................................120

5.5 System Functions and Responsibilities ...........................................................................124

5.6 211 Experience in Niagara Region and Simcoe County..................................................128

5.6.1 Niagara Region....................................................................................................131

5.6.2 Simcoe County ....................................................................................................140

5.7 211 Ontario Project Symposium Report ..........................................................................149

6 Phase 3 – 211: Foundations for a Sustainable Future................................................. 161

7 Glossary ...................................................................................................................... 165

211 ONTARIO 1 INTRODUCTION

1 Introduction

In the past four years, 211 has emerged as a first stop for information on community, social, health and related government services. If you spend an hour reading over this report, over 60 people in Ontario will have called 211, and another 150 people will have looked up a program or service online. When the vision of 211 for all Ontario is realized, four people will call 211 every minute and receive the help they need.

211 uniquely meets the needs of vulnerable people – providing confidential, non-judgemental service in many languages, 24 hours a day and seven days a week. Today, 30% of residents in Ontario can directly connect to a helpful, supportive I&R Specialist through the easy to remember 211 telephone number, or search the same online directory that human service organizations themselves rely on to help their clients. The 211 database provides accurate, up-to-date information on organizations, programs and services, and is organized in a way that is specifically citizen-centred and fully accessible in the form of a free, user-friendly online directory of human services.

211 would not be where it is today without the visionary support of the Ontario Trillium Foundation and Citizenship and Immigration Canada for the 211 Ontario Project. The first phase of the 211 Ontario Project resulted in the seminal report, 211 for All Ontario. The consultative nature of the project and resulting report served as the foundation for 211 implementation groups throughout Ontario. The project’s second phase, 211: Advancing the Provincial Consolidated System has furthered the long-term vision and growth of 211 in Ontario and built on the achievements of the first phase of project.

The provincial consolidated system represents a cost-efficient 211 system for Ontario, while remaining true to the common vision established in phase 1. With so much achieved, and so much groundwork covered, 211 proponents are ready to move from a “leap of faith” to the definitive stage of growth and definition – establishing the foundations for a sustainable future for 211 in Ontario.

Cheryl May Findhelp Information Services 211 Ontario Project Administrator

February 2006

211 ONTARIO 2 INTRODUCTION

1.1 About 211 in Ontario

211 is a 3-digit dialling code that is quickly gaining recognition throughout North America as the way citizens and human service professionals access information about community, social, health and related government services. 211 is free to the caller, easy to remember, and has been proven to significantly improve access to services. Individuals have telephone access to trained, AIRS1 certified Information and Referral (I&R) Specialists. In Ontario 211 service is available in Toronto, Niagara Region and South Georgian Bay 24 hours a day, 7 days a week, and provides information and appropriate referrals through telephone and Internet.

In August 2001, in response to a joint application by InformCanada, United Way of Canada-Centraide Canada, Community Information Toronto (now Findhelp Information Services) and United Way of Greater Toronto (UWGT), the Canadian Radio-television and Telecommunications Commission (CRTC) assigned the 3-digit dialling code 211 across Canada to "a new toll free service that will supply information and referrals about community, social, health and government services."

Canada’s first 211 service was officially launched in Toronto on June 13, 2002 by Findhelp Information Services, UWGT, the City of Toronto, Ontario Ministry of Training, Colleges and Universities and Human Resources Development Canada (now Service Canada). Together, the Toronto 211 telephone service and complementary 211 website have provided a premium level of service to citizens seeking information and referrals, while serving as a benchmark for future Ontario service delivery.

Building on this success, Community Connection and Information Niagara, launched 211 in South Georgian Bay (as part of a phased Simcoe County roll out) and Niagara Region on November 2nd 2005. These launches, which combined with the Toronto service bring 211 to 29% of Ontarians, are also supported by the websites: www.211Niagara.ca and www.211SimcoeCounty.ca.

The 211 Ontario project leads work on 211 in Canada and is committed to sharing learnings and resources, and developing common I&R based tools for broad community implementation. The project has consistently provided regular updates to I&R organizations and United Ways across Ontario and Canada, and has maintained a comprehensive online information resource, www.211.ca.

Building blocks for the work on 211 across Canada are the 211 Canada Project Charter, which includes the Minimum Standards for Operating a 211 Service in Canada, the Alliance for Information and Referral Systems (AIRS) accreditation process, which 211 services in Canada must achieve and maintain, and established, long-term relationships between community-based I&R organizations and United Ways.

1 Alliance of Information and Referral Systems (AIRS).

211 ONTARIO 3 PHASE 2

2 Phase 2 – 211: Advancing the Provincial Consolidated System

Phase 2 project timeframe: April 2004 to February 2006

BACKGROUND

In 2002/03, the Ontario Trillium Foundation funded a study to examine the capacity for delivering 211 in Ontario. A six member Steering Committee and 23 member Reference Group collaboratively guided the project and developed a Common Vision for 211 services in Ontario. The final report 211 for All Ontario: Bringing People and Services Together recommended a unique service delivery model, the "consolidated system," as the vehicle for rolling out the 211 service across the province. The proposed model is among the most innovative models for delivering 211 in North America, requiring significant leadership, coordination and collaboration.

The success of the 211 service in Toronto, Ontario and Canada depended on our ability to build on the momentum created by the study. The project partners in the study, Findhelp, InformOntario, UWGT and United Ways of Ontario, formed an interim 211 Ontario Task Group to provide continued leadership and move the initiative forward. The Task Group identified the need to develop a clear strategy for implementing the vision of a province-wide consolidated system to link all Ontarians to 211.

The 211 Ontario Project Steering Committee that has led phase 2 was compromised of Community Connection (Collingwood), Findhelp Information Services, Information Niagara, InformOntario, United Way of South Georgian Bay, United Way of Greater Simcoe County, United Way of Niagara Falls, United Way of Greater Fort Erie, and United Ways of Ontario (ex-officio). Community Connection (Collingwood) and Information Niagara had been identified in 211 for All Ontario as likely early implementers of 211.

Prior to phase 2, both Community Connection (Simcoe County) and Information Niagara had invested significantly in developing their capacity to deliver 211 and had begun to seek local and regional partners. Although it was recognized that each area could continue to develop 211 on its own, the significant benefits of the consolidated system recommended by the study would be lost, resulting in unnecessary expenditures and less than optimal service delivery.

Phase 2 enabled early implementers to work together to build the infrastructure for a system that can be replicated by other communities throughout Ontario and Canada.


Common Vision for 211 in Ontario

In addition to the phase 1 Steering Committee, a larger project Reference Group made up of representatives from the I&R sector and the United Way movement throughout Ontario, collaboratively developed a Common Vision for 211 services in Ontario.1 The Common Vision represents components of 211 service delivery defined as critical and essential. According to the criteria set out by the Steering Committee and the Reference Group, the following components of the Common Vision must be inherent for a model to succeed:

Locally Relevant Build on Existing Strengths

Multi-Channel Access Effective and Efficient

Professional and High Quality Coordinated Sustainable

Delivered by the Community Sector From 211 for All Ontario

PHASE 2 GOAL STATEMENT

To advance the provincial consolidated system for 211 in Ontario through the development of a cost-efficient and sustainable 211 system for Ontario, determination of the resourcing and accountability of the provincial 211 system, and strengthening the case for long-term funding.

PHASE 2 RESULTS

The efficiency and effectiveness of regional implementations have been optimized through the development of critical infrastructure

30% of Ontario residents have access to reliable standardized and highly visible 211 services

The experience of two local early implementers piloted within the provincial consolidated system has been documented and disseminated

1 The Common Vision was presented to and enhanced by Reference Group discussions at the January 10th 2003 meeting of the project Reference Group. At subsequent Reference Group meetings, the Common Vision was used as a framework for questions that test proposed solutions.


2.1 Project Overview

In their coordinated effort to build a 211 consolidated system the 211 providers: Community Connection, Findhelp and Information Niagara have delivered a proof of concept that illustrates how a 211 consolidated system delivers enhanced effectiveness and efficiency. The service partners have agreed to:

Deliver high and consistent standards of 211 phone service, meeting agreed upon targets including over the course of any given month achieving an answer rate of 85% of calls within 45 seconds and a call abandonment rate of less than 10%

Deliver consistent standards for data quality and associated data policies

Develop professional and consistent communications tools and messaging which present a common identity for all users

Apply public sector investment in advanced database functionality of the findhelp software to enable members of the public and service organizations to search 211 online effectively

Develop a consistent evaluation framework so that collection, organization and reporting of information are consistent so that the value of information is maximized for social service planners

The project team based their work on five assumptions about 211 Ontario:

1. 211 Ontario is supported by funding for province-wide service delivery based on the four year roll out budget and sustained into the future.

2. Community I&R will be strengthened and form an integral component of the 211 system across Ontario.

3. As the primary funders of community I&R in Ontario, the United Ways of Ontario will remain strong partners at the local level.

4. Municipalities and regions will continue to support community I&R.

5. Federal funding will support integration and interoperability of 211 provincial systems across Canada.

Project results include:

High quality and consistent communications tools and messaging which present a professional and consistent look and feel for all users

Development of 211Ontario as the basis of a province-wide database that all organizations, I&R providers, individuals and 211 providers can use online


Application of a consistent evaluation framework so that collection, organization and reporting of information are consistent, and statistics are maximized for social service planning

Strengthened relationships with municipal and provincial partners

Significant progress toward the implementation of the Canadian Taxonomy with the extensive work on an English language starter Taxonomy, which enables convergence toward a single national classification system

Development of community-based tools – contact tracking system and integrated contact centre resource interface, 211 website template and application, call volume modeling, telecommunications processes and data management import/export tool to enable networks of community database editors to collaborate and reduce duplication

Completion of French functionality on collaborative, community-based data management application, which is used by the majority of I&R database editors

Established consistent standards for data quality and associated data policies as the basis for 211Ontario, with extensive work carried out by an Information Resources Working Group consisting of I&R database editors

The tripartite work of Community Connection, Findhelp and Information Niagara is grounded in the following principles:

211 service is provided 24 hours a day, 7 days a week and 365 days a year, regardless of the community’s population size or wealth, and a “systems approach” is taken to implementing new regions

211 service has no geographic gaps; access is provided even if there are no local 211 champions

211 will eliminate duplication resulting in efficient use of resources and freeing up more time for service delivery

A single 211 conduit is necessary for provincial and national funding partners

Proponents are dedicated to pooling resources, knowledge, tools and experience so that everyone’s capacity and level of competence is enhanced

A system is required to support 211 call centre services in the event of spikes in call volume or service interruptions (i.e. during an ice storm or power outage)

Multilingual capacity is shared throughout the system

Recognition of the effect of economies of scale in driving greater efficiency

Findhelp Information Services

Information Niagara

Community Connection

211


Each 211 provider organization is governed by its own Board of Directors and led by its own staff, however developing a consolidated system has required a new way of working for the staff and Boards of Findhelp, Community Connection and Information Niagara. Becoming a system has meant developing new competencies within each organization and challenging how things were done in the past to create the foundation for 211 provincially.

211 service is a program area for each of the three organizations; each organization delivers several additional services related to a common I&R mandate and competency. For example, Information Niagara is a volunteer centre and provides an interpretation service. Findhelp coordinates many province-wide projects including the 211Ontario.ca project. Community Connection provides extensive services to small businesses. Each organization works collaboratively with I&R providers and United Ways in adjacent regions on the 211 initiative.


2.2 Community Consultation

2.2.1 Communications Principles

The communications principles applied throughout phase 2 have been consistent with the factors that have contributed to the success of 211 from the outset:

1. Open sharing of learning.

2. Free access to tools and resources, to reduce duplication and build multi sectoral capacity.

3. Documentation for common knowledge.

4. High level of broad participation of big and small organizations.

5. A national partnership of United Ways and I&Rs.

6. Self-regulation within a framework of professional standards and AIRS accreditation.

7. A high level of collaboration with all stakeholders.

8. Fundamental involvement of leaders with strong knowledge of professional I&R and realities of delivering the service.

9. Decisions have been made by people who are accountable for delivering the service, resulting in practical and rational decisions.

10. Attention to processes that ensure that people are heard, that time is well used and that people with the appropriate knowledge are involved so that the right people participate in decisions e.g. Information Resources Working Group, United Way fundraisers and technology experts.


2.2.2 Project Communications

Early in the project a common banner was introduced and used consistently on all project communications. All public documents, such as press releases and Project Updates, consistently acknowledged both funding partners, the Ontario Trillium Foundation and Citizenship and Immigration Canada.

In the second half of the project, as tools and resources were developed, quarterly Project Updates were prepared and distributed to Reference Group members as well as to InformOntario and United Ways of Ontario members. The Updates were also posted on www.211.ca and distributed nationally.

The project was guided by a steering committee and advised by a reference group. The following table shows committee membership and below it, the schedule of meetings.

2.2.3 Membership and Schedule of Meetings

Steering Committee Reference Group

Community Connection Collingwood Findhelp Information Services Information Niagara InformOntario United Way of Greater Simcoe County United Way of Niagara Falls and United Way of Greater Fort Erie

United Way of South Georgian Bay United Ways of Ontario (ex officio)

Community I&R Centre Thunder Bay Distress Centre of Ottawa and Region Information Windsor Oakville Public Library United Ways of London and Middlesex and Windsor-Essex County

United Way of Oakville United Way/Centraide Ottawa United Way of Thunder Bay

Distribution Schedule of Project Updates to Stakeholders

Q1 | 2005 Q2 | 2005 Q3 | 2005 Q4 | 2005 Q1 | 2006

March 8th June 30th September 9th December 15th Final Report


Meeting schedule Q2 2004

Q3 2004

Q4 2004

Q1 2005

Q2 2005

Q3 2005

Q4 2005

Q1 2006

Steering Committee Jun Aug Sept

Nov Jan Mar

Apr May Jun

Jul Aug Sept

211 launch events Dec

Jan Feb

Provincial/National Conference

* * * *

Reference Group Sept Mar Apr May

Jul Sept

Oct Feb

211 Ontario Steering Committee members have made multiple presentations on 211 throughout the two year project timeframe. Participants also came together with 211 and related agendas at the provincial and national I&R and United Way conferences. National conferences featured “211 Day”. The Canadian Community Information and Referral Conferences were held in October 2004 (Toronto) and October 2005 (Vancouver). The InformOntario Conference was held in conjunction with the National conference in 2004 and November 2005 (Toronto). The United Way National Conference, including 211 day, was held May 2004 (Winnipeg) and May 2005 (Toronto). The United Ways of Ontario conferences also included 211 presentations, and were held March 2004 (Mississauga) and April 2005 (Markham).

Representatives on the Steering Committee were Executive Directors of I&R organizations and United Ways; President, InformOntario; and Manager, Government Relations, United Ways of Ontario. This dynamic enabled the Steering Committee to make decisions and move the large amount of work forward in what were typically meetings requiring a full day once a month.

There was high participation rate in meetings and notes of the discussions, recommendations and action items for each meeting were prepared in a timely way by either the Project Manager or the Consultant engaged for community consultation and communications.


2.3 Coordinated Aspects of 211 Ontario

2.3.1 Telephone Service

The three 211 centres, Community Connection, Findhelp and Information Niagara, agreed to answer calls in a uniform way, “Thank you for calling 211. My name is …”

After hours and weekend service for all three centres is provided by Findhelp; the call forwarding and centralized service is seamless to the caller.

All I&R Specialists have access to a database with service information for each region, and each contributes to the “211 Virtual Library,” which supplements the database with seasonal, time sensitive, temporary service changes, and local news such as power outages and road closings that may impact services.

The ability to transfer calls during extended hours, such as overnight and weekends has improved services and lowered costs.

24/7 Service in the Consolidated Model

• Mon to Fri, 7am – 7pm (60 hrs) → Distributed

• Mon to Fri, 7pm – 7am | Sat & Sun (total 108 hrs) → Centralized (Findhelp)

• Original cost estimate for 108 hrs > $120,000 (min 4 FTE) – Niagara – was not cost-efficient

Consolidated Service Solution

– Uses Findhelp’s capacity

– At max call volume → cost ½ or less

Impact = Improved services / lower cost


2.3.2 Local Online Directories

Based on www.211Toronto.ca, a common branding and interface for 211 websites was adopted. Together with Toronto, Niagara and Simcoe County websites, www.211Niagara.ca and www.211SimcoeCounty.ca represent proof of concept for a 211 online system of searchable directories.

The directories reflect local partnerships, with local data partners and portal sites that stream records from the 211 databases prominently featured on the homepages, and featuring links to each other’s sites and specialized provincial online resources such as the “Inventory of Programs and Services” leading to employment. The local directories also tie into the provincial website, www.211Ontario.ca.

Usability studies conducted during the development of www.211Toronto.ca indicate that a common look and feel helps users to quickly identify a resource that is professionally maintained and meeting standards, and develop searching competency that is transferable across multiple sites or “views”.

Websites were built on the advanced database functionality of the findhelp software, which has powerful search capabilities. The websites were launched concurrently with the 211 phone service in Niagara Region and Simcoe County on November 2nd 2005.2

211 websites also advance the movement toward eliminating duplication between agencies. Community Connection, Findhelp and Information Niagara websites represent a single database, without duplicate records and eliminating duplication of effort. The 211 systems approach to a resource database is grounded in the principle that information is more highly representative and updates are more frequent when data is collected and maintained locally. Services that have a broad geographic service area are assigned to a single editor.

2.3.3 Provincial Online Directories

Community Connection and Information Niagara are members of the I&R Data Partners group. Information, in the form of records, is currently transferred from 41 data partners across Ontario, and coordinated by Findhelp to provide specialized provincial databases. Findhelp provides the robust, scalable application that delivers the information to public Internet users.

www.211Ontario.ca makes the database of community, social, health and government services that will be used by Information and Referral Specialists for 211 telephone service across Ontario available for specialized projects. 211Ontario.ca projects consolidate the many existing local sources of Ontario human services data into a single, standardized provincial database.

2 The investment in the development of the findhelp software was supported by Service Canada.


Fully-realized, www.211Ontario.ca will mean that all communities throughout Ontario, including small and rural communities, will have access to comprehensive, up-to-date, online information about locally-based services, or the nearest access point for services. 211Ontario.ca will: improve service delivery for citizens, including vulnerable citizens; enable data management across sectors; and create efficiencies for government and community partners.

211Ontario.ca Business Plan

A 211Ontario.ca business plan was developed, outlining the enhancements required to make it possible for citizens to connect to online information about community, social, health and related government services anywhere in province of Ontario. When 211Ontario.ca is realized, I&R and other human services providers across the province will be able to tap into an efficient, cost-effective online repository of human services data.

As a fully functional online service, www.211Ontario.ca, will improve client services, increase efficiencies, provide a foundation for reporting and outcome measurement, and enhance workplace satisfaction for people working in human services.

2.3.4 Communications Materials

Professional and consistent communications tools were produced for the launches of 211 in Niagara Region and South Georgian Bay, and each organization built on these to create local relevancy. There was extensive media interest in Niagara Region and also in Simcoe County. For more information on the ‘take up’ by the media see Section 5, Reports, “211 Experience”.

Coordination of a common approach to communications extended to press kits and press releases for the launches. Press kits, press and media releases, backgrounders, FAQs and key messages with a common look and feel were developed. A new 211 brochure3 was produced by the project team, which represents all active 211 centres and provides a national feel.

The 211 project website, www.211.ca is a repository for documents and information posts to support I&R organizations, United Ways and community partners in their work on 211. In addition to the comprehensive collection of resources from across Canada, the Ontario section contains 211 Ontario project materials and updates. The Ontario section can be accessed directly at www.211ontario.info.

The project team also developed www.211Canada.ca as a “brochure site” consisting of key information about 211 in Canada, links to active 211 services in Alberta and Ontario, and links to project weblogs for each province.

3 For copies of the 211 brochure please contact Findhelp Information Services – [email protected] or (416) 392-4575.


2.3.5 Evaluation and Reporting

All three centres participate in the technologies outlined in Section 4, Tools. Common tools enable reporting across the system. Centres follow the Evaluation Plan outlined in Section 5, Reports.

The Evaluation Plan is designed to provide statistics that can be customized to meet the needs of specific communities – whether by geography or another feature. While quarterly and annual systems reports will be compiled, it is recognized that each centre will be required to customize information to meet specific requests and reporting tools have been designed to facilitate customization.

SERVICE SUMMARY NIA TOR

% Q1 ‘04

Calling for the first time. 49 45

Other than full time employment 65 68

Female 84 69

Dialled 211 54 91

Received the information needed 95 94

How Callers Found out about 211

% NIA SIM TO ‘04 TO ‘03

Phone book 8 15 15 13

Agency 36 17 45 42

Friend/Family 14 38 17 15

Media 19 31 13 16

Other 22 2 11 11


2.3.6 Budgets

The primary cost driver for 211 is the volume of calls. All three organizations use a call forecasting tool to determine budget requirements. The forecasting tool is based on usage by population. Toronto’s usage rate is currently over 15% and is expected to peak around year seven at over 20%. The related worksheet provides a forecast for growth rate and the resulting call volume.

A common 211 centre budget format enables comparison across all three centres. This allows for a consolidated systems view of any aspect of the budget, as above. An important element in planning an inquiry service is managing the cost per call. To be able to examine the cost of a call in three 211 inquiry services, the respective budgets had to be presented in the same way in order to show similar costs and establish consistent benchmarking factors.

Common Budget Format

Agency 211 211 Description Current Projects Budget Call Centre

Call Volume 500,000 Benchmark (Usage x Pop = %)

Note*

Note*

16%

FUNDS IN Government Fees and Grants United Way Productive Enterprises Fundraising & Membership Other Income TOTAL FUNDS IN FUNDS OUT Staffing & Benefits Operating Expenses TOTAL FUNDS OUT Surplus (Deficit)

Cost per call

Federal, 3%

Local/Regional, 22%

United Way Allocations,

16%UW & Other Fundraising,

29%

Productive Enterprise,

29%

SYSTEM-WIDE FUNDING 2005/2006


2.4 Resourcing 211

Findhelp, Executive Director and United Ways of Ontario, Manager, Government Relations, have consistently worked to demonstrate the value of 211 to potential funding partners, and 211 proponents across the province have championed the benefits of 211, and delivered a compelling and consistent message.

Key Messages

Substantial investments have been made to ensure Ontarians have the community, social, health and government services they need, however finding the right service or program when it is needed can be a time-consuming and frustrating experience

Most people don’t know where to start. 211 is an easy to remember three-digit telephone number that enables anyone to find appropriate services

As the access point for such services, and the single most effective way to provide the public with information and referral, 211 is critical to maximizing the impact of investments in community, social, health and government services

The value of 211 becomes evident when anyone calls 211 and receives help from the professional, multilingual communication skills of qualified staff 24/7/365, or experiences the ease of use and comprehensiveness of the online directories

Evidence of the value of 211 can be seen south of the border, where approximately 139 million Americans – over 46% of the US population, have access to 211. There are 171 active 211 systems covering all or part of 32 states (including 14 states with 100% coverage)

In Canada there are 211 services in Alberta and active 211 projects in B.C., Nova Scotia, and Quebec

The maintenance of current standards of service, and implementation of the next phase of roll out of 211 for all Ontarians, is now dependent on reaching an agreement with a sustained funding partner


2.4.1 Roles of United Way Partners

In 2003, the United Way of Canada-Centraide Canada (UWC-CC) identified 211 as a priority area. The United Ways of Ontario agreed to contribute their Manager, Government Relations, on a half-time basis to the 211 initiative. As a result, the Province has been consistently engaged in discussions related to the 211 Ontario initiative, and awareness has been built about the benefits of 211 among elected officials and senior civil servants.

On a local level, United Ways have been engaged in a discussion about how they might contribute to the emerging 211 provincial system. Members have been surveyed about their potential contributions and the challenges locally mandated organizations may face in contributing to a provincial initiative.

United Ways of Ontario also plays an important role in helping to link and align 211 developments in Ontario to work being done by UWC-CC at the national level. This linking has benefits related to custodianship of the 211 brand, and contributes to the principle of achieving and maximizing the public benefits flowing from utilization of the 211 resource.

211 represents an effort by local United Ways to engage in a collaborative initiative of unprecedented scale and complexity. Beyond the immediate outcomes related the 211 service itself, the initiative is building important new skills and relationships amongst United Ways that can be the foundation for future collaborative undertakings. As United Ways embrace a mission centred on achieving community impact, the 211 initiative is a timely example of how United Ways can leverage their volunteer assets, community contacts, and goodwill to bring together the stakeholders needed to move initiatives forward to fulfillment, and build enduring social infrastructure.

For local United Ways4, the 211 launches in Niagara Region and Simcoe County represent the opportunity to pilot:

Integration of 211 into the local United Way fundraising strategy, organizational values and community goals

Community messaging related to 211 as a significant element of the social services infrastructure

The value of 211 social reporting as a resource to build community capacity and assisting in the determination of funding priorities

211 as a reason for giving to United Way

211 as a “core” service, not a request made annually through the allocations process

211 as a demonstration of United Way’s social responsibility related to ensuring distribution of philanthropic dollars, and increasing awareness of human services throughout the community for all citizens, especially vulnerable citizens

4 For more information about the role of local United Ways in Niagara Region and Simcoe County see section 5.6


2.4.2 211 Ontario Roll Out Budget

The 211 Ontario four-year roll out budget assumes a consolidated system approach, and is based on established metrics.

1 Resource Specialist = 4,000 services+ per year

• 16 FTE Resource Specialists

• Employed by local and regional community information centres

• AIRS certified

• IM/IT supported

• 211 has community presence

1 I&R Specialist = 15,000 calls+ per year

• Currently 34 FTEs

• Up to 114 FTEs at 100% / year 4

• Supports fewer than three managers / five supervisors

• Accredited Centre

• AIRS Certified I&R Specialists

IM/IT = Flat Line at 1 FTE in each position

• Managers – IR; Provincial Coordination; IT; Training; Communications; Outreach

• Provincial Database Coordinator

• Application Developer

• Database Administrator

• Web/Application Server Admin

• Network Administrator

Current AnticipatedStart Year 2 Year 3 Year 4

Population Served (2001 Census) 3,423,014 5,705,023 8,557,535 11,410,046Coverage 30% Ontario 50% Ontario 75% Ontario Ontario-wideUSAGE RATE 15% 15% 15% 15%Call Volume 513,452 855,753 1,283,630 1,711,507TOTAL FTE Province wide 63.2 90.9 121.7 151.8


Other Coordinated Systems Costs

Printing & Communications Professional FeesPrinting and Promotion Application MaintenancePostage Business AnalystAdvertising/Marketing Evaluation & PolicyConferences/Events CommunicationsMeeting Expenses InterpretationTraining Regional 211 I&R RepresentativesProf Development & Resources Telecommunications CostsTechnical Training Network FeesInformation Technology Costs Management FeesHardware Maintenance FeesSoftwareServices


2.5 Licencing the 211 Trademark

Appropriate use of the 211 trademark helps 211 callers and people using the 211 online directories to be confident that they are accessing confidential, non-judgemental service and authoritative information on the community, social, health and related government services that are available to them. 211 providers and their partners, which include United Ways, municipalities, and government, recognize the importance of ensuring the ‘211’ brand is used appropriately. The InformCanada Minimum Standards for Operating a 211 Service in Canada are included in the 211 Canada Project Charter, 6and represent the requirements for receiving a 211 trademark licence.

As Community Connection and Information Niagara are the third and fourth services to apply for a 211 trademark licence in Canada, project activities included developing a template for the licence.

Alignment of 211 licences was recommended in order to:

Ensure a systems approach to licencing

Simplify the process of reviewing the licence for organizations and their boards of directors

Support transparency

Eliminate the high costs associated with a legal review and potential for negotiation between 211 service providers and UWC-CC

A working group made up of the executive directors and a lawyer with expertise in licencing and intellectual property, worked together to respond to the licences provided by UWC-CC, and provided a draft template for 211 licences.

5 The 211 Canada Project Charter can be accessed on 211Canada.ca. 6 The 211 Canada Initiative is guided by a Memorandum of Understanding between InformCanada and UWC-CC.

Trademarks secured by UWC-CC on behalf of 211 proponent5s

Mark Descriptive Reference Number

211 COMMUNITY CONNECTION & DESIGN (OUTSIDE CIRCLE) Registration No. TMA645622

211 CONNEXION COMMUNAUTAIRE & DESIGN Application No. 1219557

211 COMMUNITY CONNECTION & DESIGN (INSIDE CIRCLE) Registration No. TMA645675

211 COMMUNITY CONNECTION CONNEXION COMMUNAUTAIRE & DESIGN

Application No. 1219554

211 Registration No. TMA598591


The working group completed a draft template licence that:

Clearly outlines definitions such as territory, duration and termination

Is standardized, i.e. essentially the same for every licence

Can be customized by adding the name of the 211 service provider

Has appendices that allow for amendments from time to time, such as a change to the territory covered by a 211 service

Is consistent with the 211 Canada Project Charter and the Minimum Standards for Operating a 211 Service in Canada7.

7 For a full reading of the standards, view the 211 Canada Project Charter on www.211Canada.ca. The standards were adopted by InformCanada Federation, May 2, 2004, and are reviewed periodically.


2.6 Cost Benefit

2.6.1 United Way of Canada-Centraide Canada 211 Business Case

UWC-CC secured the pro bono assistance of the consulting firm Deloitte to undertake a cost benefit study of 211 nationally. The final report, United Way of Canada-Centraide Canada 211 Business Case was released on 211 Day, October 2005.8

In Ontario, 211 Ontario Project Steering Committee members were key informants to the Deloitte team, together with others working on 211 across Canada. The 211 Ontario project also provided the resources to support Findhelp’s Manager, Information Technology and the time of the project’s community consultant to assist Deloitte. The 211 Ontario project team provided several days of technology expertise, reviewed draft documents and provided feedback.

The Deloitte cost benefit study of a national 211 system found significant savings for individuals, government and other organizations; with total benefits exceeding total costs by a factor of 2.4 to one, i.e. $2.4 of benefit would be generated by every $1 invested. Moreover, Deloitte’s baseline scenario of ten information centres providing 24/7 service, found a net present value (NPV9) of $202M. The strongly positive NPV determined by Deloitte confirms that a national 211 system would deliver excellent value to Canadians. The Deloitte research also confirmed the importance of scale as a key factor driving both call centre efficiency and service effectiveness. The consolidated delivery model for Ontario is consistent with the Deloitte findings: it proposes achieving greater call centre scale by limiting the number of call centres, ensuing each has adequate population base, and networking the system to essentially have the regionally- based Ontario call centre units operate as a single service delivery entity.

2.6.2 211 Ontario.ca Cost Benefit

The 211Ontario.ca Cost Benefit Report included in Section 5 of this report attributes conservative quantifiable value to four benefits that arise from the completion of a province-wide online directory of community, social, health and related government services. This is projected to be a minimum of 60,000 service records, each of which would be maintained under the care of a Certified Resource Specialist at one organization on behalf of data partners around the province.

Primary benefits are significant cost avoidance by freeing up time spent by human services practitioners for increased service delivery. The project cost benefit represents an enhancement to client services realized through the redirection of up to $5 million dollars over three years.

Secondary benefits will create efficiencies and enhance workplace satisfaction. The future cost benefit represents significant time-savings and cost avoidance for the entire social services sector.

8 The full report is available on www.211.ca. 9 The NPV is used to quantify the financial benefits of an initiative to justify the investment it requires.

211 ONTARIO 23 TEMPLATES

3 Templates

This section of the report identifies documents that have been developed throughout phase 2 that are considered to have broad use as templates.

The templates are intended for use across I&R networks, 211 services and have broad applicability across Canada.

Templates can be freely adapted from this report.


3.1 Extended Hours Agreement

This template is a copy of the agreement developed between Community Connection and Information Niagara with Findhelp Information Services. The agreement determines the protocols, business arrangements and communications associated with Findhelp answering calls for Niagara Region and Simcoe County.


Extended Hours Agreement between

Findhelp Information Services and each of Community Connection and Information Niagara

1 Background on the 211 Consolidated System

The national partners of 211 in Canada, InformCanada and United Way-Centraide Canada, have established the goal of rolling out 211 nationally to all Canadians using a consolidated systemic approach enabled by shared tools, telephony and technology. Coordinated extended hours service is consistent with this approach.

A consolidated system unites all participants into one strong and coherent system which will:

Provide all members of the public and service organizations with access to 211 service 24 hours a day, 7 days a week, 365 days a year

Eliminate duplication, resulting in more efficient use of scarce resources

Clarify accountability to local, regional, provincial and national partners

Pool resources, knowledge, tools and experience so that everyone’s capacity and level of competence is enhanced

Share multilingual capacity

Realize economies of scale resulting in greater efficiency.

2 Professional Alignment

The 211 providers: Findhelp Information Services, Community Connection and Information Niagara as founding members of 211 Ontario have agreed to:

Deliver high and consistent standards of 211 phone service meeting agreed upon targets including over the course of any given month achieving an answer rate of 85% of calls within 45 seconds; aim to achieve an average call length of 2.5 minutes; call abandonment rate of less than 10%

Deliver high and consistent standards for data quality and associated data policies

Develop high quality and consistent communications tools and messaging which present a professional and consistent look and feel for all users

Apply Human Resources and Skills Development Canada investment in advanced database functionality of the findhelp software to enable members of the public and service organizations to search 211 online effectively


Develop a consistent evaluation framework ensuring collection, organization and reporting of information is consistent so that the value of information is maximized for social service planners.

3 Purpose This agreement documents the agreed upon procedures to be used in the extended hours service being provided by Findhelp Information Services to enable Community Connection and Information Niagara to provide 211 service 24 hours a day, 7 days a week.

The agreements are between Findhelp Information Services and Community Connection and between Findhelp Information Services and Information Niagara. Because the procedures are identical or similar in many cases a combined agreement has been prepared.

4 Pilot

Findhelp Information Services began by answering 211 calls for Community Connection and Information Niagara, for a six (6) month pilot period October 17th 2005 to April 17th 2006. During the first 3 months there were continuing enhancements.

The executive directors of Findhelp Information Services, Community Connection and Information Niagara conducted a review January 2006, and agreed to extend the pilot until July 2006. A further review will be conducted at least 2 months before the end of the pilot.

5 Extended Hours Coverage

From 7 a.m. – 7 p.m. Monday – Friday, Community Connection and Information Niagara answer 211 calls in their respective regions.

Extended hours service during which Findhelp Information Services answers 211 calls for Community Connection and Information Niagara is provided at the following times:

7 p.m. – 7 a.m. Monday – Friday

24 hours Saturday and Sunday

24 hours Statutory Holidays on the days they occur. For example, Findhelp Information Services will not cover any other day to replace the statutory holidays that occur on a Sunday (e.g. Boxing Day or New Year’s Day in 2005)

24 hours on civic holidays only if agreed to by Findhelp Information Services – i.e. Simcoe Day (the first Monday in August) will be covered by Findhelp but not Remembrance Day (November 11th).

Findhelp Information Services bases their decision on whether extended hours service can be provided on those days on their capacity to do so which is informed by the number of calls Findhelp received on those days in previous years.


6 Monitoring Pilot

Beginning the week of Monday October 17th 2005 there were weekly shared phone calls between the organizations to monitor the service. As these became unnecessary meetings were called only on an as needed basis. Staff with other skills are invited to join the call as required.

Monitoring for the duration of the pilot period is described in the following table. The frequency of monitoring will be re-evaluated by consensus as required.

# Monitoring Activity Responsibility Action

1

Information Niagara and Community Connection is informed about the number of calls answered extended hours

Findhelp – Manager, Inquiry Services, who works with all staff answering calls

Manual updates from the night manager have been replaced by mutual access to call information in Survey Monkey

2

Track the weekly after hour number of calls answered for Information Niagara and Community Connection using the agreed upon metrics

Findhelp – Manager, Inquiry Services

Verbal report at weekly meetings was replaced by Survey Monkey information immediately available to Information Niagara and Community Connection

3 Track all Information Niagara and Community Connection calls using the agreed upon metrics

E.D., Information Niagara, E.D. Community Connection, Manager, Inquiry Services, Findhelp

Consolidated data will be compiled quarterly. Q1 in March, Q2 in June, Q3 in September and Q4 in December/January

4

Track all: Redirects i.e. referrals to Information Niagara and Community Connection Requirements for follow-up and advocacy Use of the emergency contact for Information Niagara and Community Connection

Findhelp – Manager, Inquiry Services

Raise issues at weekly monitoring meeting

5 Use of virtual library Findhelp – Manager, Inquiry Services

Raise issues as required

7 Follow-Up and Advocacy

There may be times during overnight or weekend hours when the I&R Specialist may deem it necessary to advocate on behalf of an individual caller (i.e. ‘follow-up’). This might happen when the caller has been denied benefits or services to which it appears they are entitled, when they need assistance to communicate their needs to a service provider, or otherwise need assistance to effectively represent themselves. The Findhelp I&R Specialist may provide advocacy to services depending on the situation. They may explain to the caller that in their role as night/ weekend staff, they may be unable to assist if, for example, the relevant services are closed. In this case they explain that the 211 day staff will be able to help them. The I&R Specialist should ask whether the caller is willing to call 211 the next business day, or whether the 211 day staff should call them back.


If the caller wants the 211 day staff to call them, the Findhelp I&R Specialist passes this information on the their manager before they leave their shift. This is to ensure full compliance with the privacy policy and to -ensure that information is not lost due to an I&R Specialist finishing their shift. The Findhelp manager e-mails Community Connection or Information Niagara with this information:

‘Request for advocacy’ in the subject line

Findhelp I&R Specialist’s name

Caller’s name

Caller’s number (and if specific date/time to reach them)

Brief description of the caller’s situation.

The I&R Specialist at Community Connection or Information Niagara following through on the referral should acknowledge receipt of the request for advocacy by sending a reply email and a brief word or two of acknowledgement to Findhelp, and copy the staff in their own location who would have received the email.

Findhelp Information Services, Community Connection or Information Niagara are each responsible for the protection of all personal information that is collected by one of the information centres.

In full compliance with the privacy policies the name and number of the caller should be used for nothing more than asking staff at Information Niagara or Community Connection to contact the individual seeking assistance.

8. Cost of Service

For the duration of the pilot while the processes and costs are being determined. The cost charged for each call answered by Findhelp Information Services is $ plus GST.

Community Connection and Information Niagara receive monthly invoices together with a Bell report, ACD report and can access daily reporting detailing the metrics collected on each call.

Payment by Community Connection and Information Niagara is provided to Findhelp within 30 days.

9. Emergency Contact Person

Findhelp I&R Specialists should escalate any problems/ issues/ emergencies to their own supervisor or manager as per the standard Findhelp protocol. If Findhelp management deem it necessary to contact staff at the local information centre, the following people are available:


For Community Connection, Collingwood, Simcoe County (call most relevant individual):

Executive Director (phone)

IT/ Database Manager (phone)

Inquiry Services Manager (phone)

For Information Niagara:

First Contact – Executive Director (phone)

Second Contact – Inquiry Services (phone)

Third Contact – Manager of Information Services (phone)

10. Interpretation

Staff answering Community Connection and Information Niagara calls that require interpretation beyond the languages available at Findhelp at the time of the call, will utilize TeleInterpreters. The charge will be allocated to the respective TeleInterpreters client numbers of Community Connection and Information Niagara.

11. Answer Protocol

At all times 211 service will be answered “211” (without reference to a geographic location) by each of Findhelp Information Services, Community Connection and Information Niagara. Members of the public will receive seamless service unless problem-solving results in a redirect, follow-up etc.

12. Training

Reciprocal training will be provided between Information Niagara, Community Connection and Findhelp.

Community Connection and Information Niagara provided orientation to Findhelp Information Services staff prior to the provision of extended hours services and will continue to do so from time to time as required.

To strengthen professional consistency, Information Niagara and Community Connection staff will participate in further training with Findhelp Information Services staff as deemed necessary at times to be determined. A training plan will be developed for such training. E.g. goals, specific agenda items, times, schedules, number of participants and the number and nature of handouts (if any).

13. Resources

To provide 211 service for Community Connection and Information Niagara, Findhelp Information Services requires the tools to be able to provide some unique information and referral services to Simcoe County and Niagara Region residents.


Community Connection and Information Niagara ensure that one paper copy of a resource binder is available for use in the event of a power outage. The contents of the resource binder are available electronically as part of the virtual library. Contents include:

i. Organizational information with all services and programs offered by Community Connection and Information Niagara, where they occur and what hours, and contact information

ii. Emergency numbers including:

fire 10 digit number

police 10 digit number

non-emergency police number

ambulance 10 digit number

iii. Definition of areas of service of emergency services

iv. Protocols with distress centres and crisis lines and their respective hours of service

v. Existing 24 hour services

vi. Befriending services

vii. Transit contact information, including hours of service, number to call, fares

viii. TeleInterpreter client number

ix. Emergency contacts for public utilities commission, hydro, water, gas, public works

x. Emergency contacts for Bell and other major phone services.

14. Database and Data Transfer

Information Niagara exports the full database (of approximately 3000 records) quarterly, and those records that have been created, modified or deleted weekly on Fridays.

Community Connection exports the full human services database for all Simcoe County (of approximately 5000 records) quarterly, and those records that have been created, modified or deleted weekly on Fridays.

15. Referrals Back/Redirects

Findhelp is able to answer most 211 calls if data and information are sufficient. Findhelp staff problem-solve, use the Internet and other resources as required, however there may be calls that need to be referred back to Information Niagara or Community Connection.


Using the instructions and/or script provided by Information Niagara and Community Connection respectively, such calls are redirected for walk-in appointments, to complete forms, callers who want to speak to a specific staff person, questions about database and publications, directory purchases etc.

If calls are not 211 calls, the I&R Specialist will try to answer the needs and inform the caller (as appropriate) about any more appropriate numbers to call.

16. Virtual Library

On a daily basis, staff at Information Niagara and Community Connection will post any relevant and key information in the virtual library weblog created for this purpose, e.g. strikes, service and road closures.

The virtual library weblog also includes links to other key information sources such as local chambers of commerce or municipal websites, weather, embassies and consulates and access to overnight pharmacies where such resources exist.

17. Messaging

Questions from callers about why some places have 211 service and others do not, will be answered: “211 is being rolled out in a phased approach."

18. Endorsement of the Agreement

This Extended Hours Agreement between Findhelp Information Services and each of Community Connection and Information Niagara dated — accurately reflects the agreement of the parties:

Name: ………………………………………………………………………………………………………

Organization: …… (The names of the three organizations)

Address: …………………………………………………………………………………………………….

Signature: ……………………………………………….... Date: …………………………………………


3.2 211 Evaluation Plan

The 211 Evaluation plan is based on the initial Evaluation Plan for 211 in Toronto, which was developed jointly by Findhelp and UWGT’s Program Effectiveness Organizational Development (PEOD) team.

The 211 Evaluation Plan will evolve to include new service areas as the service rolls out in Ontario. The plan is designed to provide statistics that can be customized to meet the needs of specific communities – whether by geography or another feature. While quarterly and annual systems reports will be compiled, it has been found that each centre will want to customize the information to meet specific requests.

The 211 Toronto Report for 2004 is posted on www.211.ca.

The most recently updated content version of the plan is provided.


211 Ontario Evaluation Plan

Encompassing Niagara Region, Simcoe County and Toronto

Last updated: January 2006

TABLE OF CONTENTS Foreword

211 Update and Overview

Evaluation Objectives

211 Data Collection Methodology

Reporting

Timelines

Project Team and Contacts


FOREWORD

January 2006

The goal of the evaluation plan is to document the impact of 211 against the stated goal that users receive the services that meet their needs and are self-reliant in accessing the services they require.

This plan is based on the initial Evaluation Plan for 211 in Toronto, which was developed jointly by Findhelp Information Services and the United Way of Greater Toronto’s Program Effectiveness Organizational Development (PEOD) team.

We are very enthusiastic about this plan’s capacity to create a solid foundation for monitoring the impact of 211 in Niagara Region, Simcoe County and Toronto, and to act as a valuable reference point for individual communities to consider in the provincial and national roll out of the landmark 211 service.

Partners

Community Connection

Findhelp Information Services

Information Niagara

211 UPDATE AND OVERVIEW

The inaugural 211 service in Toronto was launched on June 13, 2002. Phase 2 implementation in Niagara Region, Simcoe County and Toronto provides residents with information and referral to human services through three public access points: 211 call centre, web portal, and print directories. Sophisticated technology supports the infrastructure that enables accurate searching and retrieval of information on human services. 211 serves both the general public and human services organizations. AIRS1 Certified Information and Referral (I&R) Specialists respond to inquiries in a non-judgmental, impartial manner and fully safeguard the confidentiality of callers. The core service activities of 211 Toronto are as follows:

211 INQUIRY SERVICES

211 is a free, confidential, multilingual service that helps people connect to community, social, health and related government services. The primary access channel is the telephone – I&R Specialists answer calls 24 hours a day, seven days a week. 211 is available in Niagara Region, Greater South Georgian Bay and Toronto, representing service for 29% of Ontarians. 1 Alliance of Information and Referral Systems


211 helps individuals, families, community agencies and government find out about and access community services. It is a highly visible number that is easy to remember and a single point of access for human services. 211 reduces confusion, frustration and unnecessary delay in reaching services, and improves use of community resources by directing people to appropriate services quickly.

To measure its effectiveness, 211 service providers have implemented certain call answer standards.

Over the course of any given month, 211 will attempt to achieve:

Answer rate of 85% of calls within 45 seconds

Call abandonment rate of less than 10%.

211ONTARIO.CA

211Ontario.ca is a web-enabled database of the community resources. Providing access to the same information available from staff through the 211 phone service, the website serves the need of the most self-reliant public users and human services professionals. The website allows for flexibility in terms of searching and sorting information.

The use of local web-based 211 resources offsets the number of calls to 211. In addition, as the number of users of this web service does not impact the cost of its service delivery, online service delivery is the most likely way to create efficiencies in the 211 system.

To track its use, web statistics are being reported monthly. These include:

Entire inquiries for the month

Average number of visitors per day

Average visit length

Unique visitor total for the month

PRINT DIRECTORIES

Service providers develop community services print directories from the same database that supports 211Ontario websites. Directories are comprehensive and include 100% annually updated listings of community, social, health and related government services. They contain information on services carefully selected for their importance to human services professionals. Organized alphabetically with subject and language indexes, they represent easy-to-use, high-demand reference tools for human services practitioners. Copies of the print directories are purchased every year by education, social service, legal, government, non-profit and private sector human service organizations.


EVALUATION OBJECTIVES

In addition to monitoring the implementation and impact of 211 in Niagara Region, Simcoe County and Toronto, the results of the 211 Evaluation will provide other communities in Canada with performance benchmarks and learnings.

Specific objectives for the evaluation plan are:

Provide benchmarks for 211 service delivery in Canada

Identify 211 primary user groups

Provide an understanding of the primary needs being met through the delivery of 211 service

Provide an understanding of public and professional attitudes and expectations toward 211

Explore potential efficiencies in the delivery of human services that have been created by 211

Present a service model for 211 and document its evolution

211 LOGIC MODEL OUTCOMES

The foundation of this evaluation plan is the 211 Logic Model, originally developed for Toronto. This logic model identifies the desired short, medium and long-term outcomes for the 211 service and related data collection methodology.

The 211 Evaluation will answer the following questions, related to the 211 Logic Model.

Long-Term Outcomes:

Do users receive the services that meet their needs and are they self-reliant in accessing the required services?

Intermediate Outcomes:

Do callers and users follow-up on information and referral obtained as necessary and desired?

Do callers understand more about the human services sector, its structure and lexicon, and feel empowered to access required support services as needed?

Do human service agencies coordinate and link supplementary service information with 211 formats?

Do provincial and national United Way and I&R sector partners have information to assist the launch of new 211 service communities throughout Canada?


Immediate Outcomes:

Does the public use 211 to access information about available human services?

Do callers and users know which human service providers are best suited to offer assistance for their particular situation and have the information to contact the appropriate provider?

Do callers have a clearer understanding of their problems and situation, and feel reassured and validated?

Do callers in crisis situations undergo risk assessment, followed, when appropriate, by a screened, mediated connection to an available human services agency?

Do human service agencies use 211 products and services as a foundation for their I&R activities?

Do I&R sector partners provincially and nationally have access to 211 resources?

211 DATA COLLECTION METHODOLOGY

A multiple level study comprises automatic-statistics-generation for the call centre and websites, surveys of 211 users of the telephone service and the website, case study evaluations and comments tracking. At key development points, related research components include usability studies (described below) and documentation of significant project phases through formally published, widely disseminated reports.

It is expected that other research opportunities will arise and allow us to deepen our analysis of 211. These will be assessed with respect to the 211 Logic Model outcomes and integrated whenever the results will enhance the overall goals of the 211 Evaluation.

The 211 Evaluation and documentation will provide other communities and potential funders with an understanding of issues and developments related to the 211 initiative, assess the public impact of 211 and draw conclusions regarding the outlook for the 211 initiative in Canada.

Outlined below is the study approach designed to meet the outcomes of the 211 Logic Model.

211 INQUIRY SERVICES

Caller Statistics

Quantitative: automated statistics, reported monthly

A variety of statistics on the 211 phone service are automatically available through the Automatic Call Distribution (ACD) system. An ACD receives telephone calls into a central system and distributes those calls according to its programmed criteria. This technology generates statistics for factors such as total calls, total calls answered, total calls abandoned, average call length, average hold length, average time of answer, average time of abandonment. In addition, ongoing monitoring of service quality, analysis of these statistics provides service benchmarks and information about service demand.


Caller Survey

Demographic: detailed survey, conducted quarterly

During the survey period, counsellors ask a detailed set of questions, such as how callers found 211, where they live, income source and other important demographic information. The survey takes under five minutes to complete. The call is conducted in the normal way; however, at the end of the call the counsellor asks the caller to answer a few questions as part of a quality assurance survey. Counsellors are requested to ensure that the surveys are conducted on a random basis (for example, the first 20 calls after two o’clock or every second call on their shift) in order to avoid surveying only the most compliant callers. Counsellors do not survey callers when it is inappropriate to the emotional or physical condition of the caller.

Caller Follow-up

Qualitative: detailed survey, conducted quarterly

The last question of the caller survey consists of a request for the I&R Specialist to call the person back in order to learn about the quality of the service. If the caller is agreeable, they are asked for their first name and phone number and a good time to call. Counsellors do not to ask the question when it is inappropriate to the caller’s situation.

The counsellor conducting the follow-up doesn’t know the identity of the counsellor whose helpfulness and service are being assessed in the follow-up. The actual follow-up call is made no sooner than one week after the call. Callers may have to be prompted into remembering why they called, and the follow-up call may lead to the provision of I&R services.

When there is no connection with the caller following three attempts at the follow-up, the survey is registered as incomplete. Other incomplete surveys result from incorrect or disconnected phone numbers or a caller’s refusal to answer the questions. Eighty to 120 surveys per centre are completed to provide an accurate sample.

Call Tracking & Referral System (CTRS)

Quantitative/Demographic: referral statistics, reported quarterly

The Call Tracking & Referral System (CTRS) allows the call centre staff to track the nature of I&R calls and report aggregate information on caller demographics and need profiles. This user-friendly web application allows call centre staff to track specified information while simultaneously using other information systems and working with callers to identify and address their needs. Call staff and management subsequently search for specific calls or types of calls using the system’s administrative and reporting functions. The CTRS allows centres to generate various monthly statistical reports on the local and combined human services landscape, based on its increasingly large data repository.


Illustrative Case Studies

Qualitative: descriptive, compiled monthly

Illustrative case studies primarily describe what is happening and why and show what a situation is like. This can help in the interpretation of other data, and can lead to a fuller understanding of the information from surveys or other methods. 211 telephone I&R Specialists select examples that are representative of important variations. Reports are self-contained narratives of callers’ situations and actions. Every I&R Specialist provides at least one case study per month.

211 WEBSITES

WebTrends

Quantitative: automated statistics, reported monthly

WebTrends log analysis software gathers aggregate data about visitors to its sites. This software provides easy-to-digest reports on the usage of various online services. Information such as how many people visit, what time of day they visit and where they linked from can be used to measure a service’s success as well as to suggest new approaches. These reports help provide funders with an empirical measure of a project’s outcome.

Website Survey

Qualitative/Demographic: detailed caller survey, conducted quarterly

Website visitors are asked to complete a short survey, which includes questions about site usage, satisfaction with site, whether they would use it again/recommend it, and information about themselves. Specific questions may be asked from time to time in order to gain a better understanding of site usage.

Comments Tracking

Qualitative: feedback and survey, twice yearly reporting

Through visitors’ comments submitted to the site administrator, and a feedback form that can be used by site visitors, comments are collected monthly and compiled into twice-yearly reports. The number of comments/feedback occurrences logged monthly.


Usability Studies

Quantitative/Qualitative: multi-faceted independent study, one time report, available June 2003, component of site redesign process – further studies probable.

The objectives of the usability evaluation include:

To examine how users navigate, find information and interact with the site

To root out critical usability issues

To evaluate accessibility, language and design

To test tools on the site.

Evaluation Measures include:

Individual user testing – An on-site testing lab equipped with a computer is set up to observe users interacting with the site. Each user is given navigation tasks to perform. Based on key usability issues, users are asked to voice their thoughts as they attempted to complete tasks within a given time. Timings and comments are noted. This process may be videotaped. An in-depth interview follows. Users are asked to share their overall impressions, make suggestions and give feedback on new ideas for the site. Finally they are given a questionnaire to rate their experience. This testing takes about one and a half hours to complete

Heuristic Evaluation – This evaluation process is based on heuristic (or rule of thumb) principles of usability. Heuristic evaluations rate such areas as consistency, natural mapping and flexibility of use. Evaluators provide independent evaluations of site and provide detailed recommendations

Accessibility –To assess how the site serves people with disabilities.

Focus Groups – Focus groups with social agency professionals. Discussion includes a wide range of issues from building credibility to positioning. Focus groups comprised of members of the public give feedback on the site and how helpful it is for them

211 COMMUNITY PRESENCE

Social Service Agency Surveys

Quantitative/Qualitative: telephone and web based surveys, annual reporting

Based on the 2002-benchmark study of Toronto Blue Book users, organizations participate in a survey of their organizational priorities, work environment and information needs and gaps.


PROGRAM EFFECTS

Quantitative/Qualitative: site observations and structured survey data, annual reporting

Case studies to determine the effects of programs and measure of success are conducted with organizations that rank in the top level of 211 referrals, available from the quantitative data outlined above. Site visits consist of observation and discussion with a representative of the organization and lead to thematic reports. Program Effects Case Studies, combined with quantitative surveys, will provide a measurement of the impact of 211 on the quality of referrals to organizations and determine cost-effectiveness and sector efficiency aspects of 211.

Training Participant Feedback

Qualitative: feedback form, twice yearly reporting

Community training related to use of information products such as the print directory and website reflect how centres are meeting the information needs of the social service sector.

211 Ontario Community Presentations

Quantitative/Qualitative: feedback form, annual reporting complied from Canadian Community I&R Conference (CCIRC), Project Symposiums, etc.)

Attendance figures and evaluations logged and analysed to indicate effectiveness of 211 Ontario presentations.

REPORTING

211 providers report call centre statistics on a monthly basis. Over the course of any given month, 211 will attempt to achieve an answer rate of 85% of calls within 45 seconds, achieve an average call length of three minutes, and achieve a call abandonment rate of less than 10%. Additional statistics, tracked confidentially, may include distribution of callers, referrals by agencies, source of income, and first language of caller.

To track the use of 211 Ontario websites, statistics are being reported. Online comments enable some measurement of user satisfaction.

211 service providers are committed to producing quarterly reports, summarizing all of the above 211 service monitoring statistics and website statistics, as well as client surveys and case examples. Quarterly reports will be available on request. A 211 Ontario annual report will be published in January of each year (January to December) and posted on 211.ca.


The report for phase 2 of the 211 Ontario project reports such as, “211: Advancing the Provincial Consolidated System” will be available in hardcopy on request, and whenever possible, available in downloadable format on 211.ca.

Other significant reports will be published from time to time, and these will follow the established publishing convention of being available in hard copy by request and downloadable on 211.ca.

TIMELINES

As presented, evaluation is ongoing.

PROJECT TEAM & CONTACTS

Staff responsible for the 211 Evaluation:

Community Connection Collingwood, Executive Director

Findhelp Information Services, Executive Director

Information Niagara, Executive Director

A research consultant supports the development of sound research protocols, and participates in the analysis of results and review of the annual evaluation.

211 Evaluation will encompass the results of 211: Advancing the Provincial Consolidated System and specifically the Niagara Region and Simcoe County 211 Impact Studies.


3.3 Implementation Planning Group - Terms of Reference

SECURING 211 SERVICE FOR YOUR COMMUNITY

This template has been prepared as part of the 211: Advancing the Provincial Consolidated System project as a resource to build the collective knowledge and assist in an effective and efficient province-wide 211 system. The purpose of this template is to clarify the roles of 211 service providers and 211 Implementation Planning Groups in regions and counties where 211 service will be provided by a licenced 211 service provider located outside the region or county.


211 Implementation Planning Group

Terms of Reference

Overview

The vision of 211 roll out in Ontario is based on a consolidated system of coordinated 211 service providers and local data collection. A consolidated system unites all participants into one strong and coherent system. The 211 for All Ontario report (2003) proposed increased effectiveness by regionalizing 211 service providers. The cost benefit study conducted by Deloitte1 reports that efficiencies are realized by larger call volumes enabling an increase in the number of calls answered by an I&R Specialist. Call volume and the resulting efficiency increase as the size of the population served increases.

Across the province when people want to bring 211 to their community to improve individual and agency access to community, social, health and government I&R they will work with an existing 211 service provider. This tool describes the roles and responsibilities of the regional (or county) Implementation Planning Group and the 211 service provider.

Key informants for this information have been the project Steering Committee and members of the Simcoe County Implementation Planning Group.

Definition:

A 211 Implementation Planning Group (IPG) is a local, regional or provincial planning group formed to pursue implementation of 211 service in a particular service area.2

211 Vision

The national partners of 211 in Canada, InformCanada and United Way-Centraide Canada, have established ambitious objectives to provide access to 211 service to 50% of people in Canada by 2007, 95% by 2009 and 100% by 2011.

To realize this goal continuing to build on a coordinated systemic approach will be essential.3 The 211 system will build on existing capacity, knowledge and resources and be enabled by telephony and technology. Coordination of 211 services will be invaluable to the caller who will receive live answer 211 service from a qualified I&R Specialist 24 hours a day, 7 days a week, 365 days of the year. 1 United Way of Canada-Centraide Canada 211 Business Case, Deloitte, July 2005 2 211 Canada Project Charter p.9. See http://www.211.ca/dlInfo/charter.pdf 3 Example: In Central East Region in Ontario, the 211 service is likely to include 10 counties, Bruce, Grey, Muskoka, Parry Sound, Nipissing, Haliburton, Kawartha Lakes, Peterborough, Northumberland and Simcoe County. The 211 service provider is located in Collingwood. There are obvious synergies and opportunities for efficiencies that can be gained by working together, building on learnings, sharing tools, linking wardens, mayors and councillors, developing common messages, bringing media together and having collective celebrations, are examples.


Coordination will enable the sharing of collective capacity. For example if an ice storm results in a spike in the number of calls in one area, the calls can be distributed, after hours calls can be provided by a single location and multiple language skills in one 211 centre can be a resource to others when needed.

Databases are also increasingly coordinated. A province-wide inclusion policy has recently been finalized. A consolidated Ontario wide database will enable a caller in one part of the province to seek information from 211 I&R Specialists (or by using 211Ontario online) on behalf of family members or friends in other parts of the province. The work on the Canadian Taxonomy strengthens national alignment of 211 data classification and soon, the availability of French and English data and services.

Another valuable output from a systemic approach to 211 service is common reporting. Data is collected on referrals, geographic origin of call, reason for call, time to answer etc. There are no individual privacy concerns; calls are confidential and all information is aggregated.

211 is becoming increasingly well known. Professionalism and effective coordination of 211 services between counties and regions helps to build the reputation of the single national (and North American) brand. All 211 providers and their partners are invested in the quality and reputation of every other 211 service.

It is critical that members of IPGs as local champions for 211 work very closely with the 211 service provider to ensure clarity, consistency and common messaging. The 211 service provider is able to draw on extensive tools and resources that have been prepared for 211 service providers in Ontario and nationally.

Readiness Check List

Evidence of regional or county readiness for 211 is characterized by:

A well organized committee of local 211 champions who want improved access to community, social, health and government services in their area

Complete, current and accurate data on all community, social, health and government services is in place and accessible to the 211 service provider through agreements on content and quality with local data providers

Sustainable funding for 211 service is secured

Key Steps Taken by the 211 Service Provider

When 211 service is launched in new geographic areas, it is rolled out seamlessly 24 hours a day, 7 days a week.

Key steps taken by the 211 service provider as they prepare to launch 211 in a Region or County include the following:

Municipal endorsement is secured by the 211 service provider in collaboration with the local 211 IPG


The application to the telephone companies to translate switches has been submitted at least six months ahead of the technical (not public) launch

The technical launch (when the telephone companies have completed switch translation so that someone dialling 211 reaches the 7 or 10 digit number of the 211 service provider) is completed usually a minimum of two-three months prior to the public launch

Testing occurs during that two-three month period when there is phased encouragement to service organizations to call 211 so that call volume grows incrementally enabling any technical surprises to be resolved

Public launch of 211 with the level of fanfare agreed on by the 211 service provider and the local 211 IPG

Terms of Reference - 211 Service Provider

Primary Stakeholder

A licenced 211 service provider with a community Board of Directors that:

Meets national standards for 211

Achieves and maintains Alliance of Information and Referral Systems (AIRS) accreditation

Uses a comprehensive database of community, social, health and government information

Coordinates 211 service with other 211 services provincially and nationally

Roles and Responsibilities

To partner with the IPG for mutual support and success

To work with the funding partners and members of the IPG to develop appropriate communications about 211 for funding partners, members of the public, organizations and the media

To provide live answer 211 service staffed by qualified I&R Specialists 24 hours a day, 7 days a week, 365 days of the year. Note that this may be achieved by securing some hours of service from one or more 211 service providers

To provide reports as agreed on

To provide leadership and coordination of data partners

Accountability

To the Board of Directors of the 211 service provider

To the 211 Ontario consolidated system

To the 211 Canada Steering Committee through the 211 trademark licence


Terms of Reference - Implementation Planning Group

Primary Stakeholder

A multi sectoral planning group4 which includes the licenced 211 service provider, and is likely to include partner United Ways, and any local comprehensive I&R providers, where they exist.

The IPG chair person should be a person credible in the community and trusted to practice consultation and inclusion, and share information openly.

Roles and Responsibilities

To work closely with the 211 service provider on:

Resources

To focus on securing local resources for development funding (start up) and funding to sustain 211 and enhance the service including identifying potential funding partners e.g. corporate, municipal, regional, local foundations etc and collaborating with the 211 service provider to develop the strategy to approach potential funding partners

To assist the 211 service provider in the identification of data partners where necessary.

Public Education and Marketing

To advocate for the standards driven 211 service

To collaborate with interested organizations utilizing ongoing communication and team work

To be familiar with the content of key 211 documents including the 211 Canada Project Charter, the AIRS Standards for Professional I&R and the content of the 211.ca website so that, as the voice and local presence of 211 in the county or region, IPG members provide accurate information

To staying informed about 211 development and with the support of the 211 service provider, be a spokesperson and advocate for 211 when required

4 Membership of the IPG may change as required. It may include e.g. United Way/Centraide and other funding partners,

children’s services committee, community social planning, information and referral providers, food warehouse, family

counselling services, staff and/or elected officials - municipal representatives, mayor, councillors, media representatives,

collaboratives of townships, school board, tertiary education, corporate sector, health services, (LHIN, Public Health,

CCAC), housing, emergency services and 911, etc.


To assist the 211 service provider with the development of local messages and the delivery of the 211 service provider’s communications, marketing and public education plan in the county or region

To identify and connect the 211 service provider with media contacts (print, TV, radio), including ethnic media to secure free media coverage from time to time

To identify agency newsletters, websites and other communication vehicles to assist 211 outreach and maintain relationship with these resources

To look for opportunities to educate about 211 benefits in community forums

To help to build county or regional buy in and ownership of the 211 asset.

Accountability

To support the 211 service and report, in partnership with the 211 service provider, to the local community about 211

To be a conduit for information from the region or county to the 211 service provider

To ensure active participation in the Regional Partner Group which advises and supports the regional 211 service and contributes to provincial and national planning and evaluation.

To connect with other strategic human service committees and networks to inform them about the value of the 211 asset

To educate and engage, in partnership with the 211 service provider, elected officials and civil servants about 211

To keep abreast of changes and developments in services including the impact of new helpline services, and trends in helpline provision

To mentor and inform smaller organizations that are not at the planning table, promoting collaboration and best practices to political, corporate, funding partners and community stakeholders

To seeks new avenues to use 211 social reporting to strengthen the human service infrastructure

To provide advice to the 211 service from the county/region perspective contributing to regional, provincial and national 211 knowledge


211 Regional Partners Group

The accountability for the 211 service lies with the Board and staff of the 211 service provider organization. Often this will include a Service Level Agreement and/or Memorandum of Understanding with strategic partners, e.g. between Findhelp Information Services, (the 211 service provider in Toronto) and the United Way of Greater Toronto and City of Toronto.

211 services will increasingly expand to serve areas adjacent to or in the proximity of the 211 service provider. A 211 Regional Partners Group, which includes representation from the regions and counties in the geographic area served by 211, advises and supports the 211 service provider. This group helps to ensure that local issues and knowledge inform the 211 service and in turn the county or region benefits from the knowledge of others.


3.4 Database Agreement

This agreement, which was prepared by Community Connection, defines the mutual responsibilities of I&R resource partners who coordinate their county-wide data through Community Connection. It represents a successful relationship between multiple local I&R organizations and a peak I&R resource organization that acts as the coordinator of standardized, locally collected data into the 211 Ontario central database holding.


Database Agreement

The members of the <group name> are: <partners>

Contact: <lead organization>

The members agree in principle to the following:

1. <lead organization> is allowed to seek funding for 211 <region>, in exchange for access to the county-wide database, collectively owned by the <group name>

2. Each member will retain rights to the use of their own data in local contracts.

3. Each member is allowed to use the county-wide database to generate revenue.

4. Only <lead organization> will be licensed to use the 211 “brand”.

5. Members will work to establish a local 211 data partner “brand”.

6. The annual revenue generation goal from the county-wide database is $, which will be paid by <lead organization> and shared among the local data partners – <partners>. The goal may take more than one year to reach, and will be reviewed annually by the <lead organization>. The <group> will determine the allocation formula.

7. The 211 program delivered by <lead organization> will have a separate audit, and will be reviewed by the <group name>.

8. An operational impact review will be conducted on all four local centres annually, and will be reviewed annually by the <group name>.

AGREEMENT SIGNED: By: ______________________________________ Date: ________________ Organization A By: ______________________________________ Date: ________________ Organization B By: ______________________________________ Date: ________________ Organization C By: ______________________________________ Date: ________________ Organization D By: ______________________________________ Date: ________________ Organization E


3.5 MOU for Development of 211 Services

There are many activities that take place prior to expanding the 211 service to a new area. Work may be different depending on the region, particularly if there are no local I&R data partners.

Community Connection has been successful in seeking funds from United Ways to support development work, and recognized that it was important that all organizations involved clarify expectations and agree on deliverables.

This template is an example of Memorandum of Understanding between organizations involved in the development of 211 in specific regions.


MEMORANDUM OF UNDERSTANDING (MOU)

BETWEEN <FUNDER> AND <I&R ORGANIZATION>

FOR THE DEVELOPMENT OF 211 SERVICES FOR <REGION>

PARTIES

The parties to this Memorandum of Understanding, hereinafter referred to as the “MOU,” are

BACKGROUND

211 <region> combines the social service expertise of <UW/funder> and <I&R Organization> to create a 24-hour, seven-day-a-week service staffed by trained I&R Specialists able to assess callers’ needs. It complements our community’s investment in existing social services, providing effective and efficient access to I&R. The public will be able to call for help, finding community, social, health and government services, for volunteer opportunities, and also to give donations or gifts in kind. Call centre services are live answer, 24/7, and provided in all languages. A complementary website, <www.211Region.ca> will provide Internet users access to an online database.

Implementation of 211 Region is part of a national vision for 211. An application to the Canadian Radio-television and Telecommunications Commission (CRTC) requesting the assignment of 211 for community I&R across Canada, was approved in August 2001. In June 2002, Canada’s first 211 service was launched in the in 416/647 area codes. Today 211 services are available in Calgary, Edmonton, Toronto, Niagara Region and Simcoe County. Implementation of 211 <region> is part of a provincial vision for 211.

211 MISSION

The mission of 211 in Canada is to effectively connect people with the appropriate information and services, enhance Canada’s social infrastructure and enable people to fully engage in their communities.

211 GOALS

Provide an effective, easy-to-access mechanism for Canadians to navigate the community service network to achieve greater self-reliance

Compile and maintain a comprehensive, reliable, current information resource on community services

Establish 211 as the first point of contact for reliable community services I&R

Enhance community planning through the availability of comprehensive inventory of community services and high quality, timely information about service demand and use


PURPOSE

The purpose of this MOU is to establish a commitment for the <UW/funder> to further the establishment of 211 services in Region by funding project development activities and furthering the organizational capacity of <I&R Organization> to carry this out.

AGREEMENTS

The <UW/funder> agrees to fund $ to <I&R Organization> to complete requirements defined in the national standards. These standards form part of the 211 Canada Project Charter established by the 211 Canada Steering Committee. The charter is available at www.211.ca.

<I&R Organization> will use the funds for staff resources to engage in the following activities:

Development of a current and comprehensive 211 <region> business plan

Achieve formal approval of appropriate level of government(s)

Broaden working relationships with wireline and wireless telecommunications service providers for switch translation in <region>

Establish service protocols with 911 services in <region>

Establish co-operative relationships with specialized I&R organizations, crisis centres, other specialized telephone-based human services and local community service providers in <region>.

Establish a <region> data cooperative committee to develop partnerships to build a comprehensive, current and accurate computerized database of human services with a standard service classification system for the 211 service

Fund development activities, focusing on securing one time funding from corporations and foundations, including research and proposal writing, submissions, and reporting

Fund development activities, focusing on securing annualized funding from diversified stakeholders

Develop a marketing & communications plan, which will focus on branding, public relations and advertising in <region>

Generate and distribute reports on the nature of calls and their disposition.

TIME PERIOD AND PAYMENTS

This MOU covers the time period January 2005 to December 2006. Payment will be in two instalments, $ by <date> and $ by <date>.


TERMS AND CONDITIONS

The undersigned hereby agree to this MOU and thereby authorize its execution.

<Contact Information and signatures>

211 ONTARIO 56 TOOLS

4 Tools

IM/IT1 TO ENABLE DATA COLLABORATION AND DELIVERY OF I&R SERVICES

Information and communication technology has an impact on community, business and government – on how non-profit agencies and organizations interact with each other and with clients, practitioners and supporters. In the non-profit sector, technology can present a way to more effectively meet mission objectives by increasing efficiency and productivity and/or reducing overhead costs. In addition, technology tools can support and encourage collaboration by making information available in a timely and accessible way.

Technology tool development in this project focused on two areas: supporting the business and supporting the project. The majority of investment dollars were directed at supporting the business of operating a consolidated 211 service.

The foundation of any effective I&R service is the data or information on community resources. In a consolidated system, the need is no less critical, but the importance of standards and tools for collaboration becomes more evident.

The import-export tool provides a means of automated sharing of information in an organized and standardized way. Consolidation of this shared information is the key enabler of a province-wide data collection. French-language information management tools allow equal facility in both official languages.

For I&R Specialists, it is critical that information be available as quickly and efficiently as possible. Searching a database with thousands of records must be intuitive and search results must be pinpoint accurate. Information capture regarding the nature of a contact must also be quick, efficient and designed to lower the risk of Repetitive Strain Injuries incurred through the use of the mouse. 211 Contact Tracking and 211 Contact Centre were designed with these objectives in mind. 211 Contact Tracking has been designed to meet the needs of managers and administrators who need information for social reporting as well as to better understand the operation of the service. The data model for 211 Contact Centre meets the AIRS standard for contact tracking.

In a consolidated system, where one agency is providing extended hours coverage for another, it is important to have a means of sharing information that would not be found in a shared community resource database. Information on road conditions, weather, civil disruption as well as seasonal information can be made available to all I&R Specialists through the use of the Virtual Library. Any piece of information deemed relevant can be instantly added to the library and viewed by I&R Specialists throughout the system. Editorial

1 IM/IT – Information Management and Information Technology.


stewardship ensures that information is presented in a standardized format and is time-sensitive. The Virtual Library, along with www.211.ca, represents effective use of a new Internet technology, the weblog. Typically thought of as an online personal diary, the weblog has proven to be an empowering tool for editors and counsellors as it reduces dependency on scarce IT resources when collaborating with peers.

The web is now an important channel for delivering information to the public. 211 websites provide an opportunity to provide consistently branded, intuitive sites for self-service public access to community resource information. The standardization of search logic and inclusion policy ensures that search results are consistent across sites. All three publicly accessible regional sites run off the same Java/Oracle application.

In support of the project, www.211.ca was developed as a repository of information on 211 initiatives across Canada. As noted above, the use of hosted weblog software represents an innovative use of web technology to enhance collaboration. During the course of the project, the need for a traditional ‘brochure’ style of website was identified and 211Canada.ca was created using the standard IT approach

The Call Volume Modeling tool arose from the need for 211 service providers in the planning phase to estimate how 211 call volume might be distributed across a 24 hour period. This was important as these agencies determined how coverage could be provided during extended hours – hours outside of their current schedule. For established centres, the tool can be used for scheduling as it shows peak hours over a seven-by-twenty-four period.

The overall intent of technology strategy for this project has been to increase the capacity of the I&R sector and enable the creation of a province-wide system by providing tools that support the work of organizations and their ability to collaborate. The end result will be better service for residents of the province who need access to this information.


4.1 CIOC Import/Export Tool

Type:

Application sub-system

Purpose:

This tool facilitates the sharing of community resource records by allowing the user to easily export selected records to a file which can be later imported into the recipient database. Prior to the introduction of this tool, file sharing was a cumbersome process whereby records were extracted in various formats depending on the capability of the sender. In order to import these records into a database the recipient had to analyze and transform the data prior to loading. The end-to-end process was time-consuming and somewhat prone to errors. Records which could have been created once and shared across many databases were instead replicated over and over again. The process of consolidating information from over 30 organizations in Ontario to build a province-wide base of community resource information required significant manual effort. Data was consolidated quarterly because of the time required to export, transmit and load a consolidated database. The new import/export tool has streamlined the consolidation process, allowing for more frequent updating and opened up opportunities for record sharing.

In addition, the import/export tool will enable sharing of records between individual organizations. For example, Findhelp maintains many records that describe organizations that serve the entire province of Ontario. These records can be exported by Findhelp and imported by any group that wants to include them in their collection. This will eliminate duplication and reduce the cost of data management allowing these resources to be applied to other organizational mandates.

Intended Audience:

The primary beneficiaries of the tool are community resource data managers throughout the province who use the CIOC application. The XML format is available to non-CIOC users and can be used for providing data to the provincial system.


Features:

Commissioned CIOC to develop user-friendly data transfer capabilities

Allows participating centres to regularly and easily send and receive selections of each other's record

Expedites process of identifying and doing away with duplicate information being collected among data partners

Goal is to have one record for each particular service being maintained by one centre, and shared by all as appropriate (e.g. Ontario Human Rights Commission, or local domestic violence shelters)

Will allow local resources to focus on local needs, and avoid "data donor fatigue”

XML format can be re-used by non-CIOC centres

Flexible profiles can be created and stored for re-use

Comprehensive error-checking of imports

Process Supported: Data management – cross-centre record sharing

Customization:

The import/export tool provides a great deal of flexibility through the use of export profiles which can be created by the user. These profiles determine which records and which fields within records will be exported. Findhelp has defined an export profile which can be used by all of the Ontario data partners to provide community resource records for the provincial database.

The import process can be customized to manage which records and which fields will be imported into a database.

Format:

CIOC application; XML

Change Process:

Enhancement requests can be posted on the CIOC member’s enhancement request database. Only CIOC members can post to the enhancement database.

An enhancement committee made up of CIOC members meets regularly to prioritize and initiate development of enhancement. Individual members can independently fund enhancements listed on the database.


Contact:

CIOC Project Manager | Barbie Shore [email protected]

How to Access:

CIOC users will have access to the import/export tool following the most recent software upgrades completed in January of 2006. Non-CIOC users can contact Barbie Shore for more information on the CIOC software or visit the CIOC website at http://www.cioc.ca/index.asp . For access to the XML export format contact Kathy Kelly ([email protected]).

About CIOC:

Community Information Online Consortium (CIOC) is a non-profit corporation with members from over 60 agencies across various sectors who provide Information and Referral (I&R), and volunteer services to the public. I&R members in Ontario serve over 80% of the province’s population. CIOC’s award-winning software was developed by and for the non-profit sector and is actively being used in Ontario to help thousands of citizens every day. CIOC has three software applications - volunteer opportunities, business information and community resources/human services information. The three modules have been designed to work seamlessly together, or can be operated separately. For more information visit http://www.cioc.ca/index.asp


4.2 Call Volume Modeller

Type:

Excel Spreadsheet

Purpose:

This tool allows the user to plug in estimated weekly call volumes and see how the calls might be spread across a 7 day, 24 hour period. The distribution is based on analysis of Findhelp call volumes over a period of several months and volume information provided on the AIRS Networker.

Intended Audience:

211 planning teams who need approximate call volumes in order to determine staffing requirements. The tool is particularly useful in estimating call volumes for periods where call centre coverage is not currently provided by an agency (e.g. weekends, overnight). This information also provides useful input for an organization that must decide whether it is more cost effective to provide 7x24 service in house or to sub-contract with another 211 centre for coverage during low volume hours. It is also useful in determining load for an organization that is providing extended hours coverage for another 211 call centre. The forecasts produced for 211Niagara and 211SimcoeCounty of their extended hours call volumes have proven to be accurate.

Features:

Easy-to-use Excel format

Process Supported:

Staff Requirements Planning

Customization:

Currently all cells are locked except those for plugging in estimated weekly call volume. It is possible to request that the table be altered in order to see call volumes for time periods other than 24 hours.

Format:

Microsoft Excel


Change Process: N/A

Contact:

Findhelp Information Services, Manager, Information Technology | Kathy Kelly ([email protected])

How to Access:

Download this tool at: http://211canada.typepad.com/211ontario/2005/06/211_call_modeli.html.


4.3 CIOC Francophone Community Resource Management

Type:

Application

Purpose:

The purpose of the tool is to provide the full range of editorial functionality for data managers who need to manage French language records. The software includes French-language help screens, error messages and content. Prior to the introduction of the French-language capability, data managers with French-language data had to create unique French language records in the English language interface. English and French versions of the same record could not be easily linked. When exported, English and French records were indistinguishable in a file unless the file was opened and manually reviewed. Because the new software can automatically replicate data that does not require translation (e.g. numbers) between the French and English version of a record, data entry is streamlined.

Intended Audience:

The primary beneficiaries of the tool are community resource data managers throughout the province who use the CIOC application. The French-language version of the software allows data managers to create and maintain community resource information in French. It is particularly useful for Francophone data managers who can now work in their first language.

Features:

French/English records linked

Automatic population of “tombstone” data in French records (data that does not require translation e.g. numerics)

French help files

Process Supported:

All aspects of Data Management for French-language community service data.

Customization:

The French-language software has all of the customization features of the English-language community resource module. It is possible to create views, role-based-permissions and to customize the software to meet the needs of a particular organization.


Format:

CIOC application (ASP/SQL Server)

Change Process:



Contact:


How to Access:

CIOC users can use the French-language community resource management tool as of November 2005.


4.4 211 Contact Tracking

Type:

Application

Purpose:

The 211 Contact Tracking tool is an easy-to-use application for the purpose of collecting information about individuals who contact a 211 centre, without capturing any identifying characteristics of the client. Contact can be walk-in, phone or email.

The data collected shall provide enough information about inquirer’s needs to identify:

Service Requests

Gaps in service

Insufficient resources/service shortages (e.g. the organization provides shelter, but only for families and the inquirer is a single man; the organization provides utility assistance but has run out of funds)

Trends in community service provision/unmet needs

Demographic data

Profiles of inquirers served (aggregate data only).

Operationally, the data collected will:

Support the development of products

Identify issues for staff training

Facilitate the development of the resource information system.

Finally, the tool will provide a common data model and tool for the capture and consolidated reporting of Inquiry Service data province-wide. All modes of contact can be tracked including, but not limited to, phone, walk-in and email contacts.

Intended Audience:

211 Contact Tracking is designed for use by contact centre resources. The tool is streamlined to minimize data entry time and designed to reduce the use of the mouse in data entry. Referrals are automatically linked to a contact record for later reporting and analysis. The tool does not retain any personal information about the client.


Customization:

The Contact Tracking tool provides a great deal of flexibility. Although the 211 Contact Tracking format is fixed, additional questions can be added to the 211 contact format and other formats can be developed for tracking other types of service contacts. Thus all contact information for a centre can be captured and consolidated for reporting and analysis.

Features:

Automatic capture of referral information in contact record

No identifying information about the caller is retained

211 Contact Record format is fixed based on AIRS standards

Integrates with both CIOC and 211 Contact Centre applications

Captures all types of contact – walk-in, phone, email

Automatic update of date, time and Inquiry Counsellor ID

Allows for manual entry of referrals

Can be customized to capture contact information for other contact centre services

Can be integrated with caller survey and follow-up survey tools

Contact entry can be paused and completed at a later date

Use of a common tool for 211 contact tracking will facilitate consolidated reporting and comparison across contact centres

Standardized list of “reasons for call”

Process Supported:

Operational metrics

Social Reporting

Staff training

Format:

The CIOC application is inter-operable with 211 Call Centre and CIOC community resource databases.


Change Process:



Contact:


How to Access:

CIOC users will have access to the contact tracking tool following the next software upgrades to be completed in Q2 of 2006. Non-CIOC users can contact Barbie Shore for more information on the CIOC software or visit the CIOC website at http://www.cioc.ca/index.asp.


4.5 211 Contact Centre

Type:

Application

Purpose:

211 Contact Centre is the web-based application that supports the work of I&R Specialists as they respond to requests for I&R. 211 Contact Centre is built on a database of community resource information that supports the data requirements of the AIRS standard and is indexed and accessible in ways that support the I&R process.

Intended Audience:

211 Contact Centre is designed for use by 211 I&R Specialists. The application has been optimized to reduce the use of the mouse in data entry. Referrals are automatically linked to a contact record for later reporting and analysis. The tool does not retain any personal information about the client.

Features:

Powerful search language enables fast pin-point searching

Built with input from I&R Specialists in Toronto, Niagara and Simcoe County

Multiple views of organizational data for quick retrieval of information

Email and print record functionality

Saved searches

Multiple indexing for flexible searching on most commonly used fields

Daily refresh of data

Integrated with 211 Contact Tracking

Built on a thesaurus of approved subject terms

Multiple search options include topic search, quick search, advanced search and A-Z searching by subject or by organization

Mapping feature

Responsive, scalable, robust – built on the Findhelp platform of proven technology


Process Supported:

Information & Referral

Customization:

211 Contact Centre is not customizable at this time. Customization can be done through individual resourced projects.

Format:

211 Call Centre is an Oracle/JAVA application and is inter-operable with the 211 Contact Tracking module of CIOC. 211Contact Centre is built on the Findhelp platform, the engine behind 211Toronto, 211Ontario, 211Niagara and 211SimcoeCounty sites.

Change Process:

211 Contact Centre is an application owned by Findhelp Information Services who are responsible for code-management. Enhancement requests are documented and regular releases are planned. Releases are scheduled to coincide with project deliverables where possible. The software change management process in use at Findhelp is available through the Project Manager.

Contact:


How to Access:

For information on the 211 Contact Centre application, contact the Project Manager.


4.6 211 Public Websites

www.211Toronto.ca, www.211Niagara.ca, www.211SimcoeCounty.ca,www. 211Ontario.ca

Type:

Application

Purpose:

211 public websites enable site visitors to search the community information database to find information on topics of interest. These sites also provide various links to local partner sites as well as to volunteer sites and 211Ontario.ca partner sites.

Intended Audience:

These sites are publicly accessible. Each site is intended to serve the general public in the specified geography as well as people searching in that area from other locations.

Features:

Weekly refresh of data

Built on a thesaurus of approved subject terms

Multiple search options include topic search, quick search, advanced search and A-Z searching by subject or by organization

Mapping feature for Toronto

Responsive, scalable, robust – built on the Findhelp platform of proven technology

Common inclusion/exclusion policy, with shared first priority services

Flexibility in lower priority services for local needs and partnerships (e.g. education, recreation, tourism)

Common menu of topic searches

Flexibility in sub-topics for local needs and partnerships (e.g. immigrant services in Toronto)

First examples of live data sharing, with records from one centre displaying on the website of others (e.g. federal and provincial government officials)

Branded 211 websites provide common experience for users – immediately identifies that they have entered professionally maintained resource


www.211Niagara.ca, www.211SimcoeCounty.ca and www.211Toronto.ca retain concepts of local relevancy, e.g. links to local data partners and the volunteer centre

Links to each other’s sites and to specialized provincial online resources (e.g. the Inventory of Programs and Services leading to employment)

Common navigation and usability standards.

Process Supported:

Self-service Information & Referral

Customization:

211 public websites can be customized to provide local links to partners, volunteer centres and 211 Store for each location. Ongoing development schedule.

Format:

211 public websites are Oracle/JAVA applications, built on the Findhelp platform, the engine behind 211 Contact Centre and 211Ontario partner sites.

Change Process:

211 Public websites are powered by the application owned by Findhelp Information Services who are responsible for code-management. Enhancement requests are documented and regular releases are planned. Releases are scheduled to coincide with project deliverables where possible. The software change management process in use at Findhelp is available through the project manager.

Contact:


How to Access:

For information on the 211 Public website application, contact the Project Manager.


4.7 Virtual Library (211 VL)

Type:

Hosted weblog application

Purpose:

The 211 Virtual Library provides a tool for storing information of interest to I&R Specialists that is not stored in the community resources database. Examples of such information includes: seasonal services; events and activities; unformatted information; and information that is updated continuously on other websites (road conditions, weather). The Virtual Library also provides a tool for counsellors in one 211 centre to alert counsellors in another centre providing extended hours coverage to events or situations of note.

Intended Audience:

The Virtual Library is intended for I&R Specialists.

Features:

TypePad features

Self-posting

Professionally designed templates and styles plus customization features

Multiple ways to organize information

Posts can include uploaded files and/or images

Create “useful links” to other resources

RSS feeds for publication to other sites, individual browsers and email accounts

Hosted service minimizes support costs

Rich text editing and spell checks

Preview prior to posting

Schedule posts

Ability for viewers to post comments on a post


211 VL Features

Provides easy access to centralized information beyond database listings (e.g. crisis advisories, special events, forms)

Local sites accessible to all centres, with shared interface for province-wide information

Daily maintenance and development of sites by each centre

VL editor at Findhelp ensures consistency and communication among centres

Process Supported:

Information & Referral

Customization:

TypePad is a hosted application that allows significant opportunity for customization. The 211 Virtual Library is easily customizable by the VL editor.

Format:

The Virtual Library is a hosted TypePad weblog.

Change Process:

The 211 Virtual Library can be modified at the request of participating 211 centres using the change management process in place at findhelp.

Contact:


How to Access:

For information on the 211 Virtual Library, contact the Project Manager. For information on TypePad, visit www.typepad.com.


4.8 211.ca – Information Website for 211 Projects

Type:

Hosted weblog application

Purpose:

211.ca is the information repository site for all 211 initiatives in Canada. The site contains a wealth of easily accessible information in various down-loadable formats. There are also many links to other online information sources.

Intended Audience:

Existing and planned 211 implementers, funding partners, anyone interested in the 211 initiative in Canada

Features:

TypePad features

Self-posting

Professionally designed templates and styles plus customization features

Multiple ways to organize information

Posts can include uploaded files and/or images

Create “useful links” to other resources

RSS feeds for publication to other sites, individual browsers and email accounts

Hosted service minimizes support costs

Rich text editing and spell checks

Preview prior to posting

Schedule posts

Ability for viewers to post comments on a post.


211.ca features

Provides easy access to information

Local sites accessible to all centres, with shared interface for province-wide information

211Ontario - Annual Report, Evaluation Tool, Minutes of Meetings, progress reports on technology and information resources, media kits and relevant media coverage

National – 211 Charter, FAQ, AIRS Standards (Fr.& Eng.), Deloitte cost benefit study

Registration feature allows creation of email distribution list for updates.

Process Supported:

Open access to and sharing of information on 211 initiatives, project communication for Steering Committee and Reference Group members.

Customization:

TypePad is a hosted application that allows significant opportunity for customization.

Format:

211.ca is a hosted TypePad weblog.

Change Process:

The format of 211.ca is subject to change following editorial review.

Contact:


How to Access:

Visit www.211.ca. First-time visitors to the site will be asked to register by providing an email address and organization. Once registered, visitors will be asked to enter their email address to access the site. For information on TypePad, visit www.typepad.com.


4.9 Data Sharing and Policies

Representing the 211 Ontario/InformOntario Information Resources Working Group

MANDATE

The Information Resources Working Group was commissioned to assure that an efficient information infrastructure will be in place to support a consolidated 211 system in Ontario. The group would work in alignment with InformCanada and InformOntario, the national and provincial community I&R associations, and pay particular attention to the needs of extended hours cross-coverage.

PRIORITIES

Early on, the group identified the following priority areas:

Data standards

Data exchange tools and processes

Collection development policy

Classification system

PROCESS

The group included representatives from the 211 centres in Niagara, Simcoe County and Toronto, as well as the centres in Windsor, Oakville and Kingston. In practical terms, this was an overlap with the membership of the InformOntario Accreditation and Standards Committee, which had been inactive for much of the previous year or two due to lack of resources.

Invited guests from Hamilton, Burlington, Vancouver and Rochester also volunteered their expertise on specific topics.

Twenty teleconferences were held over the duration of the project, with each fully minuted, and made available on www.211.ca.

A set of monitoring guidelines were constructed early on for the group to self-evaluate all of its recommendations, including:

Existing AIRS and InformCanada standards – do the recommendations fit within current international and national standards?


Clear language and design – have the principles of clarity, conciseness and consistency been optimally observed in the recommendations?

Potential scalability – could the recommendations be implemented nationally or in other provinces?

Appropriate processes and consultation – have the recommendations been developed by full consensus of the working group, and has the general I&R community been given an opportunity for feedback?

TERMS OF USE

A common set of Terms of Use were developed for existing and future 211 websites, in consultation with a lawyer, explicitly stating the terms and conditions under which visitors may access the websites and utilize the information on them.

The Terms:

Clarify and protect the ownership of trademarks, design and content.

This was especially complex as the application used for 211 Ontario websites is owned by Findhelp, whereas data appearing on the sites may originate from any of a variety of centres. Findhelp and 211 Ontario grant to the user a limited, non-transferable and non-exclusive licence to access, view and use (display or print) a reasonable number of search results for their own personal, non-commercial use, provided the information is not modified, and that all copyright, trademark and other notices contained in the website are maintained. None of the information may be otherwise reproduced, republished or re-disseminated in any manner or form without the express prior written consent of 211 Ontario or its affiliates, as the case may be.

Protect against liability and indemnity.

The user is prohibited from utilizing the websites and content inappropriately, and agrees to be solely liable for any damages resulting from any infringement of copyright, trademark or other proprietary right, or any other harm resulting from their use of the website. The Terms state that inclusion of an organization and information about its programs and services on the website does not imply endorsement by 211 Ontario nor does exclusion indicate lack of endorsement. It is made clear that the information on the website is provided for information purposes only, and is not intended to provide medical, legal or professional advice whatsoever.

Clarify updating, linking and privacy policies.

The Terms detail the data updating process, and point out that there can be no guarantee that the information provided on the site can always be correct. They also explain that while linking to the websites is generally encouraged, 211 Ontario reserves the right to insist that such links be removed if, in its opinion, those links are unsuitable. The Terms also provide details on all matters of privacy relating to any interaction the user may have with 211 Ontario or its affiliates.


The Terms of Use have been incorporated into the existing 211 sites, and will be available for future sites. Interest has also been shown by I&R centres in using the document as a template for non-211 websites.

COLLECTION DEVELOPMENT POLICY

The Terms of Use also incorporates a common collection development policy, i.e. what services are to be included or excluded in 211-identified data collections.

In order to ensure a consistent experience for all users of 211 sites, the inclusion of what have been identified as first priority services (for example basic needs services) are mandatory. Similarly, explicit guidelines are shared on what sort of services should always be excluded (for example, services unavailable to those who are not part of an organization, such as members of a church congregation).

Factors that better guarantee the suitability of listed services for referral are also detailed, particularly to do with stability. Listed organizations must demonstrate the ability to provide ongoing reliable services and have an established funding base or the support of an established parent organization – although exceptions may be made in emerging or under funded service areas.

In order to reflect the variety of communities being served by 211 – particularly the distinction between urban and rural areas – some flexibility is incorporated to allow for specific inclusion needs. For example: commercial services are generally excluded, but may be collected if no equivalent non-profit services are available in an area (e.g. interpretation and translation).

Collection of second priority services (for example in education or recreation) are optional, and may reflect either local needs or the existence of partnership agreements with other organizations making such collection possible.

BASIC DATA STRUCTURE

A key challenge for the group was to resolve whether the basic data design structure that has been in place among Ontario I&R centres since computerization needed to be updated. A full 3 meetings were devoted to this discussion before the issue was resolved.

The Ontario model is relatively "flat", instinctive and easy to understand; however, most 211 centres in North America use a much more complex "fully relational" data structure, exploiting the potential of centralizing as much overlapping data as possible. That model, if it can be fully developed and maintained, is generally thought to provide superior information retrieval.

After discussion with several individuals with a working knowledge of this model, a consensus developed that the challenge of managing data in this structure was extremely complex, and that the investment in resources to maintain the necessary intricate connections among data did not necessarily result in improved quality or efficiency.


It was decided that the existing Ontario I&R data model was suitable as the basis for a future 211 Ontario data collection, especially in light of the ongoing development of this data model, which in some ways is expected to replicate the best features of the fully relational model.

AIRS/INFO LINE TAXONOMY

Reflecting the commitment made by InformCanada members to move towards using the AIRS/INFO LINE Taxonomy as the indexing tool for I&R centres across Canada, the group decided to allot much of the financial resources available to it towards commissioning key deliverables in this area, particularly:

The development of a Canadian English starter Taxonomy,

Preparation for incorporating Taxonomy functionality into the CIOC software used by most Ontario centres, and

The necessary research and promotion towards the completion and maintenance of a bilingual, Canadian Taxonomy.

For full Taxonomy Report, see Section 5.

IMPORT/EXPORT TOOL AND BILINGUAL FUNCTIONALITY

Similarly, the ability to easily import and export database records among centres (particularly in order to do away with duplicate information), and the need for an efficient way to maintain bilingual information on services were seen as key components of an effective data infrastructure. Funds were therefore allotted towards making that happen (see separate reports).

This will soon see great gains in facilitating the process of centralizing data that is needed by users throughout Ontario. Until this point, for example, each centre has had to collect and maintain its own data on province-wide services such as the Assaulted Women’s Helpline, the Kids Help Phone, the Ontario Human Rights Commission and many others. Very soon, unique records for such services will be maintained by one centre and exported regularly and automatically to the other databases across the province.

Similarly, centres that have maintained records for certain services across Ontario for various reasons (for example Toronto has historically maintained data for crisis services for assaulted women across Ontario) will now be able to easily import such data directly from the centre that is best able to efficiently maintain up-to-date information on the services.

ONTARIO I&R DATA PROVIDERS NAMING STANDARD

Although development in many areas was seen as necessary toward standardizing community information data across Ontario, the most crucial for data synchronization and exchange was identified as the very basic one of how services are named.


An initial draft naming authority was developed in the late 1980s by the Association of Community Information Centres in Ontario (InformOntario’s predecessor). It did not deal with many key issues, however, and some centres have ignored some of its guidelines for various reasons.

Consequently, there are a huge variety of practices and traditions among centres, to the point where similar services might be identified in one or two dozen different ways. This has made the task of identifying duplicate and redundant data unnecessarily onerous, and interferes with being able to gather and sort related services provided by widespread organizations (such as the Salvation Army or the Canadian Red Cross).

The group resolved that it was necessary to start from a clean slate, and adopted the principles of simplicity, clarity and user-friendliness as the basis for its guidelines. One particular shift of priority was identified in that I&R data is now often accessed directly by the public (rather than typically through trained human service professionals). A good example of this was the recommendation to list agencies by the name they commonly use in interaction with the public, rather than their formal, official name as has been the tradition, no matter how obscure the name.

The work has resulted in a 20-page Naming Standard that has been distributed to Ontario I&R community for feedback. The reaction has been very positive so far, although much work (including at least a year of transition to accommodate editing cycles) will be required from all centres in order to incorporate the new principles. Contact: Findhelp Information Services, Manager, Information Resources | John Allec, [email protected].

EXTENDED HOURS CROSS-COVERAGE

The need for a new database field was identified to allow for information specific and exclusive to contact centre staff, and this field has now been added to the CIOC system. This will allow supplementary notes to be appended to each database record that can provide useful referral information that cannot or should not be listed in the public fields (e.g. “Advise caller to arrive at office before 9:30 a.m. in order to be served on same day”).

For information that is beyond what can be accommodated efficiently in a database, particularly short-term services (a one-day vaccination clinic) or time-sensitive news (a weather crisis alert), the system of 211 Virtual Libraries was developed.

See Extended Hours Agreement in Section 3 and Virtual Library in Section 4 for more information.

211 ONTARIO 89 REPORTS

5 Reports

211 Ontario Reports provide a status update on the key project areas as of February 2006.

Technology – Telephony Report

Information Resources – Taxonomy Project

Consultation & Documentation –

o 211Ontario.ca Cost Benefit

o 211 Ontario Project Background

Administration & Governance – Functions and Responsibilities

Working Together –

o 211 Experience in Niagara Region and Simcoe County

o 211 Ontario Symposium Report


5.1 Telephony Report

INTRODUCTION

During the first phase of the 211 Ontario project (2002-03) the telephony Request for Information that was distributed resulted in four expressions of interest. It became clear in that process that until the resources are available to secure the integrated telephony solution, the preferred system cannot be properly specified. With resources in hand the preferred solution can be negotiated. This experience together with the rate of change of telephony technology, including the increasing use of Voice Over Internet Protocol (VOIP), resulted in the Steering Committee deciding not to invite bids on an integrated telephony solution until the resources are available.

As an interim solution, Information Niagara and Community Connection have programmed their ACD (Automated Call Distribution) systems to forward all 211 calls received during extended hours of service to Toronto. Findhelp has added 3 additional lines and re-purposed a fourth line to receive these 211 calls. Findhelp has also created “211Niagara” and “211Simcoe” groups on their ACD in order to alert I&R Specialists as to the source of the call and to capture statistics on calls received on these lines. For the first weeks, Findhelp was able to provide detailed call reports from their ACD which could be reconciled with similar reports produced in Niagara and Collingwood. These reports continue to provide the basis for inter-agency billing.

Overall, the interim solution has been a success. Several issues have been identified:

Differences in equipment have made it challenging to consolidate statistics

Toronto is now at full capacity on their ACD

Phantom calls continue to be a problem, despite the introduction of delays at the originating end as well as at Findhelp

These issues can be addressed through the implementation of a truly consolidated telecommunication solution at some future time.


Working with the Telecommunications Industry

SUMMARY

Between September 2001 and February 2002, Findhelp and United Way of Greater Toronto (UWGT) met with telecommunications service providers (TSPs), which include local exchange carriers and wireless service providers. In Canada, there are two primary TSPs, or Incumbent Local Exchange Carriers (ILEC), Bell Canada and TELUS, as well as a number of smaller companies including those with a local focus such as London Telecom.

The Toronto 211 Ad Hoc Telecommunications Group was formed to resolve issues surrounding the implementation of 211 in the 416/647 area codes and to identify and resolve issues that could have relevance to communities nationally. The committee was made up of national representatives of AT&T, Bell Canada, Rogers Wireless, Group Telecom, TELUS, Microcell Connexions, Futureway and Sprint Canada/Call-Net. Complete documentation recording the consensus outcomes of the work is available on www.211.ca. The information sheet created from that project provides a simplified primer of key issues and captures the highlights of switch translation, boundary issues, and arrangements for wireless and pay phones. It also answers some commonly asked questions.

As Information Niagara and Community Connection (Collingwood) progressed through their respective implementations of 211 service, the complexity of regional implementations in the current telecom environment became apparent. The updated document is the outcome of the project experience in working through telecom issues to achieve a successful implementation in November of 2005.

Telecommunications Primer

THE CRTC

The Canadian Radio-television and Telecommunications Commission (CRTC) is an independent authority responsible for regulating and supervising Canada's broadcasting and telecommunications systems. The CRTC reports to Parliament through the Minister of Canadian Heritage.

The commission serve was created to serve the public interest and is governed by the Broadcasting Act of 1991 and the Telecommunications Act of 1993.

The main objective of the Telecommunications Act is to ensure that Canadians have access to reliable telephone and other telecommunications services at affordable prices.

The mandate of the CRTC is to ensure that programming in the Canadian broadcasting system reflects Canadian creativity and talent, our linguistic duality, our multicultural diversity, the special place of aboriginal people within our society and our social values. At the same time, the CRTC must ensure that Canadians


have access to reasonably priced, high-quality, varied and innovative communications services that are competitive nationally as well as internationally.

The CRTC is responsible for the allocation of three-digit dialling codes. In decision CRTC 2001-475, 9 August 2001 (Decision 2001-475), the Commission adopted the following guidelines to consider the allocation of unused N-1-1 codes in Canada:

there must be a compelling need for three-digit access that cannot be satisfied by other dialling arrangements or it is demonstrated that existing dialling arrangements are not suitable for accessing the needed services

the assignment of an unused N-1-1 code should be to a service or services rather than a specific organization

the provision of N-1-1 dialling is to be based on a need to serve the broad public interest (including providing access to the telephone network to disadvantaged individuals or groups)

the N-1-1 dialling should not confer a competitive advantage on the service provider(s) reached by this number

the services to be provided through N-1-1 dialling are to be widely available geographically and on a full-time or extended-time basis

where possible, the N-1-1 allocation to a service does not conflict with NANP and is in keeping with the Canadian Steering Committee on Numbering (CSCN) guidelines for N-1-1

CRTC DECISIONS AND ORDERS

CRTC 2001-475 “Allocation of three-digit dialling for public information and referral services”

In response to an application submitted by Community Information Toronto, the United Way of Greater Toronto, Inform Canada and the United Way of Canada requested that an N11 code be assigned for non-commercial use across Canada to provide access to information and referrals (I&R) for community, social, health and government services. The United Way et al. application was supported by Le Centre de référence du Grand Montréal (Information and Referral Centre of Greater Montreal), Family Services Canada, the City of Edmonton Community Services and many other parties.

On August 9, 2001, in Decision 2001-475, the CRTC assigned 211 as the number to be used for access to information and referral services. Information on the CRTC decision is available at

http://www.crtc.gc.ca/archive/ENG/Decisions/2001/DT2001-475.htm


TELECOM ORDER CRTC 2005-322

In August of 2005, Bell Canada proposed the introduction of General Tariff item 6002, 2-1-1 Service. In the application, Bell Canada stated:

2-1-1 service would allow callers to dial 2-1-1 for access to community information and referral (I&R) services provided by agencies endorsed by governments within the geographic area to be served. (Italics ours)

Long distance charges for 2-1-1 calls will be assumed by the agency providing the I&R service

Agencies are required to provide at least 6 months notice in advance of the requested effective date of 2-1-1 service (Italics ours)

Since the CRTC has directed carriers to bear the cost of implementing basic 2-1-1 routing, Bell Canada has not prepared an economic evaluation of the proposal (Italics ours)

Inform Canada filed a comment supporting Bell Canada’s application. The CRTC formally approved this application on September 16, 2005

Information on the CRTC decision is available at:

http://www.crtc.gc.ca/archive/ENG/Orders/2005/o2005-322.htm

Routing of Calls

As per Decision CRTC 2001-475, when a 211 call originates on a carrier’s network this carrier is responsible for translating 211 into a 10-digit routable number. The carrier must also route such calls to the appropriate interexchange (long-distance carrier) or local TSP for termination at the community I&R service contact centre.

211 SERVICE AREAS AND EXCHANGE BOUNDARIES

In Toronto, switching to 211 was relatively straightforward because the exchange boundaries align with the geopolitical 211 service area (i.e. the City of Toronto). However, in Niagara Region and Simcoe County, as in many other communities the exchange boundaries and geopolitical areas were not aligned. As a result of the Niagara and Simcoe County 211 implementations, Bell Canada filed the above referenced Telecom Order which specifies that government endorsement must be obtained from each geopolitical entity covered by an exchange boundary in order for that exchange boundary to be converted for 211 dialling. Bell Canada clarified that only the cost of “basic” routing would be assumed by carriers where basic routing means the conversion of an entire exchange boundary to direct 2-1-1 calls to a single 211 service provider. “Advanced” routing, where exchange boundaries are split between 2 different 211 service providers will result in a charge to the 211 service providers. As a result of our discussions with Bell Canada and our experience with


the 211 Niagara and 211 Simcoe County implementations, the project strongly recommends that all 211 implementations must use basic routing only. This means that 211 service providers must work together to resolve exchange boundary issues and to attain the endorsement of the appropriate level of government where exchange boundary customers reside.

As an implementation planning tool, Bell Canada will provide a spreadsheet showing exchange boundaries broken out by municipality with the number of customers located in a municipality/exchange boundary combination. This spreadsheet was used to determine when Information Niagara and Community Connection would approach a neighbouring municipality for endorsement of the exchange boundary conversion. A completed spreadsheet indicating which exchange boundaries are to be converted must accompany a formal request for 211 implementation when submitted to Bell Canada.

The project documentation contains examples of formal letters presented to municipal governments outside of the 211 service area but inside the 211 exchange boundary. A suggested template for requesting government endorsement can be found at:

http://211canada.typepad.com/211ontario/2005/06/government_appr.html

Note: Exchange boundary documentation is required for wireline routing only. Information on routing of wireless calls will follow.

TIMING OF 211 IMPLEMENTATION REQUEST

As a result of Telecom Order CRTC 2005-322 (see above) TSPs require 6 months notice of a 211 implementation. Bell Canada has provided a formal implementation request document which is posted on

www.211.ca at: http://211canada.typepad.com/211ontario/2005/06/bell_canada_for.html

In addition to the formal request, Bell Canada requires completion of the exchange boundary spreadsheet, indicating which exchange boundaries are to be converted and government endorsement for all government entities operating within the exchange boundaries to be converted.

PAY PHONES

The CRTC decision means that pay phones need to be converted to allow access to 211 service via cash or pre-paid calling cards. Bell Canada re-asserted the position that all cost of providing pay phone access via credit or regular calling card or third number billing must be assumed by the 211 service provider. In the original CRTC filing, Bell and TELUS submitted that the provision of pay phone access to 211 via cash or prepaid calling cards is sufficient to meet the requirements of the CRTC decision. The project Steering Committee hopes that in future all ways of paying for a 211 call through a pay phone will be considered. Offering additional billing options is a business decision of each pay phone provider. Given differences in technology bases and disparate call volumes and calling concentrations, the economics for providing 211 service varies dramatically by pay phone provider.


A challenge that emerged during the Niagara and Simcoe County 211 implementations is the number of independent payphone providers. While most payphones in the two affected areas are managed by Bell Canada, an unknown number are owned and operated by independent businesses. While there is a comprehensive list of payphone operators on the CRTC site, it is impossible to determine where the payphone(s) are located. For the sake of expediency, no attempt was made to contact these independent payphone operators. This may be undertaken in the future. If so it would require the preparation of a contact list and then contacting each independent. The communication would have to explain the requirement for enabling of 211 dialling and would request that the operator identify where (area code/exchange) their payphone(s) are located. At that point, a project plan for complete payphone coverage could be created.

ANNOUNCEMENTS

In areas where 211 is not implemented, it will be necessary to provide a “service not available” announcement to callers who dial the 211 number. It is recommended that each TSP use its current vacant call announcement, such as: “I am sorry your call cannot be completed as dialled.”

10 CRTC 2001-475 Comments on Public Notice Jan. 5, 2001, p. 18.

CUSTOMER-OWNED AND LEASED EQUIPMENT

Some phones are owned by individual companies; for example, a hospital or bank might have a private branch exchange (PBX). In these cases, the switch to 211 would have to be performed by the company’s own staff or through its maintenance agreement. TSPs were asked to remind PBX users of their responsibility to educate staff. (I&R providers can also help in the education process. If callers ask 211 staff why they can’t get through to 211 at work, staff can inform them that their company probably owns or leases its telephone equipment. Staff can then suggest that callers speak to management about adjusting the telephone system to make 211 dialling possible.) TSPs were asked to contact their Centrex customers to ensure that their products can be used to dial 211. However, TSPs did not make any commitment to specific customer communications activities.

CALLER IDENTIFICATION

Caller identification is not a requirement on 211 calls however does not have to be blocked by TSPs.

LONG DISTANCE CALLS

When the 211 service coverage area extends over an area where long distance charges may apply, the 211 service provider is responsible for negotiating with TSPs to obtain interexchange telecommunications services to carry the calls (e.g. long- distance services such as toll free). Decisions about long-distance arrangements will be made by the various community I&R service organizations as necessary. Niagara and Simcoe County both have 1-800 numbers terminating on their ACD. TSPs were able to route local calls to a 10-digit number and long distance calls to the 1-800 number.


211 AND WIRELESS PROVIDERS

Wireless service providers (WSPs) need to be informed about the size of a 211 service coverage area to determine call handling for wireless callers. Wireless calling areas do not align with Incumbent Local Exchange Carrier (ILEC) areas. Each of the four WSPs, Bell Mobility, Sprint, Rogers and TELUS Mobility, provide customers with different local calling areas inside which calls can be made without long distance charges. Some wireless carriers proposed that all calls received or handled by all cell sites within their local calling area be routed to a single 211 community I&R service provider. However, this presents a problem when multiple 211 providers operate in the local calling area of the wireless service provider.

Because 211 service coverage areas may more closely align with the boundaries of regional municipalities than with wireless local calling areas, it is better to route 211 calls based on call processing logic that uses an estimation of the geographical location of the caller. These calls can be routed within voice networks operated by WSPs and local exchange carriers.

The wireless carriers, Bell Mobility, Sprint, TELUS Mobility and Rogers have agreed to route 211 calls using the above method in locations where the caller id will result in the inappropriate routing of a call. Because 211 will roll out incrementally this location-based routing would also occur incrementally.

Due to the mobility of wireless telephones, calls along 211 service area boundaries may sometimes be routed to a 211 provider in an adjacent area. Adjacent communities may want to develop protocols for managing these calls. There have been occasions where a wireless customer, living in Toronto, has dialled 211 from Collingwood and reached the 211Simcoe County service. All three 211 centres in Ontario have access to each other’s community resource information so are able to properly handle these calls. An Inquiry Counsellor can attempt to assist the caller directly or can refer the caller to the caller’s local centre.

The geography of Simcoe County provided several challenges for the wireless service providers as coverage is affected by weather conditions over water. Counsellors have been made aware of the problem and can answer questions from callers who are occasionally unable to access the service.

REMOTE CALL FORWARDING (RCF)

Remote Call Forwarding (RCF) is a standalone service that allows incoming calls to be forwarded to another local or long distance telephone number. RCF is a telecommunications network service that utilizes a telephone number and electronic switching system central office facilities to automatically forward all incoming calls to the terminating telephone number.

With the RCF feature, all calls to a telephone number are always forwarded to a remote directory number (DN). This service is similar to call forwarding service with the following exceptions:

Forwarding is programmed at the central office switch and not controlled by the customer. Therefore it is always activated


There is neither an actual "line" nor local office terminal associated with the dialled number from which the forwarding occurs, yet a logical port is required

The customer can specify a maximum number (<99) of simultaneous RCF calls

Reference: http://www.wits2001.com/ps/rcf.aspx

For 211 call centres that cover multiple exchange areas, RCF can be an important option for reducing long distance charges. It was determined by Bell Canada that Community Connection could reduce long distance charges by locating the call centre in Barrie as most of the exchange areas covered by 211 Simcoe County represented local calls to Barrie and long distance calling to Collingwood. As re-locating the call centre was not an option, RCF was explored as an alternative. Wireline TSPs would program 2-1-1 calls to terminate at a local dialling number in Barrie. Calls would then be forwarded to Community Connection. The cost savings result from the reduced cost of calls forwarded over the Barrie-Collingwood connection versus the cost of toll-free calls.

Ultimately, RCF was not an option for this project because of timing. TSPs were too far along in the implementation process to re-program their routing tables. In addition, Bell Canada’s new 2-1-1 solution allows only 2 numbers to be programmed – one local and one toll free (for long distance calls). A second local RCF number was not an option unless we requested a new implementation, requiring six months lead time. However, as 211 Simcoe County expands to cover the central east area, RCF will be considered when approaching TSPs.

In order to take advantage of the cost saving opportunity presented by RCF, it will be critical for future implementations to frame their implementation requests in such a way that Bell Canada can accommodate multiple local numbers into a single implementation. This may mean breaking the formal request into several smaller projects.

Implementation Planning

First contact with individual TSPs began in December of 2004. During the first contact, the TSP was presented with background on 211, project goals, objectives and timelines. In January of 2005, a meeting was held in Toronto with all of the TSPs. The project team had decided on a consolidated approach with TSPs, treating the 211 Niagara and 211 Simcoe County implementations as a single project.

Following the implementation of 211 Toronto in 2002, it was suggested that potential 211 providers should verify that contacts are informed about decisions as TSP players may change frequently. In Toronto’s case, the Bell Canada and TELUS representatives agreed to keep their colleagues informed nationally. TSP representatives can be referred to the “Toronto 211 Telecommunications Implementation. Consensus of the Toronto 211 Ad Hoc Telecommunications Group February 11, 2002” document (which is on www.211.ca.) With staff changes, this agreement turned out to be impracticable. Some effort was required to locate


current TSP contacts and ensure that the right participants were informed of the project. Bell Canada was helpful in identifying service providers in both Niagara Region and Simcoe County.

At the January meeting, TSPs were informed about the following:

The schedule of implementation

Detailed service plan, including the geographic area defined by exchanges to be covered by 211 service

Service sustainability and business plan

Local government endorsement

The telephone number to route 211 calls to and

How long distance calls will be handled

The original requested date for 211 service implementation was May of 2005 for testing with a public launch in July, 2005. As Individual and group meetings were held with TSPs it became apparent that this date was not realistic and could not be met. Bell Canada was in the process of building a solution for 311 service that would also streamline the implementation of 211 service. This new solution would not be ready until June of 2005 and as part of the introduction of the new 211 product, Toronto’s 211 implementation would have to be converted. This conversion took place in August of 2005.

Throughout the project, contact was maintained with TSPs. A single point of contact was provided and all questions were routed by this person, bringing in appropriate resources where necessary. 211 service implementation was completed in September of 2005 allowing for a 2 month testing cycle. The public launch of 211 service in Niagara Region and Simcoe County took place on November 2, 2005.

Post Implementation

PHANTOM CALLS

Phantom calls occur when the person who receives the call hears dead air, static, a busy signal or an existing telephone conversation. The problem first became apparent at Findhelp in late February 2002 when on a single day following the 211 switching, staff answered just over 1,000 calls compared to an average daily number of 380. Findhelp continued to receive an average of about 200 phantom calls a day until the problem was significantly reduced.

Lines that have faulty cable pairs cause phantom 211 calls. These marginal faults intermittently produce valid dial pulse signals. Occasionally the pulses transmit the digits 2-1-1 and the call is routed even though no call has been dialled. Other three-digit service codes are susceptible to this problem, but it affects 211


particularly because there is a much greater chance of the random electronic pulsing of faulty cable pairs to produce the lower digits 2-1-1.

There appears to be no permanent solution to fix phantom 211 calls, which are influenced by aging infrastructure and atmospheric conditions. In most phantom calls, the troubles on the line are not significantly noticeable to a customer, and a trouble report is not generated.

The Atlanta 211 service used a front-end Interactive Voice Response (IVR) system to negate the impact of phantom calls on staffing levels and call volumes. With a commitment to live answer by an I&R Specialist, Findhelp has not taken this route. With the assistance of Bell Canada, Findhelp instead introduced a programming change of a four-second delay. If the switch receives any additional digit within the four-second interval these calls are abandoned. Only calls with the correct number of digits, which are assumed to have been purposely dialled, will proceed for routing. This small incremental timing delay is barely perceptible to the caller and is felt to be acceptable.

It was not possible to completely eliminate the phantom calls; however, this programming change appears to have reduced the number to about 70 a day. The number of phantom calls does not appear to be proportional to overall call volume.

Like Findhelp, Information Niagara and Community Connection Collingwood are committed to the principle of having I&R Specialists directly answer calls. The same 4-second delay was put in place for 211 Niagara and 211 Simcoe County. Despite this programmed delay, the ratio of phantom calls to valid 211 calls appears to be very high. This may be due to lower overall daily call volumes. Phantom calling is an area that will require continuous careful monitoring and capture of statistical information followed by a request for further assistance from TSPs.

GAPS IN SERVICE

Over time, both Niagara and Simcoe County have identified gaps in service, usually with wireless service providers. When gaps have been identified, service providers have been contacted directly by the affected organization to resolve issues.


5.2 Taxonomy Project

CANADIAN TAXONOMY PROJECT REPORT1

Table of Contents

A PROJECT BACKGROUND

B THE AIRS/INFO LINE TAXONOMY

C PROJECT DELIVERABLES

D ACCOMPLISHMENTS

1) English Language “starter’ Taxonomy

2) Research/outreach/recruitment re: the French language version

3) CIOC modifications to create Taxonomy interface

4) Cost estimate for entire Taxonomy initiative

5) Agreement between InformCanada and INFILINE of Los Angeles (now known as 211LA County)

E RECOMMENDED NEXT STEPS

F APPENDICES

1) Editorial, National Review and Advisory Groups

2) Frequently Asked Questions

1 Prepared by Deborah Woods Consulting.


A. Project Background

A bilingual pan Canadian taxonomy of human services is one of the many standards vital to the infrastructure required to deliver 211. The first goal of an indexing system, such as the taxonomy, is to organize human services knowledge so that information and referral Specialists answering 211 inquiries can identify appropriate services for callers. However, the taxonomy is also a linchpin in the vision to make 211 interoperable with other I&R programs and generate valuable data about the human services system for social planners.

In March 2004, InformCanada (the national association of I&R providers partnering with the United Way of Canada to implement 211) took a significant step towards setting this standard when it accepted a taskforce recommendation “to pursue funding to develop, implement and maintain a Canadian edition of the AIRS/INFO LINE Taxonomy of Human Services, the necessary work to be done in conjunction with INFO LINE of Los Angeles.”

The recommendation was based in part on a survey of 152 I&R service providers across Canada. Eighty per cent of the 48 respondents said they would be willing to conform to a nationally accepted system, provided certain barriers were overcome (notably, lack of pan Canadian and French language terminology and resources to support the transition).

It was recognized that the Taxonomy initiative would be a multi-year project and require considerable commitment of resources. The first phase of this initiative was undertaken between March and December 2005 supported by funds for 211 Ontario from the Ontario Trillium Foundation and by Citizenship and Immigration Canada.

B. The AIRS/INFO LINE Taxonomy

The AIRS/INFO LINE Taxonomy is a product of 23 years of work in the non-profit I&R sector in North America, championed by INFO LINE of Los Angeles (now 211 LA County). It is a classification system that is primarily focused on indexing services that will help connect people in a practical way to the services that they need (e.g. shelter, child care, home health care, emergency food, vocational counselling), regardless of who offers that service (e.g. government at any level, the non-profit or in some cases the for profit sector).

This Taxonomy has approximately 8300 separate terms, all of which are defined and given a unique alpha numeric code. Each preferred term may have one or several synonyms that are linked to it, offering a flexible but solid structure. The Taxonomy is divided into eleven main categories (e.g. basic needs, environmental quality, health care, criminal and legal services, etc. and a separate category for target populations for whom the services are intended). Other facets within the Taxonomy include type of organization delivering the service (e.g. hospital) and the modality in which the service is delivered (e.g. legal advice or legal representation).

Each of the eleven main categories of the Taxonomy descends like the roots of a tree into 5 levels from broad to narrower terms:


Code B Basic Needs (1st level) Code BH Housing/Shelter (2nd level)

Code BH-180 Emergency Shelter (3rd level) Code BH-180.850 Homeless Shelter (4th level) Code BH-180.850-10 Bad Weather Shelters (5th level)

After nearly a year of study, the InformCanada Board accepted in 2004 the recommendation of its classification task force to pursue funding to create a pan Canadian bilingual taxonomy based on the AIRS/INFO LINE Taxonomy of Human Services. Major benefits of this classification system are:

A firm structure or architecture for the overall system but with flexible development rules that allow for growth and changes in the service delivery system. A rich network of linkages between preferred terms and their synonyms allows for local or regional terms to be used in searching when appropriate

Detailed and descriptive definitions for each term, developed with extensive research and in consultation with subject area experts. This reduces confusion in indexing and accessing services, allows for very precise searches, and increases accuracy in describing duplication or gaps in service for social planning purposes

Compliance with the International Organization for Standardization (ISO) standards for development of a monolingual thesaurus (classification system) and anticipated compliance with the ISO standards for a bilingual thesaurus once the French language version is undertaken

8300 terms cover a wide range of community services, making this system appropriate for comprehensive or specialized use, creating in effect a common language that spans the silos in which services have often developed and encouraging collaboration among service sectors

The hierarchical structure facilitates data sharing among agencies and statistical comparison since referral statistics can be "rolled up" to a higher level term for easy comparison

Previous Canadian users in Edmonton and Calgary had positive experience with adapting the Taxonomy to their use

The new www.211taxonomy.org website and the popular Taxonomy listserv provide substantial support to users through training materials, peer support and access to the US Taxonomy editor, updates on changes, and downloadable files

C. Project Deliverables

A project team headed by Deborah Woods, as Project Manager, with Clive Jones as English language Editor working in conjunction with Georgia Sales, the U.S. Taxonomy Editor, undertook the following tasks:


1. Canadian terms developed for an English language "starter Taxonomy," (i.e. simplified Taxonomy using those terms judged to represent services that most I&Rs of any size will have in their database). This includes review of InformOntario Thesaurus local terms currently in use by Findhelp Information Services (Findhelp), Information Niagara and Community Connection, review/editing of definitions of individual terms, analysis of the hierarchical relationships between terms, and the identification of possible gaps within the Taxonomy to handle specific Canadian issues.

2. Research and outreach/recruitment conducted to find French language editorial skills and determine funding plan for French language work.

3. Modifications identified and designed for Community Information Online Consortium (CIOC) software to create a Taxonomy interface with reference to Criteria for Full Installation of the AIRS INFO LINE Taxonomy in an I&R Software Package (October 2001).

4. Cost estimate to complete the entire Canadianization work, based on lessons learned during this initial project.

5. Licensing and governance models: create a small but representative negotiating group to assist InformCanada to reach an agreement with INFO LINE of Los Angeles on the use of the Taxonomy. While this group recognizes INFO LINE's ownership of the original Taxonomy, it will work with a lawyer on a pro bono basis to determine the components of an agreement that:

Enables InformCanada to work with the Taxonomy without infringing copyright

Protects InformCanada's investment of time and money in the development of a Canadian version of the Taxonomy

Allows for potential partnerships with others in order to support the full development process

Explores equitable sharing of Canadian subscription revenues

D. Accomplishments

1) English language "starter" Taxonomy

The English language Canadian Editor worked closely with the US Editor. He convened a team of database managers to serve on the project's Editorial Group (attachment 1). The Editorial Group encompassed most of the members of the 211 Ontario Information Resources Working Group and added database professionals from Calgary and Edmonton who have been using the Taxonomy for some time. Issues needing further input and a regional perspective were referred to a National Review Group (attachment 1). Discussions took place via a project listserv and nine teleconferences with the Editorial Group.

Preliminary work included collecting relevant source material from the Taxonomy and the InformOntario Thesaurus, the classification system used by most I&R providers in Canada. To facilitate comparisons between the two very different systems, the Editor completed a sample comparison of terms in the "A"


section of the Taxonomy, ignoring "see also" terms. A full Thesaurus/Taxonomy crosswalk guide will be completed by January 31, 2006. Another preliminary piece of research was canvassing the three 211 Ontario participating centres (in Toronto, Collingwood and Niagara) for terms in current use and recommending consistent uses for those terms or their equivalents.

The editorial team was charged with completing an analysis of all Taxonomy sections using a seven-step approach (analysis, research, writing, coordination with Taxonomy editor, peer review, confirmation, final decision). This included review/editing of definitions of individual terms, analysis of the hierarchical relationships between terms, and analysis of "used for" synonyms to accommodate Canadian usage. As with the crosswalk guide, "see also" terms were omitted for the time being.

By December 31, 2005 the majority of the "starter" English language Taxonomy had been created, and final loose ends were completed by January 15 2006. All eleven of the Taxonomy's main sections were reviewed systematically by the editors. Of the 8300 terms in the original Taxonomy, approximately 7000 will appear in the Canadian "starter" Taxonomy. Most of the agreed-upon changes were made directly by the US Editor to the Taxonomy at www.211taxonomy.org but approximately 700 changes are being assembled in an Access database to await planned programming that will create additional fields in the Taxonomy database. This complete Access document will be available mid-February 2006.

As the Editorial Group completed their review of Taxonomy terms, an interesting pattern emerged. Approximately 65% of the terms required no change in order to be used in Canada, 30% required changes to the definition to reflect Canadian issues or spelling, and 5% required the creation of terms and definitions unique to Canada.

The Taxonomy is intended to be customized by each user in a way that maintains the integrity of the overall system. Canadian users, like their US counterparts, will deactivate terms that database managers deem to be currently irrelevant to that community's service delivery system. Such terms may be activated at a later time if needed. A Canadian subscriber will typically subscribe to the Canadian version of the Taxonomy which will have removed "US only" terms, will include "Canadian only" terms and will present the Canadian version of a shared definition before the US version.

2) Research/outreach/recruitment re: the French language version

The single most pressing priority for the next phase of the Taxonomy initiative is to find resources to create the French language version of the Canadian Taxonomy. Ideally, both language versions should have been created simultaneously, but limited funding prohibited this approach. During the course of the project, two bilingual Advisory Group members made helpful contributions to the project manager's understanding of how to create a bilingual Taxonomy (see Advisory Group attachment 2).

Using Advisory Group connections, contacts were made with bilingual individuals who either had the necessary indexing skills or who could identify those who have those skills. A job description for the French language Editor was developed in English and French and distributed to these individuals.


A number of bilingual individuals were added to the National Review Group which included I&R professionals from Montreal, Quebec City and Quinte in Ontario. Informal inquiries were initiated with human service providers in eastern Ontario and the province of Quebec.

3) CIOC modifications to create Taxonomy interface

Two major steps were taken to create an interface for the Taxonomy in the software used by most I&R providers in Ontario – Community Information Online Consortium (CIOC). The CIOC programmer developed a business requirements document and a high-level design document (both available on request) with preliminary time and cost estimates, based on the business requirements. Time and cost estimates were incorporated into the scope of work document created to describe the overall Taxonomy initiative. The actual programming to create a Taxonomy interface in CIOC requires further investment. A Working Group of expert CIOC users was convened to review the design document.

4) Cost estimate for entire Taxonomy initiative

With input from project staff, 211 Ontario Steering Committee members, and the Advisory Group of library and government information managers, a scope of work document was developed to outline tasks, timeframe and costs required to complete the overall Taxonomy initiative. In general terms, the full development of the pan Canadian Taxonomy in English and French, and implementing it in I&R agencies across Canada is estimated to take 2-3 years at an estimated cost of $1.8 million. Most of those costs will support local I&R agencies as they convert their databases to using the new Canadian Taxonomy.

In order to arrive at a reasonable estimate of activities, time and costs to complete the entire Taxonomy initiative, considerable outreach was conducted. The purpose of contacts developed in the academic and public sectors was twofold: to comment on the scope of work document as it developed and to assess whether there might be interest in the academic, library and government sectors in using the Canadian bilingual Taxonomy. This interest is seen as crucial to the ongoing support of the Taxonomy, given that the I&R sector represented by InformCanada is made up of approximately one hundred agencies – a very limited base for subscriptions to help support Taxonomy maintenance.

Several activities were undertaken to introduce key sectors to the Taxonomy initiative:

April 5-7 | E-Content Institute annual conference in Toronto: exhibited Taxonomy online, distributed material on 211 and the Taxonomy initiative, made valuable connections to leaders in the field of electronic information management.

April 8 | Taxonomy Open House at Findhelp 211 service provider in Toronto attended by several City of Toronto and Ontario government representatives.

April 11 | Library and Archives Canada, Ottawa: convened meeting of 12-15 federal government information managers from Treasury Board, Library and Archives, Public Works Government Services, Human Resources Social Development Canada.


May 4 | United Way of Canada Conference, Toronto: presentation on Taxonomy project to National Implementation Committee.

September 27-28 | Metadata Forum hosted by Library and Archives Canada, Ottawa: exhibited Taxonomy online, more contacts generated.

September 29 | Library and Archives Canada: convened follow-up meeting with many of same representatives at April 11 meeting and addition of Veterans Affairs Canada.

October 23-25 | InformCanada Conference, Vancouver: presented update on Taxonomy project and what to expect as implementation occurs.

November 13-14 | InformOntario Conference, Toronto: presented update on Taxonomy project and what to expect as implementation occurs.

Each contact was documented and followed up where interest was expressed. See section E. for summary of recommended next steps. Descriptive materials were developed for outreach purposes, including a Taxonomy project flyer with an insert entitled What Canadian Experts are Saying about the Taxonomy of Human Services, and Frequently Asked Questions (see attachment 3). Regular updates were presented to the 211 Ontario Steering Committee, InformCanada Board, and 211 National Implementation Committee and posted on the www.211.ca website.

5) Agreement between InformCanada and INFO LINE of Los Angeles (now known as 211 LA County)

Early in the project, a small negotiating team was created (InformCanada President and Vice President and the Taxonomy project manager). The pro bono legal services of McCarthy Tétrault in Montreal were secured. InformCanada goals have been to secure the ability to use the Canadian version of the Taxonomy for Canadian users in perpetuity, to develop partnerships with the non-profit and public sectors, and to share in revenues generated by Canadian Taxonomy subscriptions. These goals exist in the context of InformCanada's recognition that the ownership and copyright of the Taxonomy rests with 211 LA County. Conference calls led to an initial draft agreement sent to 211 LA County in July and a series of calls and emails have moved the agreement forward since that time. The agreement had not been signed by the end of the project, December 31 2005.

E. Recommended Next Steps

There is substantial work to be done to complete the English language Canadian version, to begin and complete the French language version, to complete the interface for the Taxonomy in CIOC and in findhelp software, and to secure an agreement with 211 LA County. In addition, in order to ensure the long-term stability of funding for the pan Canadian bilingual Taxonomy, relationships must be developed with other potential users and funders.


Key contacts in this regard during the Taxonomy project were:

Representatives from the Institute for Citizen Centred Services in Toronto. The Institute serves as secretariat for the Public Sector Service Delivery Council, an inter-jurisdictional body supporting service delivery change that enables better citizen access to services, regardless of which level of government provides them. Information officers from various jurisdictions sit on the affiliated Public Sector Chief Information Officer Council. With their help, bilingual print material on the Taxonomy will be part of participants' packages at the next joint councils meeting in Nanaimo in February 2006

The meetings in Ottawa convened by the Lead of the Catalytic Initiative, Library and Archives Canada (LAC), uncovered some excellent leads as well. The Content Manager, Collaborative Seniors Portal Network (CSPN) from Veterans Affairs Canada, was asked by a staff person from the Treasury Board to act as a federal liaison to the project. The Content Manager sat on both the Advisory and Editorial Groups, arranged for a demonstration to several members of the CSPN, and assisted with translation of the Canadian Editor's job description.

Until recently, rules regarding use of classification systems to index Government of Canada websites did not allow for systems created outside of the federal government. These rules have recently changed and as soon as the new rules are posted on the LAC website, efforts should resume to register the Taxonomy with LAC for this purpose. Other key goals with federal contacts should include:

Pursuing connections to Services Canada and connecting with the 1 800 O Canada information line managed by Public Works

Contacting the Public Works/Government Services Project Manager for the Content Management Solution project being undertaken with Deloitte's assistance

Discussing further the utility of the Taxonomy with Information Management Strategies, Treasury Board

At the provincial level in Ontario, useful meetings and demonstrations of the Taxonomy were held with individuals on the Health Results Team of the Ministry of Health, and with people from Citizenship and Immigration Ontario concerning several collaborative inter-jurisdictional portals (seniors, newcomers)

The Taxonomy was demonstrated at the Metadata Forum for Enterprise Metadata Coordinator, Ministry of Government Services, and the Metadata Analyst in the same ministry

In British Columbia, some interest emerged that should be pursued when resources allow. The Ministry of Labour and Citizens' Services made several inquiries about the Taxonomy in late November


At the municipal level, representatives from the City of Toronto Access Toronto call centre (soon to be 311) and social development department have responded favourably to demonstrations of the Taxonomy. A meeting with a representative of the Municipal Information Systems Association (MISA) from Peel Region was planned

The library sector is another important area for the Taxonomy initiative, both for professional assessment of the tool and for potential subscriptions. A presentation, Towards a Canadian Taxonomy for 211, is scheduled for the Ontario Library Association conference February 2006, with two library sector representatives co-presenting. Seven university library faculties were contacted at the outset of the project. Three prominent faculty members, from Dalhousie, from Université de Montreal and from University of Alberta, joined the Advisory Group (see attachment 2), and gave valuable input into the scope of work document. Well-known consultants who train and teach through the University of Toronto's Professional Learning Centre have given excellent advice and encouragement. It would be useful to stay abreast of the Ontario Digital Library Initiative

Other sectors that could be productive targets for outreach include:

Corporations (particularly large consulting firms involved in many of the government information management projects mentioned above, and some software firms)

Foundations (particularly those working collaboratively on aggregated information to track social indicators, such as the Community Foundation of Toronto with the Vital Signs program) and

National non-profit organizations that could benefit from the existence of the pan Canadian bilingual Taxonomy to classify services

Available on request are:

Requirements for Implementation of the AIRS/INFO LINE Taxonomy in CIOC Software

Incorporation of the AIRS/INFO LINE Taxonomy into CIOC Software – High Level Design and Estimates

F. Appendices

1) Editorial, National Review and Advisory Groups

Taxonomy Project Editorial Group

Taxonomy Project National Review Group

Advisory Group

City of Calgary Calgary Health Region Assistant Professor, School of Library and Information Studies

Community Connection Contact Community Information/Volunteer Centre

Consultant, Second Knowledge Solutions (K2S)


Taxonomy Project Editorial Group

Taxonomy Project National Review Group

Advisory Group

Findhelp Information Services Eastern Cooperative Health Organization

Content Manager, Collaborative Seniors Portal Network (CSPN)

Information Niagara Information & Referral Centre of Greater Montreal

Director, Resource System Development, 211 LA County

Information Windsor Information Services Vancouver John Hodgson Library, Imagine Canada

The Support Network Second Knowledge Solutions Professeur Agregée, Ecole de Bibliothéconomie et des Sciences de l'Information

Volunteer and Information Services Quinte

Sante et Services Sociaux Québec Professor, Library and Information Studies

Volunteer, Retired Librarian Social Planning Council of Kitchener Waterloo

Veterans Affairs Canada

WHAT ARE CANADIAN EXPERTS SAYING ABOUT THIS TAXONOMY?

"Awesome breadth and depth and a rigorous methodology."

Deane Zeeman, Lead, Catalytic Initiative, Library and Archives Canada

"The taxonomy is a well-structured and rich controlled vocabulary for human services."

Dr. Ali Shiri, School of Library and Information Studies, University of Alberta

"The most complete, almost encyclopaedic taxonomy I've encountered covering a subject domain. It shows how a well developed taxonomy can enable learning and guide searchers to unforeseen, yet highly relevant topics."

Linda Farmer, MLS, information consultant, Second Knowledge Solutions

"I think the strengths of the 211 Taxonomy are its broad scope, its ease of use (easy to navigate through it and search it), and most importantly, the years of hard work that have gone into compiling it and keeping it current. I do believe that the Taxonomy would enhance open access to government as navigating through it is very intuitive and straight forward."

Andrew Lefrancq, Metadata Analyst, Ministry of Government Services, Government of Ontario.


TAXONOMY 101 FREQUENTLY ASKED QUESTIONS

What is 211?

211 is the 3 digit number assigned by regulatory bodies in both the US (1999) and Canada (2001) to enhance citizen access to information on a wide variety of community services. As of late 2005, 211 call centres serve approximately 45% of the US population and 15% of the Canadian population. See www.211.ca and www.211.org for more information.

What are InformCanada and AIRS?

InformCanada is the national association of information and referral providers and a partner with United Way of Canada–Centraide Canada in 211 development and roll out. InformCanada coordinates joint activities of its members, represents Information and Referral (I&R) at the national level, and articulates standards for professional service delivery. The Alliance of Information and Referral Systems (AIRS) is the 900 member professional association of I&R providers in the United States and Canada. AIRS is a partner with United Way of America in the development and delivery of 211 in the US and has developed professional standards for the field, many of which have been adapted by InformCanada to the Canadian environment. AIRS Accreditation for agencies and Certification for individual I&R Specialists both on the phone and managing databases are requirements of 211 in both the US and Canada.

How is United Way involved?

United Way of Canada–Centraide Canada (UWC-CC) is a founding partner in 211, together with InformCanada, the United Way of Greater Toronto and Findhelp Information Services. UWC-CC provides secretariat functions for the 211 Canada Steering Committee, and is working on national fund development. In 2005, UWC-CC secured the pro bono services of Deloitte to complete the United Way of Canada-Centraide Canada 211 Business Case. The 211 trademarks have been secured by UWC-CC on behalf of 211 proponents. Local United Ways are key supporters of 211 through funding and convening stakeholder planning groups.

What is information and referral?

I&R is the practice of bringing people and services together. While there are many government, some corporate and some non-profit agencies with other mandates that also provide I&R, there are also organizations that focus solely on I&R. These organizations may be either comprehensive I&Rs (i.e. they provide information and referrals for anyone on the broad range of community services) or specialized I&Rs (i.e. they target services for people with disabilities, the military, older adults).

What is a Taxonomy?

"In a human service context, a taxonomy is a classification system that allows you to index and access community resources based on the services they provide and the target populations they serve, if any. It


provides a structure for your information and it tells people what is in your information system and how to find it." (from 211 LA County website www.211taxonomy.org ).

Why did InformCanada choose this Taxonomy?

After nearly a year of study, the InformCanada Board accepted in March 2004 the recommendation of its classification task force to pursue funding to create a pan Canadian bilingual taxonomy based on the AIRS/INFO LINE Taxonomy of Human Services. Major benefits of this classification system are:

A firm structure or architecture for the overall system but with flexible development rules that allow for growth and changes in the service delivery system. A rich network of linkages between preferred terms and their synonyms allows for local terms to be used in searching when appropriate

Detailed and descriptive definitions for each term, developed in consultation with subject area experts. This reduces confusion in indexing and accessing services, allows for very precise searches, and increases accuracy in describing duplication or gaps in service for social planning purposes

Compliance with the International Organization for Standardization (ISO) standards for development of a monolingual thesaurus (classification system) and anticipated compliance with the ISO standards for a bilingual thesaurus once the French language version is undertaken

8300 terms cover a wide range of community services, making this system appropriate for comprehensive or specialized use, and providing a common language to bridge the gaps between service delivery silos

The hierarchical structure facilitates data sharing among agencies and statistical comparison since referral statistics can be "rolled up" to a higher level term for easy comparison

Previous Canadian users in Edmonton and Calgary had positive experience with adapting the Taxonomy to their use

The www.211taxonomy.org website and the Taxonomy listserv provide substantial support to users through training materials, peer support and access to the US Taxonomy editor, updates on changes, downloadable files

What is the AIRS/INFO LINE Taxonomy of Human Services?

The AIRS/INFO LINE Taxonomy is a product of 23 years of work in the non-profit I&R sector in North America, championed by INFO LINE of Los Angeles (now 211 LA County). It is a classification system that is primarily focused on indexing services that will help connect people in a practical way to the services that they need (e.g. shelter, child care, home health care, emergency food, vocational counselling), regardless of who offers that service (e.g. government at any level, the non-profit or in some cases the for profit sector).


This taxonomy has approximately 8300 separate terms, all of which are defined and given a unique alpha numeric code. Each preferred term may have one or several synonyms that are linked to it, offering a flexible but solid structure. The taxonomy is divided into 11 categories (e.g. basic needs, environmental quality, health care, criminal and legal services, and a separate category for target populations for whom the services are intended). Each of these categories descends like the roots of a tree into 5 levels from broad to narrower terms:

Code B Basic Needs (1st level) Code BH Housing/Shelter (2nd level)

Code BH-180 Emergency Shelter (3rd level) Code BH-180.850 Homeless Shelter (4th level)

Code BH-180.850-10 Bad Weather Shelters (5th level)

How is the Taxonomy being Canadianized?

Phase 1 of the Taxonomy project was funded by the Ontario Trillium Foundation as part of the second phase of the 211 Ontario project. From March to December 2005, the English language "starter" Taxonomy was developed by a team that included the US Editor, the Canadian English language Editor, an Editorial Group and National Review Group. Other deliverables from this first phase include: preliminary work to create an interface in the software used by most Ontario I&R organizations (Community Information Online Consortium or CIOC), an agreement between InformCanada and 211 LA County, contacts and work plan for the French language version, a business plan and initial contacts established for the remaining work. It is anticipated the remaining components of development and implementation will take 2-3 years at a cost of $1.8 million, most of which will support local I&R organizations in the conversion process.

How will the Taxonomy be maintained?

Once the English and French versions of the Canadian Taxonomy are in place, there will be a need for part time editorial work in both languages to maintain the system and adequately reflect the changing world of human services. It is anticipated editorial and administrative work will total $80,000 per year with support coming from subscriptions, special projects, and donation of in kind editorial support.

How can I find out more?

For further information or to arrange for a teleconference demonstration of the Taxonomy, contact InformCanada, c/o Deborah Woods, [email protected].


5.3 Cost Benefit – 211Ontario.ca

OVERVIEW

An efficient, coordinated human services information system accessed through a fully searchable, web-enabled directory that provides the public and human services practitioners with access to information about the full range of approximately 60,000 services available in the province of Ontario would provide long-term savings.

This 211Ontario.ca cost benefit analysis takes a conservative view, measuring only direct and quantifiable benefits, from implementing 211Ontario.ca as an Ontario wide publicly accessible, web-enabled resource.

The assumptions of the cost-benefits are:

Value is assumed to be cost avoidance and/or time savings

The quantifiable benefit will be redirected into service delivery

Value does not represent actual cost savings, resulting in savings to any agency and/or Ministry allocations


QUANTITATIVE BENEFITS

Benefit 1. Front Line Workers Reduce the Time They Spend Looking for Information

Front line workers describe going to ‘all lengths’ to help phone or walk in clients. By accessing the online directory, front line workers reduce the time they spend looking for information.

Assumption: A comparison of annual surveys of human services professionals (reported in Findhelp Information Services’ Annual Report 2004, p.39) shows that 12% of human service professionals in Toronto spent more than 20 hours a week searching for information for clients in 2003. In 2004, however, none of the human service professionals surveyed reported spending more than 20 hours a week.

In addition, 96% of human service professionals had been able to reduce search time to less than 10 hours a week and 83% to less than 5 hours a week. The introduction of the online directory of human services, 211Toronto.ca, is assumed to be the major factor. In 2004 the website received 5.5 million site hits.

There are approximately 20,000 human service organizations in Ontario, assuming 5 staff per agency (although there are agencies with hundreds of staff, smaller community agencies may be 2-3 staff or fewer).

Enhanced Client Services – More time - Calculation: 12% of 100,000 professional staff (20,000 x 5) i.e. 12,000 staff have been able to provide client service instead of spending time searching for information. The benefit for each of those staff is an average of 6 hours/week at $20.29/hour – i.e.12, 000 x 6 x $20.29 = $1,460,880

Benefit 2. I&R Providers Utilize Time Limited Information to Assist Clients

Utilization of a common virtual library reduces the amount of time spent looking for time-limited and seasonal information by I&R providers in the Ontario wide system. Examples might be: flu shot clinics, basement flooding subsidy program, income tax clinics, financial assistance with winter energy costs, and book exchange and grant information for tertiary students.

Assumption: That I&R providers save 20% of the time spent (20% of 3 minutes) on 5% of 1.9 million calls a year as a result of an effective and current virtual library of time limited information.

Enhanced Client Services – Less waiting – Calculation: (36 seconds x 95,000 calls) i.e. 950 hours x $20.29/hour = $19,276


Benefit 3. Data Donor Fatigue Avoided

Human service professionals describe fatigue from multiple requests for agency information for databases. Duplication is virtually eliminated when the number of organizations collecting data is consolidated. This results in public sector and non-profit organizations no longer having to respond to multiple requests for completion of forms providing information about their organization.

Assumption: Completing forms and remitting them takes 15 minutes per request. 20,000 human service organizations receive 3 fewer requests.

Increased Efficiencies – Less paper work – Calculation: 20,000 x 3 x 15 minutes i.e. 15,000 hours x $20.29 hours = $304,350

Benefit 4. Reduced Time Spent on Data Collection and Maintenance

A province-wide system to implement www.211Ontario.ca reduces the number of service records maintained in duplicate by public and non-profit human services agencies. An effective and agreed upon classification system reduces the time spent by each data partner on data collection and maintenance. In addition, time spent on unnecessary coordination and editing of partner data is eliminated.

Assumptions: Record maintenance is estimated to cost $60/record/year. Assume that the 20,000 organizational records in Ontario are collected and maintained by at least three different organizations. 20,000 records x $60/record x 3 times. In addition, classification editors spend less time developing and modifying terms, assume a saving of 5 hours a week for 30 editors at an hourly wage of $30/hour. Also included is the time saving for the responsible editor who no longer has unnecessary editing of partner data saves the system about 20 hours a month at $33.50 per hour.

Enhanced Client Services – Improved information – Calculation: (20,000 records x $60 x 3) = $3,600,000 + (5 hours x 52 weeks x 30 editors at $30/hour) = $234,000 + (20 hours x 12 months x $33.50 per hour) = $8,040, for a total of $3,842,040 [50% in first 2 years to reach full efficiency.]


Table: Project Cost Benefit

Quantitative Analysis Year 1 2006-2007

Year 2 2007-2008

Year 3 2008-2009

3 Year TOTAL

Benefits

Savings $ $ $ $

1 Enhanced Client Services – More time $1,460,880 $1,460,880 $2,921,760

2 Enhance Client Services –Less waiting $19,276 $19,276

3 Increased Efficiencies – Less paperwork $304,350 $304,350

4 Enhanced Client Services – Improved information $1,921,020 $1,921,020 $3,842,040 $7,684,080

TOTAL $1,921,020 $3,381,900 $5,626,546 $10,929,466

Costs

Salaries & wages $514,077 $1,006,274 $487,807 $2,008,158

Services $160,000 $198,100 $71,250 $429,350

Supplies and Equipment $87,422 $195,512 $82,042 $364,976

Transportation and communication $28,192 $61,942 $26,142 $116,276

TOTAL $789,691 $1,461,828 $667,241 $2,918,760

Net Benefit $1,131,329 $1,920,072 $4,959,305 $8,010,706

Net Present Value (6% Discount Rate) $6,940,0772

2 The discount rate used is 6%. This consists of a 4% risk free rate (the current rate on Government of

Ontario 3-5 year bonds) and a risk premium of 2%.


Table: Future Cost Benefit

211Ontario.ca 2010

Annual Future Benefits

Savings $

Enhanced Client Services – More time $1,460,880

Enhance Client Services –Less waiting $19,276

Increased Efficiencies – Less paperwork $304,350

Enhanced Client Services – Improved information $3,842,040

TOTAL $5,626,546

Operating Costs

Tech Support $61,000

System Administration $70,600

DBA $11,000

Hardware support $8,000

Software Support $6,000

Application Maintenance $16,000

Hosting (optional) $18,000

Editorial Updating (20K records x $15 per record) $300,000

TOTAL $490,600

Annual Future Net Benefit $5,135,946


QUALITATIVE BENEFITS

A number of qualitative benefits that are more difficult to assign cost savings to are described in the following table.

Table: Qualitative Summary

Qualitative Summary Description Stakeholder(s) Impacted

1. Standardized I&R reports are available for funders, and for program and social planning

Common metrics used for data collection on use of online directory will improve service and social planning by identifying demand for and gaps in services

Clients will be ultimate beneficiaries impacted by improved planning Government and community service planners

2. Clients achieve results from their search for services

Clients find and apply the information about services to engage in employment, find housing, health services, child care, language classes, a distress centre etc

Clients Taxpayers Health providers Employers

3. Individuals know about services they did not know existed

Individuals make more informed choices about services

Clients Government and community human service providers

4. Educated immigrants are able to help themselves at their own pace

Educated immigrants who have sound computer skills, but low confidence in speaking an official language, conduct online searches

Immigrants and refugees Immigrant serving agencies

5. More clients receive better service

Government and community front line staff who feel less frustrated are able to spend more time on their mandated work

Residents Front line workers

6. New human services staff have a training and orientation resource

New human services staff have a comprehensive human service resource to assist them in learning about services locally and provincially

Clients Human services staff

7. Equivalent resources for English and French Clients

The bilingual resource will realize Ontario objectives for Francophone Clients

Francophone and Anglophone clients and professionals


ASSUMPTIONS

Take up of the new resources will require community engagement and public education. Assumption that 50% of the value of the benefit to clients and professionals occurs in the first year and 50% of the value of the benefit occurs in the second year

In 2005 without extensive promotion 55,838 unique visitors used www.211Toronto.ca each month (Source: Findhelp Information Services, 2005 Q4 Statistical Report). This is 670,062 users per year or 25.7% of the Toronto’s 2005 population of 2,607,637. Extrapolating from Toronto to 25.7% of the Ontario population (12,589,823) [2005] one could assume 3,235,585 users

Statistics Canada table for October 2005 for Ontario. Average hourly wages of employees by selected characteristics and profession, unadjusted data, by province (monthly) - $20.29

There are approximately 20,000 human service organizations and about 60,000 human service records, i.e. many organizations provide multiple services

Consistent metrics for province-wide data collection on nature of online directory searches will result in improved service planning, outcome measurement and social planning


5.4 211 Ontario Project Background

Origin in United States

On May 6, 1997, the Georgia Public Service Commission assigned 211 to United Way of Metropolitan Atlanta, creating the first three-digit number dedicated to providing public access to a wide range of community services. In May 1998, United Way of Connecticut received approval for state wide use of 211 for Infoline, its 25-year-old information and referral (I&R) service. On July 21, 2000, the Federal Communications Commission (FCC) granted the abbreviated dialling code, 211, for community information and referral nationwide. As of August 2005, 32 states had implemented at least one 211 centre. Currently 169 centres provide 137 million Americans (46% of the US population) with improved access to community services through 211.

CRTC Application for 211

In Canada, in June 2000, a partnership of four organizations - InformCanada, United Way Canada-Centraide Canada, United Way of Greater Toronto (UWGT), and Findhelp Information Services (Findhelp) applied to the Canadian Radio-television and Telecommunications Commission (CRTC) to have the three-digit number 211 designated for community information in Canada. The partners were supported in their request by letters from 80 organizations, including municipal and provincial governments, human service providers, distress hotlines and volunteer centres.

In August 2001, the CRTC assigned 211 "to a new toll free service that will supply information and referrals about community, social, health and government services." As part of that ruling, the CRTC referred to the standards developed by the applicants for provision of 211. The two national partners that contributed to the 211 designation, InformCanada and United Way of Canada-Centraide Canada, have formed a National 211 Steering Committee to facilitate the development and implementation of 211 across the country.

Toronto – First Canadian 211 Service

In partnership with UWGT, Findhelp became the first Canadian provider of 211 service in June 2002 with the launch of 211 for residents in the 416/647 area codes.

211 is an effective citizen-centred service. 211 builds on what professional I&R providers have been doing for over 40 years – bringing people and services together – but introduces a much larger scale. Calls to Findhelp’s former 10-digit line, now available by dialling 2-1-1, more than tripled from 2001 to 2003, and growth is expected to continue until 2008.

211 brings the established competency of I&R organizations together with significantly enhanced two channel access provided by three-digit telephone dialling and the Internet, coupled with powerful new information technology and information management tools. At the same time, 211 enhances the standards


and capacity of I&R providers and helps create more efficient, coordinated services through a systemic approach to province wide 211 coverage. In doing so, 211 impacts the way I&R organizations operate, although the components of good I&R (trained professional staff, a comprehensive current database of community services) are the building blocks of 211.

Multiple partners at all levels of government have sponsored recent projects conducted by Findhelp that build on the Toronto 211 capacity.

Table: 211 Toronto Projects

Project Outcomes Funder

211 Ontario Project to advance the provincial consolidated system Ontario Trillium Foundation Citizenship and Immigration Canada

Access to Professions and Trades for Foreign Trained Professionals online directory and portal http://www.211ontario.ca/apt/index.htm

Ministry of Training, Colleges and Universities

Online Directory of Youth Justice Services Ministry of Children and Youth Services

Online Ontario Aboriginal Calendar and Services Directory Ministry of Children and Youth Services

Extreme Weather Alerts City of Toronto

211 Call Centre Services (Toronto 24/7; Niagara Region and Simcoe County, 20:00 – 08:00 hrs, Nov 2005) 211Toronto.ca

Toronto Service: United Way of Greater Toronto City of Toronto Citizenship and Immigration Canada

findhelp© Information System / 211Toronto.ca application development

Ministry of Training, Colleges and Universities Human Resources and Skills Development Canada

Homes for Kids Contact Centre Children’s Aid Societies of South-Central Ontario (Ministry of Community and Social Services)

HospitalityWorks.ca – An online collection of employment and support service listings for Hospitality Workers in Toronto

United Way of Greater Toronto

Online Inventory of Programs and Services Local Training Boards of Ontario (Ministry of Training, Colleges and Universities / Human Resources and Skills Development Canada)

Ontario Settlement Information & Referral Training Citizenship and Immigration Canada

Ontario Victim Support Line Ministry of the Attorney General

Possibilities: Online Employment Resource Centre Human Resources and Skills Development Canada

Street Helpline and Street Helpline Work Experience Program City of Toronto. Shelter, Housing and Support Miziwe Biik Aboriginal Employment and Training (Human Resources and Skills Development Canada)

Telehealth Ontario - Social services database Clinidata (Ministry of Health and Long Term Care)


Project Outcomes Funder

TorontoYouth.com – connecting youth to programs and services in Toronto

United Way of Greater Toronto City of Toronto Human Resources and Skills Development Canada

Women's Shelter & Support Directory United Way of Greater Toronto

211 is built on a common vision, which includes local relevancy, building on existing strengths, providing multi-channel access, effectiveness and efficiency, professional and high quality service, coordinated systems, sustainability, and delivery by the community sector. 211 is based on a model of centralized service delivery and local data collection. 211 service providers must achieve and maintain AIRS accreditation, a rigorous process driven by about 20 standards that address areas such as follow up, inclusion criteria, data maintenance, cooperative relationships, governance and staff training.

By December 2004 – Toronto’s annual call volume was 400,000 calls. By June 2005, one million calls had been answered by 211 in Toronto.

211 in Other Provinces

December 2004 – Edmonton launched 211

January 2005 – Calgary launched 211

Studies and preliminary work are underway in British Columbia, Quebec, Saskatchewan and the Maritimes

Early Implementation

In July 2003, the 211 for All Ontario study was completed, with the support of the Ontario Trillium Foundation. It provided a road map for provincial roll out of 211. The study identified organizations in each of Niagara Region and Simcoe County as being well on their way to implementing 2113. The Ontario Trillium Foundation and Citizenship and Immigration Canada committed to supporting the systems development required to launch two additional 211 service regions in 2005. The collaborative leading this project includes Findhelp (project administrator), Information Niagara, United Way of Niagara Falls, Community Connection Collingwood, United Way of Greater Simcoe County, United Way of South Georgian Bay, InformOntario and United Ways of Ontario.

Although each area could continue to develop 211 on its own, the significant benefits of the consolidated system recommended by the study would be lost, resulting in unnecessary expenditures and less than optimal service delivery. The current project phase enables early implementers to work together to build the infrastructure for a system that can be replicated by other communities throughout Ontario.

3 Both Niagara Region and Simcoe County have invested in developing their capacity to delivery 211 and have engaged local and regional partners to support local aspects of the initiative.


The overall goals of the 211 Ontario phase 2 project were: to advance the model of a cost-efficient, sustainable consolidated system for 211 in Ontario; to determine accountability for the system, and; to strengthen the case for long-term funding. Findhelp is the administrator of the 211 Ontario project, which culminated in the launch of 211 service to Niagara Region and Simcoe County on November 11, 2005, bringing the percentage of Ontarians who have enhanced access to services through 211 to 30%. The percentage of Ontarians with access to 211 is projected to be 50% in the next few years, with 211 service for all Ontario as the primary projected outcome.

The success of the 211 service in Toronto, Ontario and Canada depends on the ability to build on the momentum created in phase 2. Findhelp has assumed responsibility for overall system-wide coordinated service functions and is committed to supporting 211 roll out.

Table: Building on Success – 211 Infrastructure Projects

Future 211 service implementations build on over 10M infrastructure investment by all levels of government, foundations, and individual and corporate donors.

Year Funding Partner Project Description

2000 Foundation Innovation and risk capital to conduct research, secure legal advice and coordinate 211 application to the Canadian Radio-television Telecommunications Commission

2000 – 2003

Ministry of Training, Colleges and Universities Human Resources and Skills Development Canada

Development of scalable, replicable technology application; database development, classification and alignment across Canada; 211Toronto.ca launch

2001 – 2006

Ontario Trillium Foundation Community research, provincial systems development, start-up and community engagement

2002 – 2004

The McConnell Foundation System-wide evaluation, metrics and outcome measurement standards

2003 - 2006

Citizenship and Immigration Canada Ontario service expansion activities of information management staff


5.5 System Functions and Responsibilities

New information continues to inform decisions about governance and administration of 211 in Ontario. In the governance and administration work undertaken, definitions and responsibilities were identified through a process of community consultation, and documented in the report, 211 Ontario Report on Governance and Administration4.

DEFINITIONS

Governance is understood to mean oversight or governing at a high level of decision-making. This is the responsibility carried out by a board of directors in a non-profit organization. The researcher consulted a purposive sample of informants who helped shape the appropriate functions for the governance of 211, and developed a list of ten Critical Success Factors essential to any successful governance model.

Governance Functions

strategic planning (mission, vision, values, annual plan, evaluation)

policy

stakeholder and external relationships

program advocacy

system funding

legal and fiscal oversight

quality assurance, including adherence to national 211 standards

relationship with national 211

hire and direct executive staff

Critical Success Factors

i. Gives strong leadership role to the community sector to ensure 211 system responds to varied community needs

ii. Clearly defines roles, responsibilities and relationships among various components of the system

iii. Ensures commitment and adherence to existing and evolving national 211 standards

4 211 Ontario Report on Governance and Administration, October 2004 Prepared for the 211 Ontario Steering Committee by Deborah Woods Consulting and Caryl Arundel and Associates. Available on 211.ca, Ontario, Evaluation & Reports.


iv. Gives support to local and regional 211 development, implementation and ongoing operations

v. Relates effectively to national 211 governance structures and processes

vi. Continues support for 211 by the original partners (Community Information Centres and United Ways)

vii. Creates structures for responsiveness and accountability to funders and stakeholders

viii. Encourages efficient and timely decision making

ix. Meshes with administrative support that underpins the entire system in a professional and accountable way.

Administration is understood to mean management at an operational level, similar to the role management staff of a non-profit organization would play. The consultant identified system-related administrative functions necessary to support the development and ongoing management of the 211 Ontario program, clustering them into five main functional areas:

Database, IT and Telephony Systems

Phone system coordination

Service administration and coordination

IT system development and support

Training

General Program Administration

System accountability and reporting

Human resource management for 211 staff

Funding, Financial Management

Resource development and distribution

Financial management and administration

Service Standards and System Monitoring

Development, monitoring of 211 standards

Service evaluation

System Planning, Monitoring and Support

Support to governing body and committees

External and stakeholder relations

Business planning

Communications and promotion

Support and assistance to 211 partners


PROJECT LEARNINGS

Building on the work done by the consultants, members of the 211 Ontario Steering Committee identified what has worked to date.

Success factors

Efficient, nimble and responsive structure

Decisions are made by those who are responsible

Clear accountability

System thinking – Avoid recreating the wheel

Taking an efficient approach to moving forward

Building on what has been demonstrated to be an effective way of working

Recognition of the investment of 211 providers and their local United Way partners

SYSTEM MODEL

The 211 Ontario system currently operates as a collaborative, self-regulating model, grounded in shared principles, common tools and adherence to standards. The illustration on the following page outlines the current and near term systems functions and responsibilities.


5.6 211 Experience in Niagara Region and Simcoe County

This report captures aspects of the experience of the first three months of 211 service and explores the impact of the new 211 24/7 service on the respective communities. For each of the organizations the report provides and overview of the 211 service area, the 211 provider, changes in the number and nature of calls, qualitative feedback on calls, collaborative work and community engagement and media and outreach work to reach and inform the public.

The residents, human service organizations, businesses and all levels of government in Niagara Region and South Georgian Bay are benefiting from the recent launch of 211 services. Very early results illustrate the value of this new resource, which enhances access to I&R on community, social, health and related government services, and based on 211 experience will continue to grow as 211 becomes better known as resource for people who do not know who to call.

Introduction

On November 2nd 2005, two new areas of Ontario gained improved access to comprehensive community I&R when Community Connection launched 211 to the residents of South Georgian Bay and Information Niagara launched 211 to the residents of Niagara Region. 211 service builds on many years of experience as the leading community I&R organization in the area for both organizations. For Community Connection the launch to South Georgian Bay was the first in a series of phased launches to other parts of Simcoe County. Community Connection works closely with and coordinates data from four data partners in Simcoe County. Both Information Niagara and Community Connection conduct evaluation utilizing the framework outlined in the Evaluation Tool. (See Section 5)

Organization Features Community Connection Information Niagara

Number of years organization has provided I&R

36 years 31 years

Number of years Executive Director in I&R field

19 years 28 years

Population served Nov. 05 – Feb. 06

48,000 13% of Simcoe County 77,050

410,574 2001 Census

Community directory website 211simcoecounty.ca

communityconnection.net 211niagara.ca

informationniagara.com

Annual budget 2005 $598,445 $709,000

Year UW member agency 1970 1986

AIRS accreditation in progress Yes Yes

Maintains Virtual Library Yes Yes


Organization Features Community Connection Information Niagara

Certified Resource Specialist (CRS)

Yes Yes

Certified I&R Specialists (CIRS) Yes Yes

Other services in addition to 211 Business database & directory Multi service centre landlord Data products & services

Volunteer centre Interpretation service Also data leases, broadcast

fax, walk in

The launch events for 211 were community events. Both events were very successful. Benefits of the 211 launch events were that they were short in duration, entertaining, celebratory, and set at a time people could readily attend. Both events were well attended attracting an excellent cross-section of community representatives.

At both launch events a number of people spoke, including an M.P., business representatives, United Way, Bell Canada, and Citizenship and Immigration Canada. Where they did not speak, representatives from organizations such as the Ontario Trillium Foundation were recognized as part of the celebrations. In Niagara Region, the Citizenship and Immigration Canada, Ontario Region speaker emphasized the value of 211 to immigrants and refugees. In Collingwood, local corporations received recognition for their financial and in-kind support. The 211 launches were high profile events for local United Ways being tangible evidence for the United Way Executive Directors who were present of the progress made in the current phase.

For each of the organizations the report provides and overview of the 211 service area, the 211 provider, changes in the number and nature of calls, qualitative feedback on calls, collaborative work and community engagement and media and outreach work to reach and inform the public. Qualitative comments about the process that the organizations have undertaken over the last few years can be found in the 211 Ontario Project Symposium report, Section 5.

The shared attributes that contributed to successful implementations are:


Committed I&R organization

I&R organization is credible and trusted in the community

Demonstrated entrepreneurial leadership from the I&R Board of Directors and Executive Director

I&R provider is soundly managed

Good funding partner relationships

Committed, credible and trusted local United Way

Each partner organization knows their roles

“We wouldn’t have got where we did without the United Way. We have credibility, but as a funding partner they enhance that credibility, and this is especially valuable with some audiences.”

Executive Director, I&R

211 Service Providers UW Funders

Community Connection Area: Simcoe County

United Way of South Georgian Bay United Way of Greater Simcoe County

Information Niagara Area: Niagara Region

United Way of Niagara Falls United Way of Greater Fort Erie

United Way of St Catharines and District United Way of South Niagara


5.6.1 Niagara Region

Niagara Region - Overview of the 211 Service Area

Consisting of 12 municipalities and an area of 1896 sq. km, the Regional Municipality of Niagara is home to 410,574 people (2001 Census). As a diverse region known for remarkable natural features such as the Niagara Escarpment, miles of parks and beaches, and Niagara Falls, the Niagara Region is host to more than 12 million visitors a year. Niagara Region includes larger populated cities e.g. St Catharines (129,170) and Niagara Falls (78,815) and many rural communities. Tourism, industry, farming, mineral resources (pits and quarries) and environmental resources (peat and petroleum), add to Niagara’s economic diversity. Award winning wines, historic landmarks, walking trails, cycling and driving routes, a casino, the Welland Canal, a major link between the United States and Canada, farming and fruit growing contribute to the diversity of services the area needs and supports. Information Niagara maintains information on over 3,000 Niagara Region community, social, health and related government services.

Information Niagara - Overview of Organization

Incorporated in 1975, Information Niagara is the single comprehensive provider in Niagara Region serving the 12 municipalities. In 1987, in addition to I&R, Information Niagara launched the Interpreters Niagara program, which now also serves Hamilton, with over 28 languages available, and in 1999 launched the Volunteer Connections program. About 20% of Information Niagara inquiries are walk in clients. Other services include database leasing, fax broadcast and training.

Source: http://www.regional.niagara.on.ca/living/region/default.aspx


Information Niagara is co-located with Ontario Government Information Services in an accessible facility in downtown St Catharines. This location in the heart of the Niagara Region is home to many provincial government services such as health cards, workers compensation and the disability support program. It has high volume of walk in traffic that caters to both the professional and the most vulnerable in society.

Information Niagara’s Board of Directors, made up of 10 members, and has led the organization through this exciting time of growth and transition. Together with the four area United Ways: United Way of Niagara Falls, United Way of Greater Fort Erie, United Way of St Catharines and District and United Way of South Niagara, they took a leadership role in the 211 Steering Committee, the development of the business plan and the marketing plan.

Collaborative Work and Community Engagement

Information Niagara staff representatives participate in a number of cooperative relationships and community forums including:

Social Planning Network

Niagara Suicide Prevention Coalition

Niagara Mentoring and Leadership Initiative

Community Care Access Centre Niagara, Community Advisory Committee

Regional Association of Volunteer Administrators

Information Niagara works with a number of community partners to provide database services:

Telehealth – as part of provincial coordination of data

Early Years – Niagara Region

Employment and Training - as part of provincial coordination of data

Settlement services

To explore enhancing the area served by 211 Information Niagara has held preliminary meetings with colleagues in Hamilton and Norfolk Counties.


Information Niagara Vision

We will be the premier provider of information.

Information Niagara Mission

To provide assessment, information, referral and interpreting services for the people and communities of Niagara through the collection, maintenance and dissemination of human services information.

Tagline

Connecting people and services

Changes in Number and Nature of Calls

The number of calls answered by Information Niagara has increased by nearly 60% since the launch of 211. In the month of launch call volume increased by 80% compared with that month (November) in the previous year, an increase partly explained by a number of calls from people curious about the service. In the following 2 months the percentage increase was 59%. The growth of calls answered is illustrated in the following chart.

The technical launch of 211 was September 2005 and the public launch on November 2nd, 2005.

Information

Niagara

Volunteer

Services

Information

Services

Interpreting

Services

211

Publications

Walk in

Database

Leases

Form

Filling

Social

Reporting

Broadcast

Fax

Training


Information Niagara Calls Answered September 2004 - January 2006

0

500

1000

1500

2000

2500

3000

3500

4000

Sep-04

Oct-04

Nov-04

Dec-04

Jan-0

5

Feb-05

Mar-05

Apr-05

May-05

Jun-0

5Ju

l-05

Aug-05

Sep-05

Oct-05

Nov-05

Dec-05

Jan-0

6

Changes in the Nature of Calls

Since its launch 3 months ago 211 Niagara has responded to over 10,000 calls from Niagara residents looking for community, social, health and related government services. With the increase in calls, the complexity of the calls has also increased. Response from users of the service has been positive:

An elderly woman said 211 helps her maintain her independence and reduces her frustration when looking for services

A young mother said she was glad she could call in the evening when the house was quiet to find out about childcare options

A caller was relieved that when dialling 211 he was able to speak with a live person who took the time to provide the information he needed

Niagara regional police contacted 211 and visited Information Niagara for a briefing on 211. The information was then sent across the Region. Police and their support staff are promoting 211. Human service organizations, including Ontario Works, who are seeking more information on client support for basic needs are also calling 211. Politicians are putting ‘call 211’ on their after hours message machines. The interest in 211 by the police and doctors supports government relations work. Of the 911 calls received by Niagara police only one third are true 911 calls.


Results of a caller survey showed the following:

49% were calling for the first time.

65% were not fully employed and relied on part time employment, pensions or other financial assistance programs.

84% were female

54% dialled 211

95% reported that they received the information they requested on their last call

The table shows how callers found out about 211. In the other category were many callers who already used and knew about Information Niagara.

Information Niagara, along with the United Way, held the first meeting with information providers and United Ways in the Central South Region with a second to be schedule to start discussions on bringing 211 to the respective communities.

Working with the Media to Inform the Public

As the following media report illustrates, Information Niagara’s extensive and effective media coverage built on years of local media relationship building.

211 Niagara Media Coverage Report

Background

CRTC approved the use of 211 for I&R across Canada in August 2001. In November 2001, Information Niagara’s Board of Directors took the courageous and pro-active first step by passing a motion giving staff the go ahead to bring 211 to Niagara

The relationship with Niagara media started in 2002, when Information Niagara went public with the initiative to research the feasibility of bringing 211 to Niagara.

A series of events (focus groups, community event involving over 350 people) were held over the last 4 years to engage the community in 211 Niagara. At every step of the way the media was informed and kept up to date. Media received broadcast faxes about the events. The result is illustrated in the following table.

How Callers Found 211 Phone book 8% Agency 36% Friend/Family 14% Media 19% Other 22%


Date Article Title Media

Help will be a 211 dial away St Catharines

Dial 211 for Social Services

Niagara May become a 211 Community

211 Service Gains Approval

Niagara Falls 2002

Niagara Urged to Support 211 St Catharines

Info Niagara gets new number Welland

Information Niagara Eyes 211 to raise profile Niagara Falls

Information Niagara plans to introduce 211 service – Board Members needed Welland

United Way pushing for province-wide 211 service Niagara Falls

2003

Help will be a 211 dial away St Catharines

Information Niagara Provides Service to region St. Catharines

Quick! Call 211 for information from the Region Niagara News

Region Wants the 411 on 211-system funding Niagara Falls 2004

Proposed 211 service in Doubt St Catharines

Approximately 6-8 interviews Radio 2002- 2004 3 appearances on local cable TV Cogeco TV


Pre 211 Launch - 2005

In the first 6 months of 2005 Information Niagara did not seek any media coverage and focused instead on systems testing and readiness for the November 2nd 211 launch.

In June 2005 Osprey the Vice President put his support behind 211Niagara. At the launch breakfast a cheque for $25,000 was presented to be used for media support.

Starting on October 15th 2005, a series of advertisements (10-12) appeared in the three daily newspapers – the St. Catharines Standard, Welland Tribune and Niagara Falls Review, advertising the breakfast 211 launch. These ads started to inform the community about 211 Niagara. The ads generated some calls to inquire about the nature of the service.

Two days before the public launch, on Monday, October 31st a media advisory, (see below), was distributed through Information Niagara’s broadcast fax service to all local media (radio, print and TV). This generated 4 phone interviews and resulted in some media attending the official launch. The media coverage that resulted is outlined in the following table.


Media Coverage for Niagara Region Launch


Nov 1 Who ya gonna call? – How about 2-1-1 Welland

Nov 2 Information Niagara Launches new Service Niagara News

Nov 2 News Item – New service in Niagara (Radio) 105.7 EZ Rock

Nov 3 Need to know how to find help? Call 2-1-1 St. Catharines

Nov 3 Need Niagara Information? Call new 211 number Niagara Falls

Nov 3 Interview - 211 now in Niagara (Radio) 610 CKTB am

Nov 4 Editorial – New 211 Line- Quick Help for life’s lesser emergencies Niagara Falls

Nov 5 New phone service provides information at the touch of a button Niagara-on-the-lake

Nov 9 211 Informs Niagara Niagara News

Nov 9 New Phone Service Connects Niagara with Community Information

Grimsby Times

Nov 18 Live Show – Niagara Express (taping Nov 18) Aired – Saturday 19th at 5pm and Sunday 20th at 7am

CHTV

Post 211 Niagara Launch:

On November 2nd, the day of the 211 launch, Osprey mounted an ad campaign for 211 Niagara.

A series of ads appeared in the 3 daily newspapers all with the same message of “Bringing Our Community Together”. Also appearing prominently in the ads are the 211 logo, reference to being supported by the United Way and other community agencies and sponsors. There were ads throughout November and December

The photos at the top of the ads change with every ad and the names of the agencies below also changes.

A second press release was issues in February 2006 – “211 Niagara Celebrates Three-month Anniversary with over 10,000 calls.” This generated articles in the three daily newspapers and a radio interview once more raising the visibility of the 211 service to the public.

The Marketing Plan developed with the Business Plan is now being implemented.


MEDIA ADVISORY

211 To Be Launched In Niagara

October 31, 2005 – Information Niagara and partners are pleased to announce the official launch of the 211 service in Niagara.

A breakfast celebration will be held on November 2, 2005 at the Quality Hotel and Parkway Convention Centre, Ontario St, St Catharines. The event will take place commencing at 7am with the official phone call at approximately 8:15 am.

More than 100 people from the not-for-profit, government, business sector and the community at large have registered to take part in this event. Guest speakers will include Paul McCuaig of Osprey News, Sean Jackson of Meridian Credit Union, Bruce Renyolds, 211 Canada Steering Committee and Ryan McDonald from Bell Canada. The launch is being sponsored in part by Osprey Niagara Publishing Group.

“No phone menus. No buttons to push” Niagara Residents can now dial 211 and receive the information they need to access community, social, health and government services. 211 is an easy-to-remember three-digit phone number providing free, confidential information 24 hours a day. When you call 211, a trained I&R Specialist will listen to your situation and help you find the services you need.

Talking to a 211 Specialist makes it easy to find information, learn about your options and deal with a problem. Whether you are a senior looking to maintain your independence, a parent trying to communicate with your teen, or a professional wanting a service for your client, 211 should be your first call.

211 Niagara is a program of Information Niagara who has worked diligently with the four Niagara area United Ways, Niagara’s non-profit community, Ontario Trillium Foundation, Niagara Community Foundation, and 211 Ontario to make 211 a reality for Niagara. After more than three years of community consultation, and the tireless efforts of many volunteers to implement 211 in Niagara - the thrill of success is here.

Media kits, breakfast, interviews and photo opportunities available.

Please reserve your complimentary breakfast

Contact: Rosanna Thoms, Tel: 905-682-4056 Email: [email protected]

-30-


5.6.2 Simcoe County

Simcoe County Overview of the 211 Service Area

Consisting of two separate cities, seven towns and nine townships, and an area of 474,242 hectares (1,830 square miles) Simcoe County is home to 377,050 people (2001 Census). Simcoe County includes larger populated cities e.g. Barrie (148,480) and Orillia (29,121) and many rural communities. Simcoe County is known for recreational and tourism opportunities including eight provincial parks and 28,000 acres of managed forests, golf courses, snowmobile, hiking and biking trails, ski hills, freshwater lakes and resorts, including the longest freshwater beach in the world on Georgian Bay. The semi rural county combines rolling farmland, ski hills, and historic sites. Approximately 6.6 million visitors are attracted to Simcoe County annually. There are a high number of smaller and diverse industries as well as Honda of Canada in Alliston. Together with their data partners, Community Connection maintains information on 5,400 Simcoe County community, social, health and related government services.

The South Georgian Bay area consists of three communities in the North West Simcoe County, the Towns of Collingwood and Wasaga Beach, and the Township of Clearview. South Georgian Bay population is 48,000.

Figure 1: http://discoversimcoe.com


Community Connection - Overview of Organization

In 1969, Community Connection had its beginnings as a crisis intervention service, operated by volunteers in the basement of the Stayner Town Hall. In 1979 the organization was incorporated as the Collingwood and District Information Centre, and in 2000, began operating as Community Connection. In the early 1990’s, Community Connection emerged as the regional information centre for the Simcoe County region, and has worked closely with the Information Providers Coalition of Simcoe County in:

Establishing a local governance model to monitor and maintain data coordination to provincial standards;

The creation of data sharing protocols to eliminate duplication of data collection and maintenance, and to ensure coverage for the entire county; and

Continuing to share common tools and technology to ensure integrity and quality of data input.

The Information Providers Coalition of Simcoe County consists of five community I&R service agencies. Members of the Coalition are:

Community Connection Collingwood (Regional Centre)

Community Link North Simcoe (Midland)

Information Barrie

Information Orillia

South Simcoe Community Information Centre (Alliston)

Vision: Community needs are met through immediate access to information.

Mission: In response to community needs, we create value through the provision of I&R.

Tagline: Connecting communities to the services they need, one person at a time.

In 2003, Community Connection formed the Community Resource Centre of South Georgian Bay, a common roof initiative that today has grown to a facility of 9,500 square feet, and is home to 18 programs and services.

Through entrepreneurial activities, which focus on their strengths (I&R and data management), Community Connection continues to support their core services at a significant level:

Budget Year Productive Enterprise Grants & Subsidies

2003 $343,824 (83%) $64,245 (17%)

2004 $384,778 (84%) $72,589 (16%)

2005 $410,781 (75%) $134,567 (25%)


Community Connection works closely with United Ways and I&R providers in Central East Ontario to explore enhancing the area that has access to 211. This partnership combines Community Connection’s expertise in delivering comprehensive information services, with United Way’s leadership and capacity to mobilize community, volunteer and financial resources to address needs within the community.

The Central East United Ways are:

United Way of South Georgian Bay

United Way of Greater Simcoe County

Northumberland United Way

United Way of Peterborough & District

United Way for the City of Kawartha Lakes

United Way of Bruce Grey

.

The local I&R services are:

Community Connection Collingwood

Community Link North Simcoe

Family Services of Haliburton

Information Barrie

Information Orillia

Northumberland United Way Information Services

South Simcoe Community Information Centre

Victoria Counselling and Career Services


Establishing and maintaining database partnerships between Community Connection Collingwood and each of the local information and service providers is a fundamental part of 211 Central East. Current data sharing agreements are in place in Simcoe County, and will be expanded to other regions to coincide with the 211 service expansion.

Community Connection Collingwood is supporting the database development work begun in Muskoka by the Healthy Community Coalition, in partnership with the Information Providers Coalition of Simcoe County.

While there are no existing comprehensive community information databases in Bruce, Grey, Parry Sound and Nipissing, Community Connection has significant data holdings for these regions. Specialized data has been collected and maintained through several special projects and contracts. One example is Community Connection Collingwood has been contracted for several years to collect and maintain community services data to support the needs of victims of crime (and their families) for all of area code 705.

Community Connection’s Board of Directors of 7 has led the organization through this exciting time of growth and transition. Community Connection staff representatives participate in a number of local and regional cooperative relationships and forums:

Active 2010

Central East Region Data Partners

Central East Regional Partners Group

Centre for Business Development

Child, Youth and Family Services Coalition Council (CYFSC)

Collingwood & District Personnel Association

Collingwood Economic Development Committee

Collingwood, Stayner and The Blue Mountains Chambers of Commerce

Community Care Access Centre Simcoe County

Community Resource Centre of South Georgian Bay

Community Transportation Committee

County of Simcoe IT Department and GIS

CYFSC Communications Group

CYFSC Data Group

Early Years Task Group/Best Start

Information Providers Coalition of Simcoe County

Insiders Network

The Villages of The Blue Mountains Committee

United Way’s of Ontario “Community Matters” project (3-year Ontario Trillium Foundation funded project)

Volunteer Coordinators Network

Youth Justice Community Forums


Organizational Chart

Changes in Volume and Nature of Calls

The technical launch of 211 was September 2005 and the public launch on November 2nd, 2005.

Community Connection Human Service Calls Answered

0100200300400500600700800900

1000

August 2005 September 2005 October 2005 November 2005 December 2005 January 2006


Changes in Nature of Calls

Understanding the challenges faced by Findhelp staff being unfamiliar with the South Georgian Bay Community, Community Connection staff identified the need to review certain aspects of the database to ensure the content was clear and understandable.

Priority was given to the services providing after hours, and second priority was given to food and shelter services. Community Connection staff reviewed the data elements in these records to ensure all details were clear and concise. It was determined that other services where data elements were not clear for Findhelp staff, could be followed up by the caller the next business as they were not urgent services.

Changes to current database procedures were required, and alterations to the database style guide were implemented as a result.

General Client Comments

Service is great and very helpful

Good service

Appreciated the help and glad the person understood her

Thinks we are awesome - a great service

Appreciated the help

Keep up the great work and thanks for being there

Thinks it's a great service

Great service, just wish was able to find doctors taking new patients

Thinks it's a great service and glad it's in this area

Great service and looking forward to it expanding, really appreciated the help they were given - as a result of this call they are going to form a group against drugs (grandma's against drugs)

Great service, thinks it's a plus

Keep up the good work

Thinks it's a great service and hopes it stays

Great service


Survey Results: How callers heard about 211

In the first three months of 211 service 60% of callers were calling Community Connection for the first time. 47% percent of callers were not fully employed and relied on part time employment, a pension, Ontario Works and other sources of income.

211 Simcoe County Media Report

Community Connection developed a three prong marketing campaign consisting of branding, public relations and advertising with the overall goals to:

Institutionalize 211 as a fundamental component of the social service network, locally, regionally, provincially, and nationally

Create an image of 211 as a direct service that provides immediate and personal response to the critical needs of families and individuals

Differentiate 211 from other N11s.

Community Connection Media Activity Log


April 6, 2005 Free Phone Info Service Picking up in Fall Stayner Sun

April 8, 2005 Phone Info Service Goes Hat-in-Hand to Councils Collingwood Connection

June 2005 Access at the Touch of a Button Owen Sound Sun Times

June 21, 2005 New Information Number on Its Way CKNX Radio

June 22, 2005 “211” Service Coming to Grey and Bruce South Bruce Peninsular

June 28, 2005 211 Something New to Dial Into Enterprise Bulletin

September 16, 2005 If You Need Information, 211 is the Number Collingwood Connection

September 21, 2005 211 Service Set to Come Online in November Stayner Sun

October 5, 2005 211 Campaign Tests in Georgian Triangle Collingwood Connection

October 12, 2005 United Way to Create Special Phone Service The Mirror

November 2, 2005 Service Has Your Number Enterprise Bulletin

November 2, 2005 Live Show – Rogers Community Cable. Aired each week for one month

Rogers Community Cable

November 4, 2005 Calling Out for 211 Information Service Collingwood Connection

November 2005 United Way of Bruce Grey Presented a Cheque… Enterprise Bulletin

November 4, 2005 211 Service Has Your Answers Enterprise Bulletin

How callers heard about 211

November 2005 – January 2006

Word of mouth 38%

Newspaper 26%

Referring Agency 17%

Phone Book 15%

Radio 5%

Mail Out 2%



November 6, 2005 211 has arrived in Southern Georgian Bay FM 102

November 9, 2005 CBC Radio morning show CBC Radio

November/ December 2005

211: Bringing People and Services Together North Simcoe Community News

December 9, 2005 The Alcoa Foundation Announced this week it will invest…

Enterprise Bulletin

December 14, 2005 Alcoa Fnd., Grant Helps 211 Telephone Service Stayner Sun

Two of each of these ten (4 ½” x 4 ½”) print ads will appear pro bono in each edition of the Enterprise Bulletin (Osprey Media Group) for one year. These ads and their repetition are part of the branding focus of the campaign.

Community Connection will be placing four full page ads with the art work below during the first year of 211 service in Simcoe County. The space is contributed by Osprey papers pro bono.


5.7 211 Ontario Project Symposium Report

Executive Summary

Sixty-six participants involved in the development of 211 in Ontario and in other parts of Canada gathered for a full program of information and discussion on the evening of February 7th and 8th 2006 at the Toronto Broadcast Centre CBC in Toronto. The program represented a progress report on 211: Advancing the Provincial Consolidated System (April 2004 to February 2006), and included information about the project’s outcomes and impact and provided details on recommended metrics and available tools and resources. Participants represented 36 organizations including municipal, regional and provincial government, I&R providers, United Ways and community organizations.

The current 211 project: 211: Advancing the Provincial Consolidated System is supported by The Ontario Trillium Foundation and Citizenship and Immigration Canada. As this very active two-year period of 211 development and planning was coming to an end and preparation for phase 3 was beginning, it seemed valuable to everyone to provide an open door on the project. The 211 Ontario Steering Committee, who hosted the Symposium, determined that this kind of event should be a part of subsequent phases of work. Evaluation forms completed by participants and comments posted to the website following the Symposium attested to its value the participants. A summary of evaluation appears at the end of this report.

The project steering committee coordinated the symposium for 211 colleagues who share the vision of a provincial consolidated system in Ontario, and are working toward 211 for all Canadians. The 211 Ontario Steering Committee member and organizations for this phase of the project have been:

Community Connection, Collingwood – Pam Hillier, Executive Director

Findhelp Information Services – Cheryl May, Executive Director

Information Niagara – Rosanna Thoms, Executive Director

InformOntario – Elizabeth Macnab, President

United Way of Greater Simcoe County – Steve Lavery, Executive Director1

United Way of Niagara Falls and United Way of Greater Fort Erie – Carol Stewart-Kirkby, Executive Director

United Way of South Georgian Bay – Alice Grottoli, Executive Director

United Ways of Ontario (ex officio) – Bill Morris, Manager Government Relations

1 David Jeffery represented the United Way of Greater Simcoe County for the first year of the project.


The goal of the 211 Ontario Symposium was to inform and engage people working on elements of the 211 system by:

a. Enhancing the capacity of people and their organizations by informing them about the strategic and operational developments that have been achieved during this phase of work on 211

b. Describing and demonstrating what a 211 consolidated system means for end users, service providers and United Ways

c. Helping to build a common vision and alignment of work on 211 in Ontario that will eliminate duplication and reap the benefits of enhanced effectiveness

d. Strengthening collaboration by sharing resources, tools, and methodology and demonstrating the value of working together

This report captures the highlights of the Symposium presentations and summarizes the evaluation by participants.

Symposium Highlights

The symposium program is included at the end of this report. All of the symposium presentations are available on www.211.ca. This section is intended to provide a summary of presentations and reflect the questions that were raised throughout the symposium.

Welcome and Facilitation

The Symposium tone of enthusiasm, leadership, innovation and professionalism was enhanced by contributions from all speakers.

Keynote speakers:

Winston Tingling, member of the Board of Directors of the Ontario Trillium Foundation, who welcomed participants on Tuesday evening

Mike Battrick, Regional Program Advisor, for Citizenship & Immigration Canada who welcomed participants on Wednesday

Moderators:

Ivan McFarlane, President, Findhelp Board of Directors, moderated the program on Wednesday

Don Pollock, Treasurer, Findhelp Board of Directors, moderated the Wednesday panel of Reference Group Reports


How 211 Helps

An experienced I&R Specialist from Findhelp (who is also a member of United Way of Greater Toronto’s Speaker’s Bureau) described the value of 211 to the person who calls or the person on whose behalf the call to 211 is made. The short speech powerfully demonstrated that 211 helps to ameliorate the barriers for individuals who feel hopeless and helpless because they do not know where to call. The speaker highlighted how the problem solving skills of I&R Specialists helps everyone and how critical these skills are particularly for people who face language, mobility or other challenges. For professionals in government offices and community agencies, 211 is a trustworthy referral if a staff person is asked a question that falls outside their mandate.

211 - Historical Perspective

This overview described the immense amount of change over the last few years as 211 had grown into a system. The Canadian Radio-television Telecommunications Commission (CRTC) assigned 211 to community I&R in August 2000 and the following year the first 211 service in Ontario and Canada was launched in Toronto. Now in collaboration with Community Connection and Information Niagara, 211 in Ontario has become a system that serves 30% of Ontarians, is expected to answer half a million 211 calls in 2006 and receive over 13 million website inquiries. The innovation of the 211 Ontario system is unique in North America.

The Canadian usage rate (i.e. number of calls/population served) is approximately 15%, which is two and a half times the usage rate in most 211 services in the U.S.2

Working Together

The five project areas – technology, information resources, consultation and documentation, administration and governance, and “working together” – were outlined for participants.

211 and the United Way

The 211 Ontario project reflects the national partnership between InformCanada and United Way - Centraide Canada (UWC-CC). The 211 Ontario project is linked to national initiatives through the National Implementation Committee, which is comprised of I&R and United Way representatives working across Canada.

The 211 Canada Steering Committee (211CSC) was formed jointly by InformCanada and UWC-CC. 211CSC members are experienced volunteers from across Canada. The 211 Charter is a document that anyone interested in 211 should be familiar with, and be accessed online, www.211Canada.ca.

2 For more information about 211 in the U.S. see www.211.org.


United Ways have traditionally raised and allocated funds, and this is now combined with embracing a vision of creating change and having an impact in community. As the importance of information in people’s lives is increasingly recognized, 211 is a new level of social infrastructure. The cost savings that could result from organizations across Ontario being able to rely on 211 services was recognized. Being able to rely on 211 enables agencies to get on with the work they want and are mandated to do.

“Partnerships bring risk and huge rewards. There has been a huge trust as this first 211 service to a rural area was put in place.” United Way of South Georgian Bay

There is a 36 year relationship between the United Way of South Georgian Bay and Community Connection in Collingwood. The annual UW allocation for operations is a large part of UW’s allocation, and a small part of the Community Connection budget. There are six United Ways in the area, and three have contributed funds toward 211 development.

United Ways in close proximity to each cooperate on regional responsibilities, resources and resource allocation. Success factors for 211 cooperation amongst United Ways were: executive directors of I&R organizations make presentations directly to UW boards; working with an I&R organization that was credible and widely known in the community; and repeated community consultations to raise public awareness and support for 211.

Benefits noted:

In communities where there are shift workers 24/7 service is highly valued

Organizations that need databases can be referred to 211

United Way can refer people who do not know where to go for help to 211

Benefits enable United Way donor dollars to stretch to address other community initiatives

211 and InformOntario

InformOntario members have the opportunity to use 211 Ontario project tools and resources, which has far-reaching benefits for I&R organizations. Information resources and information technology developments will significantly build capacity and enhance services to people throughout Ontario.

Participating in the 211 System

Assumptions the project team worked with:

211 Ontario is supported by funding for province-wide service delivery based on the four year roll out budget and sustained into the future.

Community I&R will be strengthened and form an integral component of the 211 system across Ontario.


As the primary funders of community I&R in Ontario, the United Ways of Ontario will remain strong partners at the local level.

Municipalities and regions will continue to support community I&R.

Federal funding will support integration and interoperability of 211 provincial systems across Canada.

The Gains and Efficiencies of a Consolidated Approach, partnership and being part of a system –

“Exciting, stressful, sobering, unsettling for Board members, a ‘sea change. As 211 was a new ides and working in a system is a new way of working, we had to change from thinking as three organizations to thinking as one.” Executive Director, Information Niagara

I&R organizations have to be willing to find common ground, and it took the first year of the project to work through the challenges and build an effective team. The impact of new systems and shift work resulted in some loss in experience staff. The process had to permeate each organization of moving through the ‘us and them’ thinking to thinking as one.

The enhancement of capacity that came from working together was emphasized,

“We could not have launched in November if we hadn’t become a system. We would not have had the tools if we hadn’t been a consolidated system. Look at the websites and the value of the Virtual Library.” Executive Director, Community Connection

The metrics for an efficient province-wide 211 system were described in detail. Staff, data and coordination requirements are driven by call volume. The metrics assume that an I&R Specialist answers 15,000+ calls a year, and a data manager maintains a portfolio of 4000+ programs and services. The metrics do not address how many 211 centres there are. Unless 211 operates at with a high level of efficiency, and meets industry standards, one cannot make the case that the system is beneficial from a cost perspective.

Highlights of the consolidated system:

The ability to transfer calls during extended hours, such as overnight and weekends was a new and welcome idea for some participants

The outcome of a systems approach is that organizations have the opportunity to build areas of expertise and specialization

Developing a system has meant a move from informal discussions to formal agreements. In each organization there has been increased formality

211 is one of several programs in each organization. All three 211 providers participate in the Ontario I&R data collaborative (Findhelp is coordinator of provincial data projects). There are currently 21 data partners representing 41 organizations that contribute to the province-wide database, which provides information services to government initiatives that require a resource database.


The presentation addressed the diligence of achieving AIRS accreditation and the importance of I&R Specialists becoming Certified I&R Specialists (CIRS) and data managers becoming Certified Resource Specialists (CRS). It was pointed out that these are valuable qualifications for staff even in organizations that are not becoming AIRS accredited.

211 service data is collected according to the 211 Evaluation Plan (see Section 5, Reports), and reported on quarterly both individually and 211 system wide.

“The sacrifices of forming a system were worth it and the positives outweigh the negatives.” Executive Director, Information Niagara

Services are delivered quickly, easily and inexpensively, using the capacity that has been developed to support 211.

Reference Group Reports

Speakers from Ottawa, Halton, Windsor and Thunder Bay provided a brief overview of active 211 Ontario projects in their communities.

Tools and Resources

A vital set of communications, information technology and information resources have been developed throughout this phase of the project. The tools represent the building blocks for a collaborative self-regulating model of service delivery.

The Tools and Resources presentation provides extensive detail, and are included in part 2 of this report, the 211Ontario Symposium program.

Canadian Taxonomy

The Taxonomy Project Coordinator provided an overview of the work done on the bilingual Canadian common classification system.

Questions

Following all presentations there was an opportunity to ask questions and there was some discussion. The following topics were tabled as having been only partly addressed or not being able to answer at this time.

A level of trust is needed for any relationship building. What are effective strategies to build inter agency trust?

How can feelings of parochialism be overcome?


211 is a new achievement building on over 30 years of I&R infrastructure in Ontario. 211 is a way to do it better for the end user. 211 brings a simple 3 digit number, easier marketing, comprehensive coverage, and broad commitment to professional standards, but there are gaps in I&R provision in Ontario. What strategies are being used to address this? Partial answer: Outreach plans for the next phase of 211 include communities that have no I&R providers.

Ongoing support by local funding partners will be essential to keep data collection and maintenance skills and capacity and local I&R strong. Is there going to be work on this case for support?

Is work going to be done on optimal geographic area and population size that should be served by a local I&R centre?

Have we determined that one call centre for the whole of Ontario is not optimal? Partial answer: Redundancy is required for a robust telephony and technology plan.

When will the cost per call for extended hours of service be available?

Does the Toronto 211 service have the capacity to answer extended hours service for all of Ontario? Partial answer: Probably.

Comments

Long-term sustainability is vitally important, but organizations have to plan for success and move forward.

211 providers are working with multiple community portal partners.

Next steps – Outline of Phase 3

An overview of the proposed next planning and resource development phase was presented. The 211 Ontario project team has identified the following areas as foundations for a sustainable future:

Community Engagement

Bilingual Program

Sustainable Data Partnerships

Linkages with Volunteerism

211Ontario.ca

Classification System

I&R Community Resources

Investment in Telecommunications


Wrap Up

Participants were invited to sum up the Symposium in a few words:

Frank and open. Evolution of trusting relationship

Not a wasted minute. Candor. Insightful. Value of Partnership

Move forward and learn together. Informative

Symposium Evaluation

A participatory evaluation tool that participants completed mostly in groups was used to invite feedback. 31 people provided the following comments.

1. Most useful at the Symposium to participants and their organizations Themes:

Participants appreciated the knowledge they gained about the 211 consolidated system including news from Niagara, Simcoe County and Toronto including the overview of the provincial system and the process of system building, extended hours coverage, data on provincial database and partnership

People appreciated hearing about the tools, the sense of progress and the bigger picture overview. Participants described it as “good sharing of information” and “at this point now it is exciting.”

Getting a better understanding of the 211 process, available supports, new and existing initiatives. Networking, understanding partnerships and the need for a consolidated approach to funders

Tools. Resources. Taxonomy. Proof of concept outcomes and learnings. Relationship building. Communications. Realize lot of tools and processes in place for use

The interest expressed in being part of the system and the scope and challenges it presents also understanding how a service could fit into the provincial system

2. What participants thought the Symposium missed Themes:

Lack of time to discuss, ask and answer questions. Not enough time for many meaty topics

More concrete news and more emphasis on provincial roll out and next steps

Costs not thoroughly covered yet. More information on metrics, budget and how parts of the system will be funded

How to determine niche and role

Clear articulated role of data providers


How well the Symposium helped participants gain a better understanding No Yes

a little Yes a lot

A Do you have a better understanding of what ‘a 211 consolidated system’ means?

50% 50%

B Do you have a better understanding of the value of a 211 consolidated system for end users?

8% 54% 38%

C Do you have a better understanding of the impact of a 211 consolidated system on I&R service providers?

29% 29% 42%

D Do you have a better understanding of the impact of a 211 consolidated system on United Ways?

26% 57% 17%

3. Identified areas of 211 in which it would be useful to increase efficiency and/or reduce duplication Themes:

Duplication of data, shared records

Overnight shift. Coverage for each others’ staff meetings

Working within a provincial/national model

Review resource utilization, administration e.g. HR

4. (a) Biggest barriers to building a common vision and alignment of work on 211 in Ontario Themes:

Lack of sustainable funding. Engaging funding partners other than United Way, e.g. re-engage federal and provincial partners

Misunderstanding and lack of knowledge

Uneven work and relationships between United Way and I&R at local level. United Ways have local mandates that may or may not include funding 211

Obtaining data in under serviced areas

Implementers in regions are at different points of implementation and understanding


4 (b) Approaches that would assist with overcoming the barriers Themes:

A strong coordinating body for 211 Ontario

Communications among all interested parties

Greater clarity of local I&R providers on what time should be spent on

Enough time to move direction and change process

Province-wide education campaign

Sustainable core funding

Regional road tour of today’s symposium. Expand partnership. Development and evolution

Need provincial buy in as true “partner”, also municipal– at all levels of government

5. The 211 Ontario resources and tools described at the symposium that were identified as useful to participant organizations in the future.

Virtual library; Contact Tracking; Taxonomy; Quarterly reports and other call statistics; Marketing resources; 211.ca site; Evaluation Tool; Reporting mechanism; CIOC improvements; Telephony structures; Standards; Variety of policies; Common processes.

Comments posted on the 211.ca website after the conference

“Just wanted to say ‘Great Job!’ to all those who worked so hard.”

“Thank you so much to those who organized the symposium. We all received great information and I personally received very good updates for my region. Thanks for your hard work. I am looking to see you

again at the next 211 Day!”

“I just wanted to say "thanks" to all who worked so hard to organize and execute the symposium. It was obvious that a lot of people have made a great deal of effort and that progress is occurring ... slowly and surely. All of those efforts have not gone unnoticed and are, I'm sure, appreciated by all who attended!”


Symposium Program

The 211 Ontario symposium provided participants with a general overview of 211 Ontario Project activities April 2004 to February 2006.

Tuesday, February 7 – 6.00 p.m. to 9 p.m. | 211 Ontario Progress Report Time Program

6:00 Registration and refreshments

6:30 Welcome: Jonquil Eyre, Project Consultation and Documentation

6.35 Welcome: Winston Tingling, Board Member, Ontario Trillium Foundation

6:45 Introductions around the room

7:00 211 - an Historical Perspective – Cheryl May, Project Administrator and Executive Director, Findhelp Information Services Questions

7:20 Project Overview - 211 Ontario Steering Committee Presentation Followed by questions at the end of the 5 presentations

I Five project areas: technology, information resources, consultation and documentation, administration and governance and working together

Kathy Kelly, Manager Information Technology, Findhelp Information Services

II Role of Inform Ontario; impact of new tools on I&R Elizabeth Macnab, President InformOntario and ED Information Windsor

III Becoming part of a 211 consolidated system – new tools and resources, accreditation and licencing

Pam Hillier, ED Community Connection, Rosanna Thoms, ED Information Niagara

IV Provincial resourcing and cost benefit study prepared by Deloitte

Bill Morris, Manager, Government Relations, United Ways of Ontario

V Fundraising and new opportunities created by 211 Alice Grottoli, ED United Way South Georgian Bay; Carol Stewart-Kirkby, ED United Way, Niagara Falls

8:15 Next steps – Outline of phase 3 - 211: Foundations for a Sustainable Future – Cheryl May, ED Findhelp Information Services

8:30 Discussion and questions – Facilitated by Jonquil Eyre

8:55 Closing


Wednesday, February 8 – 8:30 a.m. to 5:00 p.m. | 211 Ontario Progress Report

Time Program

8:30 a.m. Registration and refreshments

9:00 a.m. Welcome – Moderator – Ivan McFarlane, President Board of Directors, Findhelp Speaker – Mike Battrick, Regional Program Advisor, Citizenship & Immigration Canada

9:15 a.m. Introductions around the room

9:30 a.m. How 211 Helps – Mary Steen, 211 I&R Specialist and member of UWGT Speaker’s Bureau

9:45 a.m.

The Role of the United Way – Resourcing and Government Relations Alice Grottoli, Executive Director, United Way South Georgian Bay; Steve Lavery, Executive Director, United Way Greater Simcoe County; Bill Morris Manager, Government Relations, United Ways of Ontario; Carol Stewart-Kirkby, Executive Director, United Way Niagara Falls

10:45 a.m. Break

11:00 a.m.

Participating in the 211 System - Gains and Efficiencies of a Consolidated Approach – Executive Directors: Pam Hillier, Community Connection, Cheryl May, Findhelp and Rosanna Thoms, Information Niagara Themes: A partnership approach; What does the system look like?; System elements; Local and coordinated functions

12:30 p.m. Lunch and networking

1:30 p.m. Reference Group Reports – Moderator – Don Pollock, Board of Directors, Findhelp (i) Ottawa-Janet Whillans; (ii) Halton-Christine Berry; (iii) Windsor/London- Sheila Wisdom & Elizabeth Macnab; (iv) Thunder Bay - Marie Klassen & Jered Zieroth

2:00 p.m.

Tools and Resources Communications and Consultation – Jonquil Eyre, Communications Information Technology – Kathy Kelly, Manager, Information Technology Information Resources – John Allec, Manager, Information Resources

3:20 p.m. Break

3:35 p.m. Canadian Taxonomy – Deb Woods, Taxonomy Project Coordinator Efficiencies from a common classification system Bilingual Canadian tool with the resilience of North American usage

3:55 p.m. Next Steps Phase 3 – 211: Foundations for a Sustainable Future -- Cheryl May

4:15 p.m. Evaluation – Strengths, Learnings & Challenges – Symposium Participants. Facilitated by Ivan McFarlane. (Attachment: Evaluation Form)

4:55 p.m. Closing


6 Phase 3 – 211: Foundations for a Sustainable Future

211: Foundations for a Sustainable Future

Phase 2 of the 211 Ontario Project "211: Advancing the Provincial Consolidated System," developed a systems approach to service delivery. The outcome is a networked 211 service for Ontario, which can be scaled up to include new service regions and meet the requirements of diverse community partners. Following Toronto's example, Niagara Region and Simcoe County introduced 211 into their regions through a process of community engagement and a systems approach to service delivery. Today, Niagara, Simcoe County and Toronto work together to provide a consistent standard of service, fulfill 24/7 and multilingual criteria, and develop common messaging.

Technology has drawn independent centres together, making resource sharing and collaborative work a reality. Enhanced interoperability has the potential to realize significant benefits, and a redefinition of relationships between organizations, and more closely aligned operational procedures are underway. The database is also streamed into several specialized online resources, as represented on 211Ontario.ca.

The Phase 3 project furthers the long-term vision and growth of 211 in Ontario and builds on the advancements made to date and capacity of existing organizations. The community I&R network is founded on a history of community consultation and involvement, and operates with a high level of professional regard and trust. Phase 3, “211: Foundations for a Sustainable Future,” builds on what has been learned and achieved to date, and sets the course for a sustainable future for 211.

February 2006


Current Situation Future State Community Engagement

Community consultation has been conducted on a reactive, “as needed” basis. Not unlike other scalable initiatives, community engagement has been a critical success factor for 211. While the project is committed to community engagement, limited resources have been dedicated to the development of a proactive plan.

Community consultation is an integrated part of the 211 system. Resources will be dedicated to community engagement and alignment across regions and sectors. Engagement will focus on two areas: establishing deeper alignment between 211 partners; and linking 211 with specialized services

Bilingual Program

French is available during core hours of operation and limited resources are available in French. 211 regions are not specifically tied to a bilingual mandate, although 211 provides service in both French and English during core hours of operation

211is a bilingual system and information systems such as 211Ontario.ca have full French functionality. Outcomes will be realized in consultation with Ontario’s francophone community to ensure community engagement, relevance and utility.

Sustainable Data Partnerships

Informal Ontario I&R Data Agreements – I&R providers contribute to a centralized coordinator; however, data management is decentralized. As a result, records are duplicated, software is expensive, standards and classification are difficult to align, and significant editorial coordination is required.

Formal Ontario I&R Data Collaborative allowing multiple data partners to automatically access the central database to input local data and retrieve data for local projects.

Linkages with Volunteerism

Some linkages exist between volunteer organizations and I&R organizations. One of the overwhelming tasks of volunteer centres that are not connected with I&R organizations is that they must independently maintain databases of all the organizations that post opportunities with their centre.

Volunteer matching applications and 211 databases are interoperable.

Increased accessibility to volunteer opportunities for all individuals. Provincial and national corporations with active employer sponsored volunteer programs operated by their human resources departments will have access to accurate, up-to-date information on voluntary sector organizations and programs throughout Ontario.


Current Situation Future State 211Ontario.ca

211Toronto.ca Online Directory – Representing 20,000+ human services in the City of Toronto, publicly accessible via the Internet (at no cost) and fully searchable by topic, location and keyword.

211Ontario.ca Online Directory – Representing 60,000+ human services across Ontario, publicly accessible via the Internet (at no cost) and fully searchable by topic, geography and keyword.

211Niagara.ca and 211SimcoeCounty.ca – Representing human services in their regions (fully functional, as above) as stand alone (not networked) websites.

211 – Customizable by region – Will allow users to choose from the network to view any geographic view as a one-time or regular preference.

211 Toronto Pro (Professional) – Subscription area for users who want additional features, such as “mini Blue Book,” contact lists, advanced searching, expanded information.

211Ontario.ca Information & Referral Professional – A professional level resource including enhanced searching capability and I&R Reporting module available to organizations that provide I&R based Inquiry Services.

211 Portal Partner – Internal links into the database efficiently fulfil online directory projects with established partners and in-house project teams.

211Ontario.ca Portal Partner – Representing opportunities for multiple views of the data on partner websites and customized directories.

Classification System

Starter Taxonomy – I&R providers are committed to standards; however classification system, (InformOntario Thesaurus) has fallen out of date. Starter taxonomy in development to replace thesaurus and all providers agreed in principle to adopt.

Bilingual Taxonomy – Human services classification system for Ontario used by I&R organizations and available to all human services data managers.

I&R Community Resources

211Toronto Virtual Library, an in-house resource of time-sensitive information (i.e. seasonal information such as flu shots and West Nile, emergency and relief contacts, links to legislation) used by all I&R and human services providers in Ontario.

I&R Virtual Library, an online resource of time-sensitive information (i.e. seasonal information such as flu shots and West Nile, emergency and relief contacts, links to legislation) used by all I&R and human services providers in Ontario.


Current Situation Future State Investment in Telecommunications

211 call centre equipment and services are operating at capacity. Based on the results of the 24/7 service pilot, an investment in telecommunications will be required to enable expansion.

Telecommunications alignment across Ontario. An effective telecommunications system will support more effective and cost-efficient service.

Contact:

211 Ontario Project Manager

Contact [email protected] | 416-392-4566

211 ONTARIO 165 GLOSSARY

7 Glossary

Accredited Organizational accreditation by AIRS

AIRS Alliance of Information and Referral Systems www.airs.org

CIOC Community Information Online Consortium www.cioc.ca/index.asp

CIRS Certified Information and Referral Specialists (AIRS professional designation)

CRS Certified Resource Specialist (AIRS professional designation)

CRTC Canadian Radio-television and Telecommunications Commission

I&R Information and Referral

IM/IT Information Management and Information Technology

IR Information Resources

IT Information Technology

UWC-CC United Way of Canada – Centraide Canada

UWGT United Way of Greater Toronto

UWO United Ways of Ontario

211 ONTARIO 166 GLOSSARY

211 ontario phase 2 report

Documents

project communications

united way of canada

provincial online directories

communications principles

communications materials

cost benefit

local online directories

centraide canada