Operational
Policies and Procedures
East and West
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HISTORY OF THE DISTRICT OF PARRY SOUND ___________________________________________________ 6
ABOUT THIS MANUAL _____________________________________________________________________ 7
VALUING DIVERSITY _______________________________________________________________________ 8
RIGHTS AND RESPONSIBILITIES OF CRISIS RESPONDERS __________________________________________ 9
CONFIDENTIALITY POLICY AND PROCEDURE __________________________________________________ 10
ORGANIZATIONAL CHART 2015/16 __________________________________________________________ 12
POSITION DESCRIPTIONS POLICY AND PROCEDURE _____________________________________________ 13
EXECUTIVE DIRECTOR POSITION DESCRIPTION _________________________________________________ 14
FAMILY COURT SUPPORT WORKER __________________________________________________________ 18
CASE MANAGER: CLIENT SERVICES/COMMUNITY LIAISON _______________________________________ 21
ADMINISTRATIVE ASSISTANT ______________________________________________________________ 25
VOLUNTEER COORDINATOR _______________________________________________________________ 28
TRAUMA GROUP FACILITATOR _____________________________________________________________ 32
VOLUNTEER/ STAFF CRISIS RESPONSE POSITION DESCRIPTION ___________________________________ 35
TEAM SUPERVISOR/STAFF POSITION DESCRIPTION _____________________________________________ 37
RECRUITMENT, APPLICATION, AND INTAKE OF ________________________________________________ 39
CRISIS RESPONDERS POLICY AND PROCEDURE _________________________________________________ 39
CRIMINAL RECORD CHECK POLICY AND PROCEDURE ____________________________________________ 46
INTERVIEW POLICY AND PROCEDURE ________________________________________________________ 50
TRAINING POLICY AND PROCEDURE _________________________________________________________ 51
STANDARDIZED ACCREDITED CRISIS RESPONSE TRAINING _______________________________________ 53
PERFORMANCE APPRAISAL POLICY __________________________________________________________ 55
CLINICAL SUPERVISION POLICY AND PROCEDURE ______________________________________________ 58
TWO HAT POLICY ________________________________________________________________________ 59
EMPLOYEE/VOLUNTEER RECORDS POLICY ____________________________________________________ 60
DISCIPLINARY ACTION POLICY AND PROCEDURE _______________________________________________ 62
LEAVE OF ABSENCE POLICY AND PROCEDURE _________________________________________________ 63
REIMBURSEMENT OF EXPENSES POLICY AND PROCEDURE _______________________________________ 64
DRESS CODE ____________________________________________________________________________ 64
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GIFTS AND GRATUITIES FROM OR TO VICTIMS _________________________________________________ 64
HEALTH AND SAFETY POLICY AND PROCEDURE ________________________________________________ 65
DRIVING/TRANSPORTATION POLICY AND PROCEDURE __________________________________________ 66
VICTIM ASSISTANCE SERVICE CYCLE _________________________________________________________ 68
VICTIMS WITHIN THE MANDATE ____________________________________________________________ 69
VICTIMS OUTSIDE THE MANDATE ___________________________________________________________ 69
FAMILY NEEDS __________________________________________________________________________ 69
POLICIES AND PROCEDURES FOR BEING ON-CALL ______________________________________________ 70
SAFETY WHILE ON CALL ___________________________________________________________________ 73
INDIVIDUAL CASE MANAGEMENT/SAFETY PLANNING __________________________________________ 76
FRENCH LANGUAGE SERVICES POLICY AND PROCEDURE _________________________________________ 79
RESOURCE DIRECTORY POLICY AND PROCEDURE _______________________________________________ 80
MEDIA RELATIONS POLICY AND PROCEEDURE _________________________________________________ 80
RELATIONS WITH OTHER AGENCIES _________________________________________________________ 80
EMPLOYEE/VOLUNTEER RECOGNITION POLICY AND PROCEDURE _________________________________ 81
GREEN EARTH POLICY AND PROCEDURE ______________________________________________________ 82
PAID STAFF ON-CALL POLICY AND PROCEDURES _______________________________________________ 83
VULNERABLE PERSON DATABASE FOR AT-RISK PERSONS ________________________________________ 85
VPD CONFIDENTIALITY POLICY _____________________________________________________________ 86
VULNERABLE PERSONS DATABASE: UNDERSTANDING CONFIDENTIALITY ___________________________ 91
VULNERABLE PERSONS DATABASE: CONSENT TO THE COLLECTION, USE AND DISCLOSURE OF PERSONAL
INFORMATION __________________________________________________________________________ 92
EMERGENCY ANIMAL RESPITE PROGRAM ____________________________________________________ 94
GENERAL RECORD RETENTION POLICY AND PROCEDURE ________________________________________ 95
RETENTION AND DESTRUCTION OF CLIENT FILES _______________________________________________ 97
FILE RETENTION CHECKLIST _______________________________________________________________ 103
ANTI-HARASSMENT/ANTI-OPPRESSION POLICY _______________________________________________ 105
PANDEMIC CONTINUITY POLICY AND PROCEDURE ____________________________________________ 109
BE IT ENACTED AS A BY-LAW OF THE CORPORATION ___________________________________________ 112
FINANCIAL MANAGEMENT _______________________________________________________________ 132
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E
ast &West EWPSVSis a community-based service, which provides short-term emotional support and practical
assistance to individuals effected by crime, trauma, and tragic circumstance. Referrals are received from police,
fire, and hospital personnel. The services can also be accessed directly by an individual needing assistance. Crisis
responders provide for the persons immediate needs and referrals to existing community services if long-term support is
required.
Specially trained crisis responders are on-call twenty-four (24) hours a day, seven (7) days a week to provide assistance.
Upon consent of the person(s), crisis response will render whatever emotional support or practical assistance is needed.
The objective of the service is to lessen the trauma of being victimized, help the individual cope with the impact of crime
or tragic circumstance, and encourage them to connect with other services that provide counselling, financial assistance,
housing, compensation, medical or legal services, as appropriate. As well, it allows the first responders to be available to
attend to other occurrences sooner. A victim service also facilitates opportunities for the community to become more
involved in dealing with the effects of crime and in mobilizing crime prevention.
This manual was developed in order to assist East & West EWPSVSBoard of Directors, staff, volunteers, and community
partners in the operation of this vital community service.
HISTORICAL CONTEXT
O
ver the past two decades, concern has grown in Canada for the rights and needs of the victims of crime. It has
been recognized that more should be done to address the needs of victims of crime, tragic circumstance and
disaster in the Province of Ontario.
To demonstrate this commitment to victim needs, Victim Crisis Assistance and Referral Service (VCARS) was established
as a pilot project in 1987 by the Ministry of the Solicitor General with funding coordinated by the Ontario Women's
Directorate through the Ontario Government's Joint Family Violence Initiative.
The pilot was a police, community-based program using specially trained volunteer crisis responders to deliver the
victim service, dealing exclusively with the short-term needs of the victim, and was framed on the crisis intervention
model. The pilot project was launched in three sites: Brant and Frontenac Counties and Southern Algoma District. The
sites chosen were very diverse in their geographical and social service structure but similar in population. They
represented three different regions in Ontario, specifically in the eastern, western, and northern regions of the province.
The pilot project was four years in duration with flexibility built in for start-up time and evaluation. VCARS was designed
to serve the immediate crisis needs of any individual who came into contact with the police and whom the attending
director determined could benefit from the service. It was anticipated that the services would focus on victims of
spousal assault and other crimes with significant impact; as expected, a large number of the victims have been women
who are the victims of domestic violence and sexual assault.
The VCARS pilot project had considerable impact in a number of areas. Perhaps most significantly, it demonstrated that
multiple police jurisdictions could be serviced by a central community-based location. As well, it illustrated that victim
services can be provided primarily by volunteers.
These two factors together provide ample evidence that appropriate models for victim services can be developed within
reasonable resource boundaries, and within the parameters of community policing philosophy.
The comprehensive review of the VCARS evaluation indicates that the model has proven capable of significantly
reducing the trauma and surrounding consequences of victimization. Moreover, the secondary victimization of
individuals by the criminal justice system has been reduced as the skills required to handle these circumstances have
been enhanced.
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HISTORY OF THE DISTRICT OF PARRY SOUND
I
n early 1997, an information meeting was held at the North Bay City Police Headquarters to explain the Victim Crisis
Assistance and Referral Service (VCARS) and to explore the possibility of seeking funding for the North Bay and
surrounding areas. A Steering committee was established and submitted a proposal to establish VCARS in North Bay.
The service area was vast in order to capture the population numbers that were needed to justify funding. It was
determined after a number of meetings that expansion to Parry Sound would not happen for three to five years.
VCARS Near North did receive funding in early 1998, and an office was set up in the North Bay City Police Headquarters.
In the spring of 1998, it was identified that implementation of a Parry Sound site could not wait. Letters of support
urging VCARS Near North to move forward were secured from several agencies.
It is important, at this point, to list those who supported this initiative: The Parry Sound Police Services Board, Parry
Sound Town Council, Carling Township Council, Sequin Township Council, McDougall Township Council, The Kinsmen
Club of Parry Sound, The Rotary Club of Parry Sound, The Optimist Club of Parry Sound, The Parry Sound Lions Club, The
Children’s Aid Society, The Government of Shawanaga First Nation, The West Parry Sound Health Centre, and Parry
Sound Community Policing.
At this point, discussions began with the Ministry to establish an independent agency in Parry Sound. A Steering
committee was established and proposal was submitted. With assistance from our local Member of Provincial
Parliament, Norm Miller, confirmation was received in June 2001 that West Parry Sound VCARS was approved for full
funding. West Parry Sound VCARS was incorporated August 22, 2001.
The founding Board members were: Rev. Larry Freeman (Chair), Tracey Pawis, Kathy Absolon, Brian Middaugh, Detective
Constable Kim Wright, Constable Alex Zyganiuk, Staff Sergeant Irving Sloss and Joanne Scott.
The West Parry Sound VCARS expanded its service delivery area in 2006 and became the District of Parry Sound Victim
Crisis Assistance and Referral Service (referred to as East & West Parry Sound Victim Services). The organization now
provides services to the entire District of Parry Sound with offices in Parry Sound and Burk’s Falls.
The primarily rural area covers over 9,222 square kilometers and includes a portion of Highway 400 (formerly 69), a
heavily traveled highway, which is currently in the process of being twinned.
In general, it can be said that the area is economically depressed, with higher than average unemployment, seasonal
work and low family income. The main industry in the District of Parry Sound area is tourism.
The permanent population of the District of Parry Sound is approximately 40,918. The composition of this population
includes five First Nations communities: Wasauksing, Shawanaga, Magnetawan, Henvey Inlet, and Moose Deer Point.
The First Nation are patrolled by Anishinabek Police Services (APS).
English represents 93% of the population; French 1.5%, and 6.5% list other languages.
An important factor in the population figures for District of Parry Sound is that the area is subject to extreme
fluctuations in peak periods through the year, with the transient population swelling to 60,000. Of course, these nonresidents, without their accustomed support services, have potentially even greater need for victim services.
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ABOUT THIS MANUAL
T
his manual is adapted from the Victim Crisis Assistance and Referral Service Policy and Procedure Manual developed by
the Ministry of the Solicitor General and Correctional Services, Victim Services of Nipissing District, Caledon/Dufferin
Victim Services, Victim Services Wellington and from the Near North VCARS Policy and Procedures Handbook. Aspects of
this manual are unique to East & West Parry Sound Victim Service, while other sections have been taken from the above
sources.
We wish to acknowledge the long hours and work that obviously went into the drafting and development of the original
documents and the people who worked on it.
GOALS AND OBJECTIVES
East & West EWPSVSprovides initial support and referral services to people affected by crime, trauma, and tragic
circumstances in partnership with police, fire, paramedic services, Emergency Management Organizations, medical emergency
services and community services. The primary goal is to ensure that those who are affected receive immediate support
subsequent to their involvement with emergency service providers.
SPECIFIC OBJECTIVES
To assist individuals affected by of events such as robbery, break and enter, sudden death, domestic violence and sexual
assault, and/or other tragic circumstances including fire, and provide emotional and practical assistance and referrals to related
community agencies, in order to limit the effect of the crisis and more quickly return their lives to a degree of normality.
1. To offer short-term emotional support and information. If further, longer-term support is needed, referrals will be made to
appropriate agencies.
2. To develop and maintain the capacity to connect people to appropriate community services by providing information and
referral options in the community (i.e. counselling, legal aid, criminal injuries compensation, and crime prevention
programs) to meet their longer-term needs.
3. To make the service available to all police, fire and emergency services in the District of Parry Sound
4. To make crisis assistance available to individuals in the District of Parry Sound on a twenty-four (24) hours a day, seven (7)
days a week basis.
5. To recruit, train, and coordinate a corps of crisis responders to effectively deliver victim services.
6. To enhance the ability of first responders to meet the crisis needs of victims by making them aware of East & West Parry
Sound Victim Service, its benefits, and proper use.
7. To reduce the negative impact of victimization by providing emotional support, information, practical assistance, and
immediate referrals to community services.
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VALUING DIVERSITY
E
ast & West EWPSVSwill not discriminate against anyone based on gender, marital status, sexual orientation, age, religion,
family status, physical or mental disability, race, ethnic background, creed, or national origin.
People who indicate an interest in becoming crisis responders need to be screened and trained before beginning their
assignment. Character qualities sought after are dependability, maturity, stability to fulfill commitments, ability to take
direction, good judgment, calmness in dealing with crises, ability to put the needs of others first, and comfort with dealing with
a variety of people. Special attributes of value to the service are knowledge of different languages and cultures and special
skills.
In recognition of the diversity in our communities, the Executive Director or Designate will try to ensure in his/her selection of
crisis responders that those of specific cultural or ethnic background or those who offer a second language will be recruited as
appropriate to the community needs.
Building sensitivity toward diverse needs and issues will be included in the crisis response training. When making referrals to
local resources, an attempt will be made to utilize appropriate ethno-specific services where they exist.
When there is a need to provide linguistic service other than English arises, the East & West EWPSVSwill attempt to ensure that
language is not a barrier and that linguistic services will be available whenever possible.
East & West EWPSVSoffers its crisis responders the opportunity to work, learn, and provide services in an atmosphere of
respect, cooperation, and understanding. It is incumbent upon East & West EWPSVSBoard Members, staff and Crisis
responders not to condone or tolerate behaviour, which constitutes harassment in the workplace. East & West EWPSVSis
committed to affording everyone an environment free of harassment.
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DEFINITION OF A VOLUNTEER
A ‘volunteer’ is anyone who without compensation or expectation of compensation performs a task
at the direction of and on behalf of the agency. A volunteer must be officially accepted and enrolled
by the agency prior to performance of tasks. Volunteers shall not be considered as employees of the
agency.
RIGHTS AND RESPONSIBILITIES OF CRISIS RESPONDERS
C
risis responders are an important and valued resource to this organization. Crisis responders with East & West EWPSVS
have certain rights and responsibilities.
RIGHTS
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To be treated with respect and dignity
To receive appropriate orientation, training, and continuing education
To be given an assignment that best meets one’s skills, needs, interests, and abilities
To be informed about the organization’s directions and activities
To receive recognition for work done
To work without discrimination because of race, ancestry, place of origin, ethnic origin, colour, citizenship, creed,
sex, sexual orientation, age, marital status, family status, or disability
RESPONSIBILITIES
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To be sincere in the offer of service and believe in the value of the job to be done
To be willing to learn and participate in the orientation and training programs
To carry out duties promptly and reliably, maintaining appropriate lines of communication
To maintain the credibility and integrity of the organization
To be considerate, respectful of others and work as a team member
To provide feedback, suggestions and recommendations that will increase the organization’s effectiveness, as well
as personal satisfaction
Respect all confidential information and comply with the confidentiality policy
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CONFIDENTIALITY POLICY AND PROCEDURE
C
risis responders are responsible for maintaining strict confidentiality of all information – verbal, written, or otherwise
obtained – in all their activities with East & West Parry Sound Victim Service. Information about individuals or their
circumstances or the procedures and actions of police and emergency services must never be shared or discussed with
persons outside of East & West Parry Sound Victim Service except in the course of judicial proceedings.
Crisis responders are required to sign a Pledge of Confidentiality. Compliance with this agreement is a condition of the
individual’s participation in the East & West EWPSVS program. Failure to maintain confidentiality will result in termination of
the individual’s relationship with this organization.
EXCEPTIONS TO CONFIDENTIALITY
There are some situations where, for reasons of safety or legal responsibility, crisis responders must disclose information
regarding service provision.
SUSPECTED CHILD PROTECTION CONCERNS
All employees/volunteers, and other personnel working with the East & West EWPSVSmust adhere to all provincial legislation
guiding the mandatory reporting requirements relating to suspected child abuse/neglect. The victim will be informed of such
reporting, unless there is a concern that this information will put the child at further risk. The date and time of the report will
be noted on the Client Contact sheet in the “Additional Information” box.
DANGER TO THE VICTIM OR THE PUBLIC
Information will be disclosed to the appropriate authorities for the protection of an individual or the public who may be
at risk of imminent harm. Efforts shall be taken to inform the individual that such information must be released. No
information will be released without the knowledge of and consultation with the Executive Director or Designate.
LEGAL PROCEEDINGS
Where, at the discretion of the Executive Director or Designate or their designate, it is necessary and advisable to do so,
the victim shall be informed that the information given to crisis responders may be required to be disclosed in a court of
law if the crisis responders or EWPSVS are under a court order to do so.
ELDER ABUSE
Health care professionals inclusive of crisis responders, social workers, and drugless practitioners must report, even if
the information is otherwise confidential, and who knows or has reasonable grounds to suspect that an elder has been
harmed or might be harmed by:
• Improper or incompetent treatment or care,
• Abuse of an elder by anyone,
• Neglect of an elder
• Illegal conduct,
• Misuse or fraud of an elder’s money.
PROCEDURE TO INFORM OF CONFIDENTIALITY
Every opportunity is taken to emphasize the importance of confidentiality through:
 Handbook – the On Call handbook includes a section on confidentiality;
 Orientation – confidentiality is discussed during orientation. An explanation of the need to protect an individual’s’ rights
and legal implications of improper release of information is given;
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Position Descriptions – a statement stressing the importance of confidentiality is included in each position
description; and
Training – confidentiality is emphasized during training.
PLEDGE OF CONFIDENTIALITY
I, ________________________________________, in my capacity with East & West Parry Sound Victim Services, do
promise and swear that except in the course of judicial proceedings or as required by law, I will not disclose or
communicate or convey or allow to be disclosed, confidential information whatsoever attained by me in or about the
performance of my duties, or by virtue of my position with East & West Parry Sound Victim Service. I further promise
and swear that I will not allow any unauthorized person or persons to inspect or have access to any written statement,
record, roll, return, correspondence, plan, photograph or any other paper or document of private or confidential nature
of which I have knowledge or charge or over which I have control and I will consequently endeavor to prevent any
person from so inspecting or having access to any such information as aforesaid.
Signature of Volunteer
Date
Signature of Executive Director or Designate
Date
Signature of Witness
Date
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EAST & WEST EWPSVS
ORGANIZATIONAL CHART 2015/16
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POSITION DESCRIPTIONS POLICY AND PROCEDURE
E
veryone requires a clear, complete, and current description of the duties and responsibilities of the position, which they
are expected to fill. Therefore, each position will have a written position description. Position descriptions should be
reviewed and updated at least every three (3) years, or whenever the work involved in the position changes substantially.
The position descriptions should address the following:
Position Title
Position Summary & Objectives
Date (and revision date)
Primary Responsibilities/Duties
Reports to
Qualifications
Working Conditions
Everyone working with E&WPSVS will be introduced to their position description in advance of assignment. A hard copy of
each position description will be provided.
Positions may be created for accredited crisis responders who request or exhibit an interest in doing administrative work in
addition to their crisis responder role. These positions may also be made available for accredited crisis responders who for
personal or health reasons are unable to respond to crisis calls but want to contribute their time in a less stressful or physically
demanding environment.
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EXECUTIVE DIRECTOR POSITION DESCRIPTION
No lieu hours; No record of hours worked to be kept
40 hours/week - reports to the Board of Directors
MAJOR RESPONSIBILITIES:
SUPERVISION
 Leading, developing, managing and motivating a diverse team
 Ensure compliance with the agency’s financial and administration policies and procedures
 Oversee the administration and functioning of all agency locations
 Responsible for human resource matters and personnel files
 Annual job description review to ensure appropriateness
 Plan and organize professional development opportunities for Board, staff and crisis response
volunteers
 Facilitate regular Board, staff and volunteer meetings
 Conduct annual performance appraisals of staff/volunteers
 Attend all meetings, trainings to assess programs, suitability, interest levels, participation, etc.
 Delegation of work and tasks
FINANCIAL
 Full financial accountability for budgets, proposals, and submissions to funders and board including
planning, forecasting, and full reporting
 Compile year end data for accountant
 Authorize all expenditures in accordance with agency policy
 Prepare funding proposals, grant applications
 Plan and participate in fundraising and planned giving ventures
 Monitor agency’s financial status on a continuous basis
 Responsible for petty cash
 Responsible for the setting of staff remuneration contingent on budget
 Responsible for payroll, deductions
 Submit financial statements to Board, funders
 Work closely with auditor
 Liaise with bank, financial institutions,
 Assign financial tasks to bookkeeper
 Projects cash flow with accuracy to enable purchase/withdrawal of short term investments
 Ensuring prompt and timely payment of accounts payables
 Set up bank account(s) for special, large projects
 Dispersal of funds of the agency
 Ensure sufficient funds are available to settle payroll and debts
 Maintain adequate bookkeeping system by following accepted accounting practices and ensuring proper
records of all financial transactions
 Responsible for issuance of charitable tax receipts
 Financial records retention in a safe and confidential manner
 Short term investments
 Purchasing
ADMINISTRATION, DOCUMENTATION, AND REGULATION
 Develop policies and procedures for the agency for approval by the Board of Directors
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REPORTING
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Establish protocols
Process correspondence
Responsible for the management of property
Responsible for an inventory system to track location & condition of equipment, supplies, etc.
Design artwork for printers, promotional items
Prepare public relations materials and editorials for the agency
Organize the Annual General Meeting
Ensure all contracts are monitored and updated regularly
Ensure compliance with any Ministry or other funder’s requirements
Ensure complete documentation of all Board meetings, committee meetings
Ensure complete documentation of all staff involving Canada Customs, UIC, CPP, Taxation, etc.
Provide accurate and comprehensive statistical information and data
Maintenance of Membership Records (Board & volunteer)
Communication with data base consultants re security and operations of equipment
Preparation of all Reports to multiple funding bodies
Preparation of Annual General Report
VICTIM RESPONSE
 Advocacy for individuals accessing the system
 Provide support and information as appropriate
 Review cases and case activities with crisis responders
 Provide support of cases that are deemed “extremely sensitive” by police
PLANNING AND EVALUATION
 Develop an annual plan consisting of objectives, activities and resources
 Evaluate programs on an ongoing basis, making changes as needed
 Continue to plan new policies and procedures for the agency for approval by the Board of Directors
 Assist in the planning of social activities that will enhance strong ties to the agency
 Devise Outcome Measurement tools
 Establish evaluation tools
 Analyze monthly statistical reporting
 Computer systems
PROFESSIONAL INTERACTIONS
 Liaise with all provincial VCARS and Victim Services operations
 Liaison between staff, volunteers and Board of Directors
 Liaise with police chiefs, police, crown’s office, VWAP, social service agencies, public, funding bodies,
etc.
 Represent agency on Ontario Network of Victim Service Providers committees
 Represent agency on external community committees and subcommittees
 Frequent contact with bank manager, insurance agent, professional consultants, media, politicians,
lawyers, auditor, financial contributors, suppliers, printer, computer technician, data base developers,
web designers, etc.
 Work collaboratively with funders and respond to their varied requests for information in a timely
fashion
TRAINING, EDUCATION AND DEVELOPMENT
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Ensure all staff and crisis responders are adequately trained and qualified for the duties to which they
are assigned
Develop a budget and plan for training
Plan Strategic Planning Sessions for Board
Offer appropriate educational/training opportunities as budget permits
Education through advocacy to heighten public awareness
Attendance at training opportunities
Collaboration with other service providers to take advantage of training opportunities through grants,
etc.
Encourage professional development as budget permits
BOARD OF DIRECTORS
 Assist in the development of the Board of Directors
 Accountable to the Board
 Continue to plan new policies and procedures in conjunction with Board
 Distribution of Board packages consisting of statistical, financial and other pertinent materials prior to
and at the Board meeting
 Assist the Board in the planning of meetings, special functions, etc.
 Attendance at all meetings of the Board as requested
 Answer queries of Board Member
 Keep Board informed of issues, challenges, problems
 Make recommendations and provide input
 Prepare reports and provide assistance and direction as required
 Advise the Board of matters involving conflict of interest, possible liability, and other matters considered
a serious nature
 Ensure Board Members submit to criminal reference screening
 Provide financial reimbursement for out-of-pocket expenses to Board members
 Compose correspondence on behalf of the Board of Directors
 Ensure Board is made aware of new legislation, policies and other issues which may impact the agency
 Other duties as requested by the Board
COMMUNITY INVOLVEMENT
 Responsible for media relations
 Community partner in grant applications and collaborative projects
 Represent the agency on various community committees
 Public appearances receiving donations etc.
SPECIAL PROJECTS & ASSIGNMENTS
 Special projects and assignments as opportunities present themselves
SKILLS & QUALIFICATIONS:
M INIMUM OF A POSTGRADUATE DEGREE IN BUSINESS , FINANCE , ADMINISTRATION , OR EQUIVALENT
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Strategic planning, liaison, mediation and negotiation skills demonstrated in a community setting
Time, change management and priority setting skills, with ability to work in a fast-paced and
demanding environment
Management and financial acumen with multiple budgets
Excellent communication and relationship building skills
Strong leadership skills
Excellent supervisory skills
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 Excellent interpersonal skills
 Very good management skills
 Good computer skills
 Enhanced report writing skills
 Strong analytical and statistical skills
 Fund raising experience
 Knowledge of police services, judicial system, social service network, funding bodies
 Exemplary problem solving skills
 Above average organizational skills
 Planning and evaluation experience
 Team player, but can work independently
 Continuous multi task ability
BEHAVIOUR
● Strong leadership
 Dedicated
 Professional
 Idea oriented
 Flexible
 Trustworthy
 Resourceful
 Adaptable
 Excellent judgment
 Sound common sense
 Decisive
 Detail oriented
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FAMILY COURT SUPPORT WORKER
Accountable to:
Responsible for:
Location:
Executive Director
No directly managed staff
The Recipient will provide direct services and support to domestic violence victims involved in
the family court process throughout the District of Parry Sound.
KEY WORKING RELATIONSHIPS:
The Recipient will work collaboratively with existing services for individuals affected by domestic violence to ensure that
they have access to that supports they need at every stage of the court process. The Family Court Support Worker will
work to facilitate the victim’s understanding of, and passage through, the family court system.
TERMS OF EMPLOYMENT : 12 MONTH CONTRACT WITH RENEWAL CONTINGENT UPON FUNDING APPROVAL
SALARY : $20.00/hr. plus CPP (4.95%), EI (2.492%) WSIB (1.06%)
ANNUAL LEAVE:
Employees of District of Parry Sound Victim Crisis Assistance and Referral Services shall be entitled to the following 12
statutory holidays: New Year’s Day, Civic Holiday, Family Day, Labour Day, Good Friday, Remembrance Day, Easter
Monday, Thanksgiving Day, Victoria Day, Christmas Day, Canada Day, Boxing Day
Vacation pay compensation shall be based on 4% of total wages calculated from the first day of employment.
JOB SUMMARY:
TO PROVIDE DIRECT SERVICE TO ASSIST INDIVIDUALS AFFECTED BY DOMESTIC VIOLENCE , WHO ARE INVOLVED IN
THE FAMILY COURT PROCESS . THIS WILL INCLUDE INDIVIDUALS CURRENTLY INVOLVED IN A FAMILY COURT
PROCEEDING OR THOSE PREPARING TO ENTER THE COURT SYSTEM .
The overall objectives of the Family Court Support Worker Program are to:
i.
Provide supports primarily for individuals affected by domestic violence involved in the family court process.
ii.
Enhance his/her safety by reducing the risk of future violence.
iii.
Increase the individual’s access to services and supports.
iv.
Build the core competencies of service providers to support individuals who are abused and involved in the
family court system
MAIN DUTIES AND RESPONSIBILITIES:
The Recipient will be required to:
i.
Provide information to the individual about the family court process.
ii.
Assist him/her in recording the history of abuse for court documentation.
iii.
Provide the individual with safety planning and referrals for risk assessments where appropriate and assist
with safety planning related to court attendances.
iv.
Provide a needs assessment.
v.
Assist through the legal aid process.
vi.
Support the individual to follow through on requests received from lawyers.
vii.
Debrief and discuss court outcomes, lawyer appointments, Family Law Information Centre meetings,
consultations with duty counsel and next steps.
18 | P a g e
viii.
ix.
x.
xi.
Refer to specialized services (both domestic violence-specific and culturally relevant services) in the
community.
Communicate with criminal court-based services, such as the Victim/Witness Assistance Program, where
appropriate and in accordance with an appropriate protocol.
Communicate with other family court-based services and referral sources to ensure seamless delivery of
appropriate information and support.
Accompany to a court proceeding, where appropriate.
CASE MANAGEMENT
xii.
xiii.
xiv.
xv.
xvi.
xvii.
To be responsible to the Executive Director for the management of work schedules, record keeping and
other administrative requirements.
To manage cases in accordance with the District of Parry Sound Victim Service policies and procedures.
To keep up to date with changes in legislation, Court Rules, policies, procedures and best practice
developments.
To participate in training and development programmes in line with the agreed individual personal
development plan and Ministry requirements.
To work as a team member and contribute to the overall effectiveness of the service.
To provide management information on workloads and practice performance as required and use IT
effectively to support service delivery.
GENERAL
xviii.
xix.
xx.
xxi.
xxii.
xxiii.
To participate in regular individual meetings with the Executive Director for the management of
performance.
To take responsibility for continuing professional development.
To contribute to the wider planning of District of EWPSVSas required.
At all times to act in accordance with relevant legislation, District of EWPSVSpolicies and procedures.
To ensure that practice and engagement with others is free from discrimination and adheres to equal
opportunities legislation and District of EWPSVSpolicies.
To be seen to act as an effective representative for District of EWPSVSand to act at all times in a professional
manner conducive to promoting a positive District of EWPSVSimage.
This job profile is not a definitive list of responsibilities but identifies the key components of the role. Additional duties may be
assigned as required by the Executive Director
QUALIFICATIONS
Post-secondary education in a related field of study
EXPERIENCE
Experience in working with families at risk of domestic violence
Experience working with a range of professionals and agencies.
Experience addressing the unique needs of Francophone victims, Aboriginal victims, victims with disabilities,
and other diverse populations.
Experience working within the justice sector (e.g. family and criminal proceedings)
KNOWLEDGE
Extensive knowledge of community agencies and services that address the specific needs of all victims of domestic
violence.
General knowledge of Federal and Provincial legislation such as the Courts of Justice Act, Criminal Code of Canada,
Youth Criminal Justice Act, Family Law Act, Divorce Act, Inter-jurisdictional Support Orders Act, and Family
Responsibility and Support Arrears Enforcement Act, among others, to understand the nature of court proceedings and
related legal requirements and processes
Knowledge of court practices, procedures and directives
Knowledge of intervention and evidence based social work practice.
Knowledge of computer software packages such as MS Word, MS Outlook, Excel,
19 | P a g e
SKILLS
Ability to act as representative for the organization and its services.
Analysis of complex information.
Ability to work flexible hours Working with conflict.
High standard of oral presentation in both official languages (preferred)
High standard of written presentation.
Integrating diversity and equal opportunities into practice.
Planning and completion of work to agreed timescales.
Negotiating solutions. Joint working with a range of professionals and agencies
Professional flexibility and openness to challenge and learning.
IT literacy in the use of Microsoft Office and the potential to develop skills further
Must have reliable transportation and a valid Ontario Driver`s Licence.
20 | P a g e
CASE MANAGER: CLIENT SERVICES/COMMUNITY
LIAISON
The case manager will provide services and support to individuals affected by crime and/or tragic circumstances who
have been referred to East and West Parry Sound Victim Services. He/she will have specialized knowledge of victim
services and expertise in supporting individuals affected by crime and/or tragic circumstances.
GENERAL DESCRIPTION:
This full-time employee (37.5 hours per week) is responsible for maintaining a caseload of victims/survivors of crime
and/or tragic circumstance who are in need of short-term crisis intervention, emotional and grief support, advocacy, and
appropriate referral sources for continued long-term needs.
To work collaboratively with community, legal, financial, and medical systems to provide support, advocacy,
accompaniment and guidance to individuals affected by crime and/or tragic circumstances.
Work in conjunction with other Victim Services staff and volunteers to provide consultation and support to victims
where needed.
PRINCIPLES
•
•
•
In accordance with the Victims’ Bill of Rights, 1995, individuals of crime should be treated with courtesy,
compassion, and respect for their personal dignity and privacy.
EWPSVS is committed to empowering individuals to help themselves. It recognizes that the individual is the decisionmaker and will be supported to make informed decisions
EWPSVS will contact individuals only when there is a request for service from police, another service provider or the
individual
COMPENSATION:
•
•
•
$18.00/hr X 37.5 hrs/week = $35100.00/ year plus benefits $4388.21 (CPP 4.95%, EI 2.492%, WSIB 1.08%, vacation
pay 4.0%)
No lieu hours; No record of hours worked to be kept
Work hours will be adjusted based on call scheduling. Flexible work arrangements are negotiable
DUTIES:
Delivery of a menu of services designed to:
• Provide crisis intervention, emotional support, practical assistance, information and referrals to individuals age 12 or
older affected by crime and tragic circumstances.
• Addressing immediate safety concerns and reduce the likelihood of further harm by helping an individual identify
and address safety issues
• Assist individuals to identify their needs and concerns, and develop strategies to address them
KEY POSITION FUNCTIONS:
Assessments of individuals affected by crime and/or tragic circumstance to identify their most urgent needs, appraise the situation,
and listen to their concerns
21 | P a g e
•
•
•
•
•
Utilizing independent judgment, conduct individual needs assessments on individuals affected by crime and/or
tragic circumstances for emotional support, advocacy, information, and referrals, implementing beneficial
interventions based upon those assessments.
A needs assessment shall be offered to individuals of crime and vulnerable individuals of a tragic circumstance.
Appointments are to be arranged at the individual’s convenience and will ideally take place in a program office
during regular business hours.
Where it is not possible for the individual to travel to the office, the interview may take place at an alternate
location provided safety and confidentiality can be maintained or by telephone.
Maintain current assessment of individuals coping and need for further referrals.
DEVELOP A DETAILED PLAN OF ACTION TO MEET THE IDENTIFIED NEEDS , SET GOALS , AND FIND NECESSARY RESOURCES TO MEET THE
GOALS
•
•
•
•
•
•
•
Based upon assessment, create and implement a tailored case management action plan (a personalized service
plan), which may include grief support assistance, crisis intervention, referrals for long-term counseling and other
basic needs.
May provide accompaniment to justice proceedings as appropriate.
Provide advocacy by assisting in the protection and exertion of victims/survivors rights and educating others about
the criminal and civil justice systems.
Follow-up with individuals to ensure the services were beneficial and that their needs are still met
Keep comprehensive records of individuals’ progress throughout the process, including every call, referral, and
contact.
Consult with other external agencies to provide support services and resources
Refers primary and secondary victims to appropriate internal and external services to include: medical treatment,
compensation assistance, legal support, therapeutic needs, shelter, social and educational needs
CONDUCT COMMUNITY NEEDS ASSESSMENTS AND ANALYSE RESULTS TO DETERMINE THE DEVELOPMENT, FACILITATION, AND
IMPLEMENTATION OF APPROPRIATE VICTIM SERVICES, PROGRAMS AND EVENTS .
•
•
•
Have extensive knowledge of the services available in each community served, which will include
o maintain an up to date list of resources for each community served,
o be aware of the eligibility criteria for the services,
o have knowledge of the accessibility capabilities of these services and supports, and
o have up to date information about any wait lists for service that exist.
Utilizing analysis of community needs assessment, establish and utilize a network of key individuals, and social
service systems to facilitate assistance for victims/survivors.
Collect and maintain community resource information to share with victims and other Victim Services employees
and volunteers.
Work closely with stakeholders to facilitate open communication and a seamless referral process
•
•
RESPONSIBLE FOR PROGRAM AND ADMINISTRATIVE DUTIES, SUCH AS SCHEDULING MEETINGS AND DOCUMENTING OBSERVATIONS .
•
•
•
•
May participate in creating budgets, and updating policies and procedures.
Other duties may include documenting, maintaining and reviewing records.
Availability for several 24-hour on-call shifts per month to support the 24/7 Victim Service Crisis Response
Continues to grow and seek professional development opportunities for individual position(s) and organization
22 | P a g e
RESPONSIBLE FOR DESIGNING, ORGANIZING, MODIFYING, INSTALLING, AND SUPPORTING EWPSVS WEBSITE .
• Generate and update website content (products, content, promotions)
• Work with EWPSVS staff and volunteers to build traffic via the website
• Plan, define and implement website changes and functional improvements
• Monitor key performance indicators on the website and develop plans to improve them
• Update information and content on the website
• Create banners, images, promotions etc. for display on the website (using products like Photoshop)
• Update content managed areas (copy & artwork)
• Investigate and report any operational/technical issues arising
• Scope and document ongoing website functional projects /improvements
• Test and deploy functional projects /improvements
• Liaise with Executive Director regarding the day to day management of the website
• Liaise with internal resources regarding the day to day management of the website
• Evaluate approaches & strategies to improve website
•
RESPONSIBLE FOR THE OVERALL DIRECTION , COORDINATION, IMPLEMENTATION, EXECUTION, AND CONTROL OF THE VICTIM QUICK
RESPONSE PROGRAM, VULNERABLE PERSONS DATABASE , FINANCIAL ABUSE SUPPORT TEAM, AND THE EMERGENCY ANIMAL RESPITE
SERVICE ENSURING CONSISTENCY WITH ORGANIZATIONAL STRATEGY , COMMITMENTS AND GOALS
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Ensure that program activities operate within the policies and procedures of the organization
Ensure that program activities comply with all relevant legislation and professional standards
Develop forms and records to document program activities
Assist in the collection and maintenance of records for statistical purposes
Provide appropriate program related training in accordance with organizational standards
Communicate with clients and other stakeholders to gain community support for the program and to solicit input to
improve the program
Liaise with other staff to ensure the effective and efficient program delivery
Coordinate the delivery of services among different program activities to increase effectiveness and efficiency
Establish and maintain relationships with third parties/vendors
Coordinate internal resources and third parties/vendors to support execution of projects
Ensure that all projects are delivered in a timely manner, within scope and within budget
Ensure resource availability and allocation
Successfully manage the relationship with stakeholders
Create and maintain comprehensive project documentation
Other duties as assigned.
REQUIREMENTS
Case managers typically need to have college diploma or bachelor's degree in human services, social work, psychology or
other health-related field with a minimum of one year of experience in victim advocacy (specifically case management)
and/or grief support work (specifically bereaved individuals due to death)
•
•
•
•
Equivalent experience that includes a minimum of 5 years of experience in victim services.
Additional education requirements may include advanced courses in crisis intervention, mental health and
victimization.
Demonstrated commitment to social justice, anti-oppression, and/or ending gender-based violence
Demonstrated desire to work with crime victims and ensure they receive the services they need
23 | P a g e
•
•
•
•
•
•
•
•
•
Experience working for marginalized communities and crime victims
Experience working in the nonprofit arena
Excellent interpersonal and oral/written communications skills; ability to establish rapport with individuals in
difficult situations; and high level of customer service initiative required.
Ability to network and develop relationships with community agencies.
Proficient in use of the computer to include MS Office products and databases.
A reputation for integrity, dependability, and professionalism partnered with ethical behavior and respect for
confidentiality are a must in this position.
Reliable transportation is required along with a flexible schedule.
On call shifts will be required
Bilingualism in both official languages is preferred.
OTHER
•
•
•
•
•
To attend and contribute to team meetings, team facilitation and forward planning events that are organisationwide
To conduct all work in a way that reflects the aims and principles of the participants, in particular policies on Equal
Opportunities and Confidentiality
To participate in development policy, strategies and working practices by attending meetings and giving feedback as
appropriate to others doing this work
To participate in relevant training as required
To undertake other duties as reasonably requested
24 | P a g e
ADMINISTRATIVE ASSISTANT
GENERAL DESCRIPTION:
Perform a wide range of administrative and office support activities for EWPSVS to facilitate the efficient operation of
the organization.
PRINCIPLES
•
•
•
In accordance with the Victims’ Bill of Rights, 1995, individuals of crime should be treated with courtesy,
compassion, and respect for their personal dignity and privacy.
EWPSVS is committed to empowering individuals to help themselves. It recognizes that the individual is the
decision-maker and will be supported to make informed decisions
EWPSVS will contact individuals only when there is a request for service from police, another service provider or
the individual
COMPENSATION:




$16.00/hr X 18.75 hrs/week = $15600.00/ year plus benefits $1950.31 (CPP 4.95%, EI 2.492%, WSIB 1.08%,
vacation pay 4.0%)
No lieu hours; No record of hours worked to be kept
Work hours will be adjusted based on call scheduling. Flexible work arrangements are negotiable
The Administrative Assistant may be required to work some evenings and weekends.
POSITION REQUIREMENTS










Excellent oral and written communication skills
Good organizational and interpersonal skills
Ability to work closely with volunteers, victims, community agencies, police and other emergency service
providers
Knowledge of office procedures and management
Extensive experience with word processing, spreadsheet and database software
Ability to prepare reports, compile statistics and maintain documentation relevant to program delivery
Willingness and ability to maintain a flexible work schedule
Able to assume the responsibilities of the team supervisor when required
Valid driver’s license and access to a reliable vehicle
Appointment depends upon successful vulnerable sector criminal record check.
PROGRAM/PROJECT RESPONSIBILITIES
Under the supervision of the Executive Director, the Administrative Assistant will oversee the implementation and
routine administration for East & West Parry Sound Victim Services. Working in the District of District of Parry
Sound, the Administrative Assistant will provide administrative and clerical support for the Victim Services office and
ensure good communication between the service, the Ministry, volunteers, community agencies and the public.
Because of the nature of the service, the Administrative Assistant requires excellent communication skills,
organizational abilities, clerical, computer, accounting and financial management expertise, interpersonal skills and
respect for confidentiality.
25 | P a g e
DATA ENTRY

Primarily responsible for data entry (VQRP, VS client database, Volunteer database and VPD)

Enters data by inputting alphabetic and numeric information using an established procedure and through a
detailed web based interface.
Maintains data entry requirements by following data program techniques and procedures.
Verifies entered data by reviewing, correcting, deleting, or re-entering data; combining data from multiple
systems when information is incomplete; purging files to eliminate duplication of data.
Maintains operations by following policies and procedures; reporting needed changes.
Maintains Ministry confidence and protects operations by keeping information confidential.
Contributes to team effort by accomplishing related results as needed.





OFFICE MANAGEMENT















Manages electronic and hard copy filing systems in accordance with Records Management Policy ;
Develops and implements new administrative systems, such as record management;
Organises the office layout and maintain supplies of stationery and equipment;
Maintains the condition of the office and arranging for necessary repairs;
Responding to enquiries and complaints;
Reviews and updates health and safety policies and ensuring they are observed;
Handle incoming phone calls and written correspondence, providing prompt responses and forwarding to
appropriate staff member where necessary
Provide reception services by receiving calls, taking and forwarding messages and appointments and responding
to routine inquiries.
Perform general clerical duties including photocopying, fax and mailing
Handle requests for information and data and follow up with appropriate staff member
Schedule and coordinate meetings, appointments and travel arrangements for staff members
Manage office supply inventories and coordinate maintenance of office equipment
Assist the Executive Director in the management and administration of related contracts and project
designations
Ensuring efficient office systems and financial management, including public enquiries, correspondence,
statistics, research material, supplies, meeting coordination and recording.
Compile statistics for Ministry reporting
PROGRAM SUPPORT











Keep current a full directory of all services available in District of Parry Sound area.
Provide assistance and documentation as needed to staff, volunteers and Executive Director.
Assist in providing resource/referral service information and/or material to volunteers/victims/ community as
required.
Assist in developing and maintaining a close working relationship with referring and support agencies.
Maintaining client and administrative files with the utmost confidentiality.
Attend meeting of appropriate community agencies/associations as required.
Attend relevant workshops/events
Assist the Executive Director in obtaining performance objectives.
Respond to crisis calls, requesting/recording appropriate information, contacting and dispatching volunteers to
locations after providing relevant information regarding crisis situation.
Responding personally, when possible, to the scene to assist the volunteers in difficulty or to provide direction in
large-scale emergency situations (e.g., major fire disasters, multiple victims).
All other duties as assigned by Executive Director.
26 | P a g e
QUALIFICATIONS











Excellent organizational, written and verbal skills
Detail oriented and committed to meeting deadlines
Good interpersonal skills
Works well independently and as part of a team
Ability to adapt to shifting priorities and manage multiple deadlines
Ability to problem-solve in a fast paced work environment
Knowledge of Microsoft Office programs, including Outlook, Word, and Excel
A reputation for integrity, dependability, and professionalism partnered with ethical behavior and respect for
confidentiality are a must in this position.
Reliable transportation is required along with a flexible schedule.
On call shifts will be required
Bilingualism in both official languages is preferred.
27 | P a g e
VOLUNTEER COORDINATOR
GENERAL DESCRIPTION:
EWPSVS recognises the importance of volunteers to the organisation, and the importance of planning ongoing
volunteer management.
The EWPSVS Volunteer Coordinator plays a vital role by driving the volunteer management program and providing
ongoing support to volunteers.
The Volunteer Coordinator will be the main point of contact for EWPSVS volunteers.
The Volunteer Coordinator will supervise the volunteers, provide direction, coordination, and consultation for all
volunteer functions in order to strengthen and support EWPSVS programs,
PRINCIPLES
•
•
•
In accordance with the Victims’ Bill of Rights, 1995, individuals of crime should be treated with courtesy,
compassion, and respect for their personal dignity and privacy.
EWPSVS is committed to empowering individuals to help themselves. It recognizes that the individual is the
decision-maker and will be supported to make informed decisions
EWPSVS will contact individuals only when there is a request for service from police, another service provider or
the individual
COMPENSATION:
•
$17.00/hr X 18.75 hrs/week = $16575.00/ year plus benefits $2072.20 (CPP 4.95%, EI 2.492%, WSIB 1.08%,
•
•
•
vacation pay 4.0%)
No lieu hours; No record of hours worked to be kept
Work hours will be adjusted based on call scheduling. Flexible work arrangements are negotiable
The Volunteer Coordinator may be required to work some evenings and weekends.
JOB PURPOSE
The Volunteer Coordinator will manage volunteer resources to assist in the delivery of the organization's programs
and services. This includes directly managing volunteers, and/or providing guidance, support, resources and tools to
the volunteers.
PRIMARY DUTIES AND RESPONSIBILITIES
Volunteer Coordinator will perform some or all of the following duties:
PLAN THE VOLUNTEER PROGRAM/SERVICE




Develop and implement goals and objectives for the volunteer program which reflect the mission of the
organization
Assess the need for volunteers to enhance program/service delivery
Develop a budget for the volunteer program activities
Conduct ongoing evaluation of the programs and services delivered by volunteers and implement improvements
as necessary
28 | P a g e
ORGANIZE THE VOLUNTEER PROGRAM/SERVICE



Develop, administer, and review policies and procedures which guide the volunteer programs and services, and
reflect the overall values of the organization
Develop and administer forms and records to document the volunteer activities
Identify volunteer assignments that provide meaningful work for volunteers and write the volunteer position
descriptions in consultation with staff as appropriate
ENGAGE VOLUNTEERS




Promote the volunteer program to gain community support of the volunteer program and the organization
Develop and implement effective strategies to recruit the right volunteers with the right skills
Develop and implement an intake and interview protocol for potential volunteers to ensure the best match
between the skills, qualification, and interests of the volunteers and the needs of the organization
Implement a screening process for potential volunteers according to EWPSVS Policies and Procedures
RECRUITMENT AND SELECTION






Working out how many volunteers are needed and for what roles
Developing position descriptions for each role
Planning how and where to recruit volunteers and posting adverts
Interviewing volunteers
Completing relevant checks (Vulnerable Sector Check, references)
Planning for volunteer retention and replacement
LEAD THE VOLUNTEER PROGRAM/SERVICE


Train staff to work effectively and cooperatively with volunteers
Orient volunteers to increase their understanding of the organization, its clients, its services and the role and
responsibilities of volunteers




Developing an orientation kit, volunteer handbook or introductory programs
Evaluating the orientation program
Presenting or managing the orientation for all new starters
Providing training or demonstrations in use of office equipment or specific tools.

Ensure that volunteers are given appropriate training to be successful in their positions
 Arranging training and education opportunities
 Conducting performance review or evaluation
 Conducting a skills audit or organisational review.

Ensure that volunteer check-in procedures are followed and records of volunteer hours are maintained according
to established procedures
Ensure that volunteers receive the appropriate level of supervision
Assist with conflict resolution among clients, staff and volunteers according to established procedures
Establish and implement a process for evaluating the contribution of individual volunteers
Plan and implement formal and informal volunteer recognition activities to recognize the contribution of
volunteers to the organization
 Developing ways to recognise and reward volunteer efforts
 Promoting the recognition program




29 | P a g e

Managing volunteer communications such as social functions, newsletters or social media.
CONTROL THE VOLUNTEER PROGRAM/SERVICE

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


Evaluate the risks associated with each volunteer position and take appropriate action to control the risks
associated with the program or service
Ensure that volunteers work in a safe, healthy, and supportive environment in accordance with all appropriate
legislation and regulations
Evaluate the contribution of each volunteer on an annual basis
Prepare an annual report on the contribution of the volunteer program to the organization
Administer and monitor expenditures for the volunteer program against the approved budget
WORKPLACE SAFETY



Identifying risks and understanding their impact
Developing policies and procedures that will eliminate or reduce those risks
Implementing, promoting and evaluating these policies and procedures
QUALIFICATIONS
EDUCATION
Post-secondary education in social sciences, human resources, community development, or adult education is an asset
KNOWLEDGE, SKILLS AND ABILITIES



Knowledge of current trends, resources and information related to volunteerism
Knowledge of the management of volunteer resources
Bilingualism in both official languages is preferred.
PERSONAL CHARACTERISTICS
The Volunteer Coordinator should demonstrate competence in some or all of the following:
 Behave ethically: Understand ethical behaviour and business practices, and ensure that own behaviour and the
behaviour of others is consistent with these standards and aligns with the values of the organization.
 Build relationships: Establish and maintain positive working relationships with others, both internally and
externally, to achieve the goals of the organization.
 Communicate effectively: Speak, listen and write in a clear, thorough and timely manner using appropriate and
effective communication tools and techniques.
 Creativity/innovation: Develop new and unique ways to improve operations of the organization and to create new
opportunities.
 Focus on volunteer needs: Anticipate, understand, and respond to the needs of the volunteers to meet or exceed
their expectations within the organizational parameters.
 Foster teamwork: Work cooperatively and effectively with others to set goals, resolve problem, and make
decisions that enhance organizational effectiveness.
 Lead: Positively influence others to achieve results that are in the best interest of the organization.
 Make decisions: Assess situations to determine the importance, urgency and risks, and make clear decisions which
are timely and in the best interests of the organization.
30 | P a g e



Organize: Set priorities, develop a work schedule, monitor progress towards goals, and track details, data,
information and activities.
Plan: Determine strategies to move the organization forward, set goals, create and implement actions plans, and
evaluate the process and results.
Solve Problems: Assess problem situations to identify causes, gather and process relevant information, generate
possible solutions, and make recommendations and/or resolve the problem.
WORKING CONDITIONS

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
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

The Volunteer Coordinator will work in an office environment, but monitoring the activities of volunteers may
sometimes take them into non-standard workplaces.
Experience working in the non-profit arena
Excellent interpersonal and oral/written communications skills; ability to establish rapport with individuals in
difficult situations; and high level of customer service initiative required.
Ability to network and develop relationships with community agencies.
Proficient in use of the computer to include MS Office products and databases.
A reputation for integrity, dependability, and professionalism partnered with ethical behavior and respect for
confidentiality are a must in this position.
Reliable transportation is required along with a flexible schedule.
On call shifts will be required
Bilingualism in both official languages is preferred.
31 | P a g e
TRAUMA GROUP FACILITATOR
This project is intended to address the need for developing trauma-informed and trauma-specific services to populations
served by East and West Parry Sound Victim Services. A trauma-informed approach refers to how a program, agency,
organization, or community responds to those who have experienced or may be at risk for experiencing trauma. A
trauma-informed approach is designed to avoid re-traumatizing those who seek assistance, to focus on "safety first”, a
commitment to "do no harm”, an integrated community response reflective of a “no wrong door” perspective and to
facilitate participation and meaningful involvement of consumers the planning of services and programs.
This objective will be achieved through the development and implementation of a trauma specific service that reflects a
continuum of interventions from crisis response, assessment and screening to treatment to recovery supports. This
intervention is to be evidence-based practices that address trauma-related conditions and other consequences of
trauma, especially for people who often bring other vulnerabilities (e.g., substance use, serious mental health problems,
homelessness, child welfare, or criminal justice involvement) to the service setting.
The Trauma Group Coordinator requires an understanding of mental health, addictions, mental illness, and suicide
prevention; has demonstrated experience in public speaking and group facilitation; practical knowledge of strategies for
promoting mental health; and knowledge of community mental health resources. The Coordinator will be skilled at
developing educational materials, creating presentations, using technology efficiently and effectively, and developing
and maintaining professional relationships with community stakeholders.
PRINCIPLES
•
•
•
In accordance with the Victims’ Bill of Rights, 1995, individuals of crime should be treated with courtesy,
compassion, and respect for their personal dignity and privacy.
EWPSVS is committed to empowering individuals to help themselves. It recognizes that the individual is the
decision-maker and will be supported to make informed decisions
EWPSVS will contact individuals only when there is a request for service from police, another service provider or
the individual
COMPENSATION:




$16.00/hr X 7.5 hrs/week = $6240.00/ year plus benefits $780.12 (CPP 4.95%, EI 2.492%, WSIB 1.08%, vacation
pay 4.0%)
No lieu hours; No record of hours worked to be kept
Work hours will be adjusted based on call scheduling. Flexible work arrangements are negotiable
The Coordinator may be required to work some evenings and weekends.
RESPONSIBILITIES – INCLUDING BUT NOT LIMITED TO:

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Negotiate contracts with outlying areas for presentations, workshops etc. in partnership with the Executive Director.
Develop long term relationship with community members, partners and outlying areas.
Collect and maintain accurate records of statistics, contact information and correspondence for all programs, and
training.
Prepare and present to organizations to promote programs both urban and rural.
Participation in appropriate conferences and workshops as part of organizing committee and presenter
Provide up to date program information to individuals and organizations as requested.
Communicate program scheduling information to other staff/volunteer.
Develop policies and procedures on program issues and update on a regular basis.
Prepare monthly reports for Board of Directors meetings and be prepared to attend AGM and other meetings as
required.
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Maintain quarterly report statistics and outcome information for Ministry.
Prepare reports and record statistics for the Executive Director monthly.
Regular reports to Executive Director regarding costs of programs and program updates
Basic financial input and overseeing finances of program
Participate in staff and volunteer development; read and research material related to job and attend
workshops/courses as available and approved by the Executive Director.
Plan, conduct, document, and develop group sessions in both east and west Parry Sound as required by program
description, funding source and program standards.
Modify groups to meet the age and developmental needs of the attendees.
Participate effectively in clinical staffing. Work as a treatment team member in delivering service to the attendees.
Maintain an understanding of victimology and concepts, and client symptomology which allows for identification of
client needs, implementation of the personalized service plan and provision of quality victim services.
Understand and implement personalized service plans.
Complete mental health interventions as is necessary and appropriate.
Identify participants with emergent needs in order to refer to other agencies/specialists as determined by client’s
demonstrated needs
Adhere to East and West EWPSVSPolicies and Procedures
SUPERVISION:

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Receive overall direction from the Executive Director
Provide input to the Executive Director in program development, budget, policies and procedures relating to
program and opportunities for partnerships.
Work with the Executive Director to develop yearly program proposal to funders
Report to the Executive Director monthly via written report to Board and other meetings as required.
ISSUES REFERRED TO SUPERVISOR:
Issues that would have a negative impact on client or staff safety and the image or financial situation of the EWPSVS:
• Issues that have legal implications
• Issues affecting job performance
• Unusual incidents
• Appeals and grievances that have not been resolved
QUALIFICATIONS:
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Minimum college diploma in human services
Strong group facilitation and presentation skills
Very comfortable with public speaking
Knowledge of community resources and mental health issues
Strong communication and interpersonal skills
Working knowledge of Word, Excel, PowerPoint, Publisher, Outlook and Internet
Good understanding of budget and fiscal responsibilities
Ability to problem solve
Experience writing grant proposals would be an asset
Additional education requirements may include advanced courses in crisis intervention, mental health and
victimization.
Demonstrated commitment to social justice, anti-oppression, and/or ending gender-based violence
Demonstrated desire to work with crime victims and ensure they receive the services they need

Experience working for marginalized communities and crime victims
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Experience working in the nonprofit arena
Excellent interpersonal and oral/written communications skills; ability to establish rapport with individuals in
difficult situations; and high level of customer service initiative required.
Ability to network and develop relationships with community agencies.
Proficient in use of the computer to include MS Office products and databases.
A reputation for integrity, dependability, and professionalism partnered with ethical behavior and respect for
confidentiality are a must in this position.
Reliable transportation is required along with a flexible schedule.
On call shifts will be required
Bilingualism in both official languages is preferred.
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VOLUNTEER/ STAFF CRISIS RESPONSE POSITION
DESCRIPTION
POSITION SUMMARY
Crisis responders are responsible for immediate, mobile response to requests from emergency and police services within
the District of Parry Sound. Duties include the provision of short-term emotional support and practical assistance to
individuals affected by crime, trauma, or other tragic circumstances. Crisis responders also provide service by telephone
and ensure that appropriate options and/or referrals are available to individuals affected by crime and/or tragic
circumstances. Crisis responders will conduct themselves and perform duties in accordance with the policies and
procedures of the East & West Parry Sound Victim Service
Crisis responders are accountable to Team supervisor/staffs, and the Executive Director or Designate.
PRIMARY DUTIES
CRISIS RESPONSE
•
•
•
•
Participate in the required number of scheduled shifts per month (four x 12 hour shifts)
Respond immediately to requests from police or other emergency personnel by attending on site, at an
alternative location, or by telephone as appropriate
Provide emotional support and practical assistance to each individual as appropriate
Arrange for transportation and/or shelter as needed
Assist in identifying immediate and long-term needs. Provide information, referrals and advocacy as necessary
TEAMWORK
•
•
•
•
•
Provide cooperation, support, information, and consultation to all members of East & West Parry Sound Victim
Service
Identify and request additional assistance from designated personnel for complex or particularly stressful
occurrences
Participate in debriefing and evaluation of a call response with team members
Attend and participate in quarterly meetings and internal organizational events
Identify and participate in professional development opportunities available through the organization
COMMUNITY DEVELOPMENT/EDUCATION
•
•
Maintain positive, cooperative relationships with community and government organizations, representatives,
police, hospitals, and fire services
Liaison with community organizations and representative personnel as required for the effective delivery of
service
ADMINISTRATIVE SUPPORT
•
•
•
•
Complete necessary reports immediately upon conclusion of requested service, and submit to the office within
twenty-four (24) hours or by the next regular work day
Report any inappropriate behavior on the part of a victim or another employee/volunteer to the Executive
Director or Designate
Report any complaints regarding employee/volunteer assistance or program service to the Executive Director or
Designate
Participate in program evaluation activities
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•
•
•
•
Keep the office updated regarding any changes in address, phone number, etc.
Inform the office of any situation or circumstance which may affect your ability to perform your duties either
temporarily or permanently
Adhere to the policies and procedures of East & West Parry Sound Victim Service
Other related duties as required
POSITION REQUIREMENTS
•
•
•
•
•
•
•
•
•
•
•
Mature, responsible individual, nineteen (19) years of age and older
Good communication, interpersonal, and problem solving skills
Must possess or demonstrate the ability to develop effective crisis intervention skills
Ability to work independently and as part of a team
Knowledge and understanding or demonstrated ability to understand victim issues
Basic knowledge of resources available in the service area
Successful completion of required training
Willingness and ability to commit to one year of service and the minimum monthly shift requirements
Satisfactory reference and criminal records check
Valid driver’s license and access to a reliable vehicle
Must not have experienced a traumatic event or received services from East & West EWPSVSduring the previous
twelve (12) month period, nor have outstanding issues before the courts
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TEAM SUPERVISOR/STAFF POSITION DESCRIPTION
POSITION SUMMARY
The Team supervisor/staff is primarily responsible for providing support and supervision to crisis responders. Team
supervisor/staffs ensure an immediate, mobile response to requests from police and other emergency services within
the District of Parry Sound. Duties include acting as initial contact for emergency referral sources and dispatching crisis
responders upon requests for service. Team supervisor/staff will conduct themselves and perform duties in accordance
with the policies and procedures of East & West Parry Sound Victim Services
Team supervisor/staffs are accountable to the Executive Director or Designate.
PRIMARY DUTIES
CRISIS RESPONSE
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Participate in regular on-call duty and receive requests for service directly from police or other emergency service
personnel
Respond immediately to requests from police or other emergency personnel by dispatching crisis responders to
attend on site, at an alternative location, or by telephone as appropriate
Act as a liaison between emergency services and other community agencies during duration of crisis call as required
Provide direct crisis response services by being on at least four shifts per month
Provide Team supervisor/staff services by being on at least 4 shifts per month
VOLUNTEER SUPERVISION AND TEAMWORK
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Provide cooperation, support, information, and consultation to all members of East & West Parry Sound Victim
Service
Be available as a contact for crisis responders during designated shift and ensure that crisis responders have
responded to requests for service and returned home safely
Identify and arrange for additional assistance as necessary for complex or particularly stressful occurrences
Participate in debriefing and evaluation of a call response with crisis responders
Attend and participate in meetings and internal organizational events
Identify and participate in professional development opportunities available through the organization
COMMUNITY DEVELOPMENT/EDUCATION
 Maintain positive, cooperative relationships with community and government organizations, representatives, police,
hospitals, and fire services
 Liaison with community organizations and representative personnel as required for the effective delivery of service
ADMINISTRATIVE SUPPORT
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Complete related reports upon conclusion of activity and submit to the office
Report any inappropriate behavior on the part of an individual and/ or another crisis responder to the Executive
Director or Designate
Report any complaints regarding assistance or program service to the Executive Director or Designate
Ensure the Team leader cell phone is in good working condition
Participate in program evaluation activities
Keep the office updated regarding any changes in address, phone number etc.
Inform the office of any situation or circumstance which may affect your ability to perform your duties either
temporarily or permanently
Adhere to the policies and procedures of East & West Parry Sound Victim Service
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
Other related duties as needed
POSITION REQUIREMENTS
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Mature, responsible individual, nineteen (19) years of age and older
Experienced East & West EWPSVSvolunteer for at least one (1) year
Proven Supervisory capabilities
Good communication, interpersonal, and problem solving skills
Effective crisis intervention skills
Ability to work independently and as part of a team
Valid driver’s license and access to a reliable vehicle
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RECRUITMENT, APPLICATION, AND INTAKE OF
CRISIS RESPONDERS POLICY AND PROCEDURE
T
he most effective way to recruit is by providing a valuable service to the community that has meaningful roles for the
employees and/or volunteers. The service will then attract the most powerful of the recruiting tools: word-of-mouth and
personal recommendation. With the reality of turnover, recruitment needs to be an active, year-round activity.
Crisis responders nineteen (19) years of age and older shall be recruited without regard to gender, handicap, age, race, sexual
orientation, religion, or other condition. The qualification for recruitment is the ability and suitability to perform service on
behalf of East & West Parry Sound Victim Service.
Recruitment should strive to attain proportional representation of the diverse populations in the area. Geographical
constraints may need to be considered when recruiting due to prolonged travel.
RECRUITMENT PROCEDURE
Recruitment begins with an assessment of the need for crisis responders, what specific tasks are required, how many people
are needed, their qualifications and the expectations that will be made of them.
The recruitment strategy should include:
1. The theme or message to the community regarding the benefits of the service;
2. The target audience for the recruitment;
3. The methods for reaching the audience;
4. The process for responding to the interest generated; and
5. A beginning and end date for the recruitment campaign.
USING COMMUNITY RESOURCES
All recruitment campaigns should include the use of community resources that would further promote the work of East & West
EWPSVSand raise public awareness of the program. Local media, newsletters, interagency committees, or councils,
professional and service organizations, and public events should all be considerations. As well, word-of-mouth and personal
recommendation is a useful recruitment technique.
APPLICATION PROCEDURE
People expressing an interest should be provided with enough information for them to decide whether to proceed with the
application.
Crisis responders must commit to the service for at least one (1) year to preserve the continuity of service and to justify the
investment in screening and training. Students may be accepted for shorter periods, but care must be taken not to have the
program overloaded with people who cannot make a full commitment or be available when needed.
If continued interest is indicated, an application form is sent and the name entered in the new application file. If the application
form is not returned, no follow-up is required, as this can be accepted as an indication of no further interest.
Because the service operates around the clock, crisis responders must be able to be on call for long periods or if a shorter shift
schedule is to be used, at flexible periods during the day.
Due to the importance of response time, all crisis responders must have access to a vehicle.
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INTAKE PROCEDURE
All crisis responders for East & West EWPSVSwill be recruited and screened through an established procedure to ensure
suitability and appropriateness for task and to document a complete volunteer file.
1. All prospective crisis responders will receive an introduction letter, position description, East & West EWPSVSpamphlet,
and Application Form.
2. The Executive Director or Designate, either by telephone or letter, will acknowledge all applications.
3. Interviews may be scheduled within two (2) weeks of receipt of application.
4. Crisis responders will be required to provide three (3) references (names, phone numbers, addresses, and relationship to
referee). The Executive Director or Designate will contact the referees and obtain character references, utilizing a
standardized format. Additionally, crisis responders will be required to produce a satisfactory Vulnerable Sector Check;
Criminal Records Check (CPIC) which includes screening as a risk to vulnerable persons (RCMP) and Request to Check
Pardoned Sexual Offender Database.
5. Prospective crisis responders will be notified of their acceptance or non-acceptance for training by telephone or letter, as
appropriate.
6. Upon successful completion of the above, crisis responders will be scheduled for sixty hours Core Training Program. This
core training may be offered through face-to-face training or through the E-learning and 10 hours face to face training.
Prior to training, they will be required to sign a Pledge of Confidentiality and the Code of Conduct Agreement.
7. Prior to assuming active duty crisis responders will meet all of the above noted requirements then obtain their East & West
EWPSVSIdentification Card.
SCREENING
East & West EWPSVSscreens its crisis responders in order to ensure an appropriate match between the positions available and
those individuals who wish to fill these positions. In addition, screening is done to ensure that crisis responders pose no threat
to the victims they will be serving. According to The Screening Handbook (Canadian Association of Volunteer Bureau and
Centres, Ottawa 1996) screening is “a range of procedures and processes used by organizations to carefully scrutinize
individuals who apply for… positions in order to choose the best candidates and to weed out, as far as possible, those who
would be incompetent or who would do harm.” Furthermore, screening “continues throughout the length of an individual’s
work with an organization.”
People who indicate an interest in becoming a crisis responder need to be screened and trained before beginning their
assignment. Character qualities to look for are dependability, maturity, stability to fulfill commitments, ability to take direction,
good judgment, calmness in dealing with crises, ability to put the needs of others first and comfort with dealing with a variety of
people. Special attributes of value to the service are knowledge of different languages, cultures, and other special skills.
Working from this premise, East & West EWPSVSinitial screening processes are outlined below.
REFERENCE CHECK PROCEDURE
All applicants for positions within East & West EWPSVSmust supply a minimum of three (3) personal references. References
will have, ideally, known the individual for a minimum of one (1) year in some professional capacity i.e. employer, instructor,
professor, other volunteer position. Family members are not acceptable as references.
All references will be asked the same questions and their answers recorded on a standard form. This shall be filed in the
volunteer’s personnel file.
40 | P a g e
APPLICATION
PART A: PERSONAL INFORMATION
Surname, Given Name(s)
Address, City, Postal Code
Home Phone
Business Phone
Fax
Email
Is it convenient to call you at your place of business?
‫ ڤ‬Yes
‫ ڤ‬No
Are you nineteen (19) years of age or older?
‫ ڤ‬Yes
‫ ڤ‬No
Do you have a valid driver’s license?
‫ ڤ‬Yes
‫ ڤ‬No
Do you have access to a reliable vehicle?
‫ ڤ‬Yes
‫ ڤ‬No
Please list any special skills (languages, computers, public speaking, etc.) you possess:
How did you learn about the East & West EWPSVSprogram?
What volunteer position are you interested in?
‫ ڤ‬Office
‫ ڤ‬On-call
‫ ڤ‬Other ________________________________________
PART B: GENERAL INFORMATION
Education
‫ ڤ‬High School
Institution and program(s) of study (if applicable):
‫ ڤ‬College
________________________________________________
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‫ ڤ‬University
Other relevant courses or training:
‫ ڤ‬Other
________________________________________________
RELATED EXPERIENCE - Please list all related employment and/or volunteer history, starting with most recent:
1.
Name of Employer, Position Held, Dates of Employment
Duties
2.
Name of Employer, Position Held, Dates of Employment
Duties
3.
Name of Employer, Position Held, Dates of Employment
Duties
4.
Name of Employer, Position Held, Dates of Employment
Duties
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PART C: REFERENCES
References cannot be family members. Educational, volunteer, or employment references are all acceptable.
1.
Name of Reference
Phone Number
Relationship
Best time to call:
‫ ڤ‬Day
‫ ڤ‬Evening
2.
Name of Reference
Phone Number
Relationship
Best time to call:
‫ ڤ‬Day
‫ ڤ‬Evening
3.
Name of Reference
Phone Number
Relationship
Best time to call:
‫ ڤ‬Day
‫ ڤ‬Evening
PART D: NOTES
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A minimum one-year commitment is requested
Crisis responders are subject to a Vulnerable Sector Records check
A 40-hour training program is mandatory for on-call crisis responders
Acceptance into the training program does not guarantee that an applicant will be involved in crisis response
provision
Applicants will be contacted by East & West EWPSVSto arrange an interview
Applicant Signature
Date
Please submit your completed application to the East & West EWPSVSoffice.
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Office Use Only:
Interview Date
Time
Applicant Accepted/Not Accepted (reason)
Notification of Outcome
Date
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CODE OF CONDUCT AGREEMENT
A
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
s a crisis responder of the East & West Parry Sound Victim Service, by signing below I hereby affirm that I agree
with, and will adhere to this code at all times. I hereby affirm that I will:
Maintain an exemplary personal and professional reputation.
Respect the dignity of the individual person and the individual’s right to self-determination.
I will ensure that each contact is confidential, non-judgmental and allows the victim the freedom to make choices.
I will ensure that all contacts lead to the victim taking responsibility and making decisions.
I will assist, but not rescue or influence.
I will not pressure an individual in any way.
I will not use the relationship to influence or convert to my particular spiritual, political, or personal values or beliefs.
I will be careful to properly assess, prevent, communicate, and document the possibility and potential of suicidal,
homicidal, or abusive behaviour by anyone.
I will not discuss the competency of another employee or service provider during a call for service.
Provide service that does not discriminate against individuals based on race, religion, sex, or sexual orientation, or
national ancestry.
Provide courteous and competent service.
Provide services free of charge and not for any personal gain or profit.
Maintain confidentiality, as outlined in the confidentiality agreement, of the information I learn in any manner, due
to my position.
Abstain from smoking in prohibited areas and abstain from consuming alcoholic beverages, 8 hours prior to or
anytime during voluntary work.
Perform my duties only when physically, mentally, and emotionally fit and will find a substitute if indisposed in any
way.
Report promptly to the Executive Director or designate any difficulties that I encounter with the law/offences,
driving violations and addictions upon their occurrence.
Avoid any behavior or indiscretion that may bring discredit to the police, fire and/or medical emergency
staff/agency, Victim Services and/ or staff, thereof.
Will not in any way use, to my own personal advantage, my position with East & West Parry Sound Victim Service,
the assigned jacket, telecommunication devices (Team supervisor/staff mobile telephones) or parking notice, which I
have obtained in my capacity as a crisis responder.
Will not peruse or engage in any type of relationship with any individual that I serve outside of my capacity of a crisis
responder.
Abide by the policies and procedures of this service as set forth in the Operational Policy and Procedures Manual.
Seek guidance of more knowledgeable people, as needed.
Respect the court process of Canada and not criticize the Criminal Justice System to the victims that I serve.
Perform all assigned tasks to the best of my ability.
I swear/ affirm to abide by this Code.
---------------------------------------------------------------------Signature
--------------------------------Date
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CRIMINAL RECORD CHECK POLICY AND PROCEDURE
E
ast & West EWPSVScrisis responders have the occasion to work with vulnerable members of our community in their
provision of service. In order to ensure the integrity of the program and the safety of the victims, all crisis responders are
required to produce an acceptable Vulnerable Sector Check prior to placement in the program.
A vulnerable person is defined as a person who, because of their age, a disability, or other circumstances, whether temporary or
permanent are
(a) In a position of dependence on others or
(b) Are otherwise at a greater risk than the general population of being harmed by a person in a position or authority or trust
relative to them.
PROCEDURE:
The potential crisis responder of East and West EWPSVSwill be provided the proper forms and letter requesting a Vulnerable
Sector Check. These letter/forms will be signed by the Executive Director.
The forms and letter will be taken by the individual to the OPP/Police Services detachment that serves the individuals home
community. The individual will provide the required proper identification. This is not Victim Services responsibility; the
employee/volunteer must initiate the process themselves.
The Vulnerable Sector check will be returned to the potential employee/volunteer and it is their responsibility to bring the
document to Victim Services. A copy will be placed in the volunteer’s confidential file in a sealed envelope.
Under the present Freedom of Information and Protection of Privacy Act an applicant to the service cannot be penalized for
refusing to provide this information. It is advisable to ask the applicant to obtain his/her own criminal record check at the local
police service. He/she then has the choice whether or not to give that information under the FIPPA regulations. If the
individual refuses to provide the police record check or the consent to disclosure form, the application is considered incomplete
and no further action is necessary.
As with all candidates, those with a record of criminal activity must have all the qualities needed to be a good employee/
volunteer. Substantial periods of stability with regular employment are positive indicators of the ability to make a commitment
and be truly helpful to those who have to deal with a crisis caused by crime. A history of inability to cope constructively in
difficult situations or misuse of a position of trust needs to be examined with caution.
Non-Negotiable Charges Any charge of a violent crime, causing harm to another person either physically, emotionally, or
financially. Individuals who have committed a non-negotiable crime will not be accepted into the program. This
information may have been reported by the individual or may have become apparent upon receipt of the completed CPIC
report. In any case, the applicant will be contacted by phone and will receive a letter of non-acceptance.
Negotiable Charges Any minor charge that has a reasonable time lapse since the incident and has not been repetitious. Any
minor charge will be brought to the attention of the Executive Director or Designate. The severity of the crime as well as
the length of time passed since the incident occurrence will be taken under consideration. The Executive Director or
Designate will make a decision regarding the individual's suitability to the program.
i) Convictions of any crime within the previous five years will disallow a person from volunteering with the program.
ii) Crisis responders wishing to offer individuals transportation cannot have a criminal conviction related to a driving
offence (i.e. over 80/impaired driving or care and control, dangerous driving, driving while disqualified etc.) within
the past fifteen (15) years.
iii) Convictions for offences other than those stated above may not preclude an individual from participating in the
program and each case will be considered on an individual basis.
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Ultimately, the acceptance of any applicant is a matter of judgment. If there are doubts about any candidate, care will need to
be taken in justifying the decision not to accept them for training. The final judgment may be referred to the Board of
Directors. In all cases, the comfort and security of those we serve will be the determining factor.
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East & West Parry Sound Victim Service/Family Court Support Program
To whom this may concern,
EWPSVSis requesting that (Name of volunteer) receives a Vulnerable Sector Check.
Thank you
Ann Swallow
Executive Director of East & West Parry Sound Victim Services
25 Church Street
Parry Sound, Ontario
P2A 1Y2
Phone: (705) 746-0508
Fax: (705) 746-6379
Email: vcars@vianet.ca
48 | P a g e
Attention: Criminal Record Check Applicants
Applicants must present at least two (2) separate pieces of validly issued identification. At least one piece of
identification must include a photograph of the applicant taken within the last five (5) years. Photo identification shall
contain, at a minimum, the applicant’s full given name, surname, date of birth and gender. Examples of acceptable
identification are:
Acceptable Forms of Photo Identification
-
Driver’s Licence (including drivers licenses issued by another province, territory, or a foreign jurisdiction)
BYID Card
Passport
Canadian Citizenship Card
Possession and Acquisition Licence (or PAL Card)
Permanent Residency Card
Indian Status Card
Canadian National Institute of the Blind (CNIB) Identification Card
Canadian Military Employment Card
Ontario Photo ID Card
NEXUS Card
FAST Pass
Acceptable Forms of Non-Photo Identification
-
Birth Certificate
Baptismal Certificate
Hunting Licence
Outdoors Card
Canadian Blood Donor Card
Immigration Papers
Student ID (only as a secondary piece of ID)
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INTERVIEW POLICY AND PROCEDURE
A
n interview with each applicant allows the Executive Director or Designate to assess the suitability of the candidate. It is
helpful to have an interview panel to compare opinions on the suitability of the applicant. The panel may be comprised
of the East & West EWPSVSExecutive Director or Designate and any of the following: East & West EWPSVSstaff, police
personnel, Board member, an experienced East & West EWPSVSvolunteer, or community social service agency person who is
closely linked to Victim Services.
The interview allows the Executive Director or Designate or interview panel to probe any questions arising from the application,
references. It also can provide further information about the service to the applicant.
The interview should assess personality, stability, empathy, reliability, maturity, freedom from prejudice, responsibility, and
ability of the candidate to make a commitment to training and to service.
1. Each individual will be interviewed by a panel of three (3) people, when possible, who are connected directly to East &
West parry Sound Victim Services.
2. Each applicant will be asked the same questions in a consistent sequence. The interviewers shall attempt to provide as few
prompts as possible to the applicant. In all cases, consistency in the process should be maintained.
3. Applicants shall be scored using a prescribed formula developed prior to interviewing the candidates.
4. Information gathered through the interview process and the reference checks, in addition to the judgment of the
interviewers, will be used to determine acceptance or non-acceptance.
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TRAINING POLICY AND PROCEDURE
A
ll crisis responders must participate in organized minimum standards training program. Failure to attend/successfully
complete a significant part of training disqualifies candidates from being qualified as a crisis responder. Although the
knowledge content of a session may be acquired through attending the next session, reading, or an individual meeting
with the Executive Director or designate, much of the value of training involves the development or observation of
interpersonal skills and cannot be easily duplicated.
The purpose of the training is to provide an opportunity for:





Executive Director or Designate
To further assess the candidate’s strengths and weaknesses
To observe candidates in a group situation and assess interpersonal skills, judgment, and attitudes
To ensure all Crisis responders are provided with basic standardized training and skills
To foster group identity and commitment to a high quality of service
To provide opportunities to have Crisis responders participate in role plays and guided discussions





Employees/volunteers
To be trained to the minimum standards as set by Ministry of the Attorney General
To raise skills and confidence to perform their duties
To learn more about the service and their role in it
To satisfy their need for social interaction and special knowledge
To form an identity with the program and further develop a relationship with the East & West EWPSVSExecutive Director
or Designate and the other Employees/volunteers

Police
To ensure that crisis responders understand the role of the police and what the police expect from them.



Expectations
Each volunteer must complete 100% of the courses.
If a volunteer misses more than 20% of the sessions, she/he will not be allowed to continue in the training.
Efforts will be made by the Executive Director or Designate to review missed material with the volunteer and provide any
written materials available.
TRAINING MATERIALS
Crisis responders will be provided with an East & West EWPSVSTraining Manual at the beginning of their training. This manual
remains the property of the crisis responder throughout the training. If during the course of the sessions, the individual should
quit or not complete the training; the manual should be returned to Victim Services
TRAINING CONTENT
In order that crisis responders will be well equipped to provide services to victims of crime, tragic circumstances, and disaster,
the training will address the following issues:
 Service mandate
 Meeting the victim’s short-term needs
 Meeting the victim’s long-term needs through referral to community agencies
 Physical needs
 Emotional needs
 Practical needs
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Crime prevention
Seeking further assistance
Restoring a home to a secure condition
Preparing the victim for further contact with the justice system
Compensation information
Furthermore, the training will address basic counselling skills, ethics and principles, community resources, and information on
issues that the crisis responders will likely address including:
 Domestic abuse
 Sexual assault
 Sudden death (including homicide, accidents, or natural causes)
 Suicide
 Property crime (including robbery, and break and enter)
 Elder abuse
 Disaster and multi-casualty occurrence
ACTIVE VOLUNTEER INVOLVEMENT IN ORIENTATION & TRAINING
The agency encourages experienced employees/volunteer crisis responders to be actively involved in the annual training.
Whenever possible, new crisis responders will be paired with experienced crisis responders when a team is dispatched. The
mentoring of new crisis responders by experienced crisis responders provides a vital part of the employees/volunteers’ on-thejob training.
FINAL EVALUATION
All applicants will, at the end of their training, be administered a final evaluation. The evaluation will be reviewed as
either a pass or fail. In some cases, individual tutoring will be provided to unsuccessful applicants if their performance is
otherwise acceptable.
PROBATIONARY PERIOD
All new crisis responders will be on probation for a minimum of 90 days. At the end of this probationary period, the East & West
EWPSVSwill determine suitability and comfort levels. The individual may request re-training or additional training, or may
decide that this position may not be suitable for them. We will endeavour to provide alternate duties, if available
ADDITIONAL/ONGOING TRAINING
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Crisis responders who receive training on a regular basis are better equipped to deliver high quality service.
Attendance at all quarterly meetings is mandatory.
Crisis responders shall review their Training Manuals annually to maintain the credibility of their Victim Services
certification.
Additional learning and skills development is available to crisis responders as authorized by the Executive Director or
Designate. Training opportunities include workshops and conferences. East & West EWPSVSis responsible for
providing and tracking training.
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STANDARDIZED ACCREDITED CRISIS RESPONSE
TRAINING
ACCREDITATION is the formal recognition of the achievements of an individual, linked to the contractual specifications of
our funders. In other words, it is a process of confirming that someone's performance conforms to standards that are
agreed or approved.
The Ministry of the Attorney General is moving towards an accredited standardized training approach that is consistent
for all victim service agencies, which includes the following components. Crisis responders and staff of East & West
EWPSVSwill need to meet the standards by April 1 2014. East and West Parry Sound will endeavour to meet this
requirement by implementing the following training plan in 2013/14 fiscal year.
WEB-BASED RESOURCES:
Knowledge based self-study is offered through http://vs.dualcode.com and has been implemented in 45 Victim Service
agencies across the province.
All East and West Parry Sound Victim Service crisis responders will be required to complete the On-line training in order
to meet the Ministry requirements.
Crisis responders will, in fiscal year 2013/14 (over a 12-month period), complete the Victim Services 60 hour on-line
training. In order to meet this requirement DPSVCARS will:
1. Register all active crisis responders in April 2013 for the 60 hour On-line Victim Service training.
2. Provide a laptop (with WIFI access) to those crisis responders who do not have a home computer.
3. Provide computer access ( and technical support) for crisis responders within the Parry Sound office
FACE-TO-FACE CRISIS INTERVENTION TRAINING
Crisis responders will be offered the opportunity to participate in the 70 hour crisis responder training offered by
E&WPSVS within the 2013/14 fiscal year.
1. through a one night per week over a 20 week period
2. through a 8 day (regular business days, business hours; over a 2 week period )
3. through a 3 weekend (2.5 days/weekend)
4. through a 1 weekend (2 day) training in addition to the on-line training
Or
5. a schedule which accommodates the majority of attendees
INFORMAL DEVELOPMENT OPPORTUNITIES – WITH LINKS TO ACCREDITATION
1. Crisis responders are continuously informed of training opportunities throughout the Province of Ontario
2. Crisis responders are encouraged to participate in these events and DPSVCARS will reimburse the full costs upon the
successful completion of the training
Staff and volunteers also have access to Springtide Resources which provides online training and resources to the Family
Court Program (learning@springtideresources.org).
SUPERVISED ON-SCENE CLINICAL EVALUATION
The major objectives of this work are:
1. to increase clarification of what crisis response is and/or is becoming
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2. to identify the specific practice components of crisis response
3. to relate professional development opportunities offered by Victim Services to the practice of crisis responder
competencies
4. To determine reasonable practice expectations for crisis responders at different levels of professional development.
Achievements of the following skills are indicators that the crisis responder has reached a practice level consistent with
the Ministry guidelines and program expectations:
 Provides adequate assessments of immediate needs
 Performs short-term interventions appropriate to circumstances
 Establishes personal service plans appropriate to the circumstances
 Adapts interventions to maximize responsiveness
 Demonstrates competence in risk assessment and safety planning
 Recognizes when personal issues affect objectivity
 Recognizes and operates within own practice limitations
 Seeks consultation when needed
 Refers to sources of help when appropriate
 Practices within established ethical and legal parameters.
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PERFORMANCE APPRAISAL POLICY
RATIONALE:
I
t is the responsibility of all persons involved with the Board of DPSVCARS that the quality of programs and services
offered pursues the highest possible level. Improvement, therefore, is a lifelong process. Careful evaluation of
performance is necessary to this process. The objective is to identify the required standards of performance and
ensure all crisis responders demonstrate that standard through the performance appraisal process.
This Board Policy is based on the belief that:
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Crisis responders strive to improve their job performance to increase the quality of programs and services offered;
Each crisis responders needs and strengths are unique;
Crisis responders value the advice of colleagues; and
An effective performance appraisal system must acknowledge excellent practice, provide opportunities for growth,
evaluate the job performance, and offer positive steps for areas requiring adjustment or improvement.
EVALUATION AND SUPERVISION
The criteria in the Evaluation Stream must be based upon standards for excellence, which are known to both volunteers
and staff.
The Performance appraisal of the job performance is the responsibility of the Executive Director or Designate. It is
usually conducted at specific times, for agreed-upon purposes, based upon known criteria. The major task in the
Evaluation Stream is for the evaluator to make judgments about job performance.
Performance appraisal is carried out for specific reasons, including promotion, general performance, and competence.
It may be initiated by the Executive Director or Designate or requested by the employees/volunteers.
In the Performance appraisal system, the Executive Director or Designate observes the individuals job performance to
acknowledge indicators of success or areas requiring address, and then discusses these observations. The
employee/volunteer is consulted in advance about the predetermined criteria the Executive Director or Designate will
use, the date and place of the evaluation, and the steps in the process to be followed.
EVALUATION STREAM
Every employee/volunteer will be placed in the Evaluation Stream at least once yearly for purposes of formal evaluation.
This evaluation is intended for all crisis responders include comprehensive discussions between the Executive Director or
Designate and employee/volunteer regarding the quality of job performance.
The following guidelines apply to the Evaluation Stream:
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When there is a case of continuing unacceptable performance, the evaluation procedure outlined in Part 5.0 of this
Policy will be followed to place the employee/volunteer formally under review;
Observation of job performance for the purpose of formal evaluation will be preceded by reasonable prior notice to
the employee/volunteer, and will include an ensuing discussion as soon as possible after the observation period;
A copy of the written evaluation report will be placed in the Individuals file and a copy will be provided; and
The individual will be asked to sign all written evaluations (to indicate receipt), and may make written comments if
so desired.
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COMPONENTS OF EFFECTIVE JOB PERFORMANCE
Performance Appraisal is based on the premise that crisis responders have a commitment to continuous professional
growth. While it is difficult to put on paper the many qualities of an effective crisis responder, there are some
components of effective job performance, which may be said to have universal applicability. It may be that no one
individual will excel in all of these areas, each of which is important on its own; however, the components do provide a
guideline to exemplary performance. It is also true that certain of the components do not apply to all positions, a fact,
which is, reflected in the report forms, which are used for each position.
This guideline will serve to assist both crisis responders and the Executive Director or Designate/Board to construct a
professional dialogue on demonstrated levels of success pertinent to the specific areas identified as part of the
evaluation.
 Interpersonal Skills and Relations
- effective public relations with Police, Emergency Services, Outside Agencies, and the Public
- courtesy
- cooperation
 Communication Skills
- written and oral
- technical expertise
- accuracy and quality
 Attitude and Personal Characteristics
- dependability, initiative, pride, loyalty, foresight, trustworthiness, flexibility, tactfulness, acceptance of
constructive criticism, self-development, general appearance, confidentiality
- willingness to learn from others
- adaptability to meet our changing environment
 Organizational Skills
- ability to set priorities
- ability to respond to changing needs
- maintenance of accurate reports
- use of time
- ability to perform multi-faceted components of the position
 Workplace Productivity and Safety
- quantity of work
- meets deadlines
- adheres to volunteer
- uses time effectively and productively
- deals with unusual working conditions
- quality of work
- accuracy, acceptability, thoroughness
- knowledge of administrative procedures
- observation of rules of Occupational Health and Safety Act
 Positions of Added Responsibility
- self-control and tactfulness
- ability to make independent decisions
- ability to lead effectively
- recognition of need for new procedures, programs
- earns respect of others
- development and training
- objectivity, open-mindedness, collaborative, consultation
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LEVELS OF EVALUATION
•
•
•
•
•
Superior-Performance significantly exceeds requirements of the positions. Extraordinary contributions.
Commendable-Performance frequently exceeds required standards. Skills and behavior are at a high level.
Competent-Overall performance is satisfactory. Requirements of the job are generally met in terms of quality and
quantity.
Needs Improvement-Falls short of required standards. Results often disappointing. Improvement necessary.
Unacceptable-Continually falls short of the results or standards required.
UNACCEPTABLE PERFORMANCE (UNDER REVIEW)
The most important contributor of the effective delivery of programs and services is the individual. If the quality of the
job performance is not satisfactory steps must be taken by the Executive Director or Designate to assist the individual to
improve. When such steps prove unsuccessful to the point where quality is jeopardized, the following steps must be
followed to place the individual under review.
Step 1: Efforts to Effect Improvement
Efforts by the Executive Director or Designate to improve the individual’s performance must precede any official action.
These efforts may be undertaken as part of the Evaluation. A summary of these efforts must be recorded and filed.
Step 2: Observation and Documentation (Phase 1)
If significant improvement has not occurred despite the efforts in Step 1, the Executive Director or Designate will enlist
the cooperation of the Board to determine if the individual should be placed formally under review. The Executive
Director or Designate will observe the individual on duty on a combined total of two occasions. Evaluation reports will
be prepared after each observation period and discussed. The individual will be asked to sign each report (to signify
receipt), and will receive a copy. The report will clearly stipulate the steps the individual is expected to take to improve
the job performance.
Step 3: Recommendation for Placement Under Review
If the Executive Director or Designate, in consultation with the Chair of the Board, determines to place the individual
under review, the Director will provide a Letter of Notification to that effect, which identifies the areas of concern noted
in the reports detailed in Step 2. The individual will acknowledge receipt of the Letter of Notification in writing.
During this period further observations of the individual on duty will occur to determine the extent to which the
individual has demonstrated improvement in the areas of concern.
Step 4: Recommendation and Notification to Volunteer
The Executive Director or Designate in consultation with the Chair of the Board will recommend that:
 the individual is no longer under review, or
 the under review period is to continue for a specified period, or
 the individual is to be recommended for termination
The Executive Director or Designate will notify of the decision in writing. The individual will acknowledge receipt of this
notification in writing. If the recommendation is for termination, the Executive Director or Designate will state clearly
the reasons for the recommendation in the notification.
Step 5: Board Resolution to Terminate
The Executive Director or Designate will prepare a report for the consent agenda of the Board to terminate the
individual in question (Appendix 2). Immediately following the Board’s review approval of the termination, the
Executive Director or Designate will notify in writing, stating the reasons and conditions for termination.
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CLINICAL SUPERVISION POLICY AND PROCEDURE
I
n a clinical supervision model, both the Executive Director or Designate and the crisis responder will consult with
each other about the parameters of the performance appraisal process. The steps to follow are outlined below ---
Pre-observation discussion
- Discuss the areas to be considered for observation and evaluation, with due consideration of the components of
effective job performance both Executive Director or Designate and crisis responder to contribute to decisions made
Observation periods by Executive Director or Designate
- Observation of the crisis responder on duty to gather information for further discussion between Executive Director or
Designate and crisis responder
Post-observation discussion
- To discuss the observations of the Executive Director or Designate, the implications of these observations, the reaction
of the crisis responder to the comments made, and future actions to be taken
Specified time period for crisis responder to respond to suggestions and direction (if required)
- To allow crisis responder to demonstrate improvement in areas where unsatisfactory performance has been noted
Further observation periods by Executive Director or Designate
- If required, to gather information for further discussion with respect to job performance
Informal feedback
- To be offered by the Executive Director or Designate following each observation period
Summative Repot
- To be prepared by Executive Director or Designate at conclusion of process, or after each observation period if
necessary, in accordance with the steps outlined in this policy.
TERMINATION
A termination is to be prepared when a recommendation is made to the Board that the crisis responder is to be
terminated.
The documentation must contain the following information:
i)
an information sheet containing the name of the individual, a summary of experience with the Board, a
summary of previous experience, and the current assignment;
ii)
a chronological list of all observation periods by the Executive Director or Designate
iii)
copies of the evaluation reports, in chronological order, prepared by the Executive Director or Designate; and
iv)
Signatures of the Executive Director or Designate to indicate a thorough perusal of the documents and
agreement to recommend termination.
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TWO HAT POLICY
BOARD OF DIRECTORS
M
embers of the agency’s Board of Directors are not accepted as direct service crisis responders with the agency.
EMPLOYEES AS VOLUNTEERS
Paid employees may not serve in a governing, policy-making or advisory role – while employed by the organization. Paid
employees may, however, serve in crisis responder roles which are outside the scope of their paid work within the organization
and which take place outside of usual working hours. This service is acceptable provided that the crisis responder is provided
totally without any coercive nature. Family members of staff are not allowed to volunteer with the agency.
VICTIMS AND RELATIVES AS EMPLOYEES/VOLUNTEERS
Former agency clients may be accepted as crisis responders, where such service does not constitute an obstruction to or
conflict with provision of services to others. Relatives of clients may also serve as crisis responders, but will not be
placed in a position of direct service or relationship to members of their family who are receiving services.
SPECIAL CASE EMPLOYEES/VOLUNTEERS
The agency may accept as crisis responder, those participating in student intern projects. In these cases, however, a
special agreement must be in effect with the school or program from which the special case crisis responders originate
and must identify responsibility for management and care of the crisis responder.
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EMPLOYEE/VOLUNTEER RECORDS POLICY
A
system of records will be maintained on each individual with the agency, including dates of service, positions
held, duties performed, evaluation of work, and awards received. Everyone shall be responsible for submitting all
appropriate records and information to the Executive Director or Designate in a timely and accurate fashion.
RECORD PROCEDURE
Each individual applicant will have a file. Information gathered about an applicant is recorded and kept in a confidential file.
This file will contain a minimum of the following information:
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Application form
Interview package
Vulnerable Sector check results
Three (3) reference check forms
Pre-training correspondence
Attendance at training
Training evaluation
Signed oath of confidentiality
Signed driver waiver/signed letter
Photocopy of driver’s license and insurance
In addition, a database of crisis responders will be maintained by the agency to ensure appropriate tracking. This database
should include:
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Name
Address
Phone number
Date of birth
Start Date
End date
Service area
This database will be maintained as information regarding the individual’s changes.
RESIGNATION/EXIT INTERVIEW
Crisis responders resigning from East & West EWPSVSare asked to inform the Executive Director or Designate of their decision.
If possible, notice of approximately two weeks is appreciated. At the time of resignation, any property of East & West
EWPSVSmust be returned.
INDIVIDUALS ACCOMPANYING AN EMPLOYEE/VOLUNTEER
An individual such as friend, relative, or spouse of a crisis responder will not accompany an individual on his/her assignment. If
an individual wants to become a crisis responder within the program, then that individual must arrange with the Executive
Director or Designate to go through the application and intake process.
COMPLAINTS
If an individual should have a complaint about the conduct of another employee/ crisis responder, police director, or any other
member of an organization, such information will be promptly reported to the Executive Director or Designate. The Executive
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Director or Designate will document such information. In the case of the complaint being made about another employee/ crisis
responder, the Executive Director or Designate shall investigate.
LEGAL AND LIABILITY ISSUES
All crisis responders providing services under the direction of East & West EWPSVSare insured through the Organization’s Errors
and Omissions Policy and the General Liability Policy. These policies provide up to two million dollars ($2,000,000) coverage for
crisis responders for any suits brought against the individual associated with his/her duty in service to victims and sanctioned by
East & West Parry Sound Victim Service. The policy does not cover:
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Fraudulent, illegal, dishonest or criminal acts committed by the employee/ crisis responder and found to be so by a court
Claims where the employee/ crisis responder may gain personal profit or advantage to which they are not legally entitled
Claims applying to any liability for “bodily harm” or “personal injury” arising out of molestation, including sexual abuse or
sexual assault, committed by the employee/ crisis responder
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DISCIPLINARY ACTION POLICY AND PROCEDURE
A
ll crisis responders are expected to comply with the agency’s standards of behaviour and performance. Any noncompliance with these standards must be remedied and will be subject to progressive disciplinary action.
Situations, which may give rise to disciplinary action, include, but are not limited to:
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Breach of confidentiality
Negligence in the carrying out agency duties
A criminal act which affects the employee/ crisis responder’s ability to perform his/her job
Absence from mandatory training or meetings without appropriate notification
Theft of property or fraud
Insubordination or refusal to carry out specific instructions of a Team supervisor/staff
Failure to disclose any potential or existing conflict of interest situation including, but not limited to, a social, family
(spousal), or a potentially beneficial financial involvement with a victim or ex-victim
Being present at the agency or on duty elsewhere while under the influence of an intoxicant
Contributing to the consumption of intoxicant by a victim
Gambling with a victim
Accepting or giving a victim any gift or personal loan or entering into any business arrangement with a victim or
employee/volunteer without the prior approval of the Executive Director or Designate
Speaking to media representatives without the Executive Director or Designate’ approval
Failure to report suspected cases of child abuse to authorities
Failure to report information regarding any aspect of the investigation to the Executive Director or Designate
Depending on the severity and frequency of the misconduct, crisis responders may be subject to the following disciplinary
actions:
1. Executive Director will counsel the employee/ crisis responder and clear expectations of changes required to remedy the
situation will be discussed. Both the Executive Director or Designate and employee/ crisis responder will sign the notes and
will receive a copy of the notes. A written copy of the contents of the meeting will be placed in the individuals personal file;
2. If required, the individual will be suspended from duty for a specified period of time in order to address the issue and take
corrective action; and
3. If the situation is not corrected the individual will be permanently suspended from the organization.
East & West EWPSVSreserves the right to use its discretion in determining what sufficient cause for disciplinary action and
termination is.
If an individual feels that she/he has been treated unfairly, they may make a written submission to the Board of Directors to
have their case reviewed. The Board shall hold a meeting within fourteen (14) days of receiving the written request to review
the information. The decision of the Board is final.
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LEAVE OF ABSENCE POLICY AND PROCEDURE
F
rom time to time, crisis responders may require time away from active duty. If such a need should arise, the individual
should make such a request in writing to the Executive Director or Designate. The Executive Director or Designate shall
grant leaves of up to three (3) months. Crisis responders who are on leave for longer than one (1) year shall be required
to re-take the Core Training. The maximum leave allowed for any individual shall be one (1) calendar year.
The individual shall still receive information about training and other initiatives of the organization, and will be responsible, in
conjunction with the Executive Director or Designate, to review any changes in policies or procedures that may have occurred
during their absence.
ABSENTEEISM/SUBSTITUTION
A critical aspect of performance is reliability. However, crisis responders may not always be able to carry out their
assigned responsibilities.
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Crisis responders will be available for calls based on the schedules they previously submitted and are expected to
respond on a timely basis.
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If expecting to be absent from a scheduled shift, crisis responders must inform the on duty Team supervisor/staff.
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Crisis responders who become unavailable to complete their assigned shift are asked to provide as much advanced
notice as possible.
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Crisis responders will find a substitute for any absences. Substitutes may only be recruited from those who are
currently involved as active crisis responders in good standing with the organization.
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Continual absenteeism will result in a review of the individual’s work assignment or term of service.
REFUSAL BY CRISIS RESPONDER TO ATTEND A CALL
Crisis responders have the right to refuse any call that they are dispatched to for a valid reason. Valid reasons for refusal
may include, but are not limited, to:
 Inclement weather
 Concerns for safety
 Prior relationship with the victim that may impede assisting the victim or compromise confidentiality
 Family crisis
 Illness
The refusal by an individual to attend a particular call based upon use of alcohol or other intoxicants could result in
disciplinary action.
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REIMBURSEMENT OF EXPENSES POLICY AND
PROCEDURE
C
risis responders are eligible for reimbursement of reasonable out-of pocket expenses incurred while undertaking
business for the agency. All expenses must be submitted on the expense form (APPENDIX J) accompanied by a
copy/original of the purchase receipt. Receipts for expenses (other than parking meters and telephone charges)
must accompany the expense sheet in order to be reimbursed. Where receipts are not submitted, no reimbursement
will be made. Alcohol and cigarettes are not reimbursable. Telephone or cell phone bills should be submitted
highlighting the long distance charges that specifically relates to victim services’ business. Mileage for meetings or calls
for Victim Services are reimbursable (currently at 0.50 cents/kilometer) and require the submission of a call sheet
indicating that the individual wishes to be reimbursed and/or an expense form. The East & West EWPSVSis not
responsible for parking and traffic infraction charges incurred while driving on agency business. Light refreshment
expenses such as sandwiches, soda, water, coffee, and tea paid for by agency crisis responders are permissible and will
be reimbursed with proof of purchase.
DRESS CODE
East & West EWPSVSis a highly visible community service organization, and as such, crisis responders must make a
positive impression upon the community. First impressions are often based on appearance, and so in order to appear
professional in the eyes of police and emergency services, community members and associations, and victims, it is
necessary that crisis responders follow this guideline:
 T-shirts and sweatshirts may be worn, but inappropriate logos, slogans, and humorous phrases are not
permitted
 Victim services adheres to a no-scent policy – crisis responders are asked not to wear perfume and/or aftershave
Clean, neat appearance/attire is required in the performance of service delivery of all forms, whether the individual is in direct
contact with the public, or attending meetings and/or shifts in police, and community services venues.
GIFTS AND GRATUITIES FROM OR TO VICTIMS
Crisis responders are not allowed to receive monetary gifts from victims. If an individual wishes to provide the crisis
responder with a gift, the crisis responder should encourage a donation to East & West Parry Sound Victim Service.
Charitable tax receipts will be issued for all monetary gifts to the organization.
Crisis responders will not provide money to victims as loans or gifts.
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HEALTH AND SAFETY POLICY AND PROCEDURE
T
he ongoing health and safety of crisis responders with East & West EWPSVSis a paramount concern. Policies and
procedures are designed to assure that crisis responders are aware of potential risks and plan their intervention
accordingly. The following policies are aimed at addressing these exceptional circumstances.
INFECTIOUS DISEASES
Crisis responders are to take all precautions necessary to ensure that they are not exposed to bio-hazardous material. These
include blood, urine, feces, vomit, spit, and semen. Crisis responders are not responsible for cleaning blood, urine, or any other
bodily fluid that may occur as a result of a crime or tragic circumstances. In these cases, a professionally, trained cleaning
service should be used. If assisting a victim who is bleeding, crisis responders will use latex gloves (located in the East & West
EWPSVSoffice) to avoid contact. Crisis responders should take advantage of immunizations of any communicable diseases, as
advised by their personal physicians.
The Executive Director and/or Team supervisor/staff, in conjunction with the referring service, ensure that the location
and the people in that location do not pose a threat to crisis responders.
For additional information please refer to Pandemic Continuity Plan – Appendix H
FIRST AID / CPR
Crisis responders do not receive formal training in First Aid and CPR. The crisis responders are not required to
administer First Aid or CPR as an element of their intervention. Crisis responders who are trained in First Aid/CPR may
use these skills in assisting victims or survivors during a crisis call.
The Good Samaritan Law:
The Province of Ontario explicitly encourages bystanders to give First Aid. The Good Samaritan Law protects
citizens and medical professionals who act in good faith to give emergency assistance to ill or injured persons at the
scene of an emergency. The law provides that when acting reaso nably and prudently under the conditions of the
emergency, the helper cannot be held responsible for the person’s injury (The Canadian Red Cross Society, First Aid
“The Vital Link” 1994 page 7).
SUDDEN ILLNESS AND ACCIDENTS
In cases where an individual who is on call may become ill or experience an accident during their shift, they should contact their
Team supervisor/staff in order that their shift can be covered until they are able to resume their responsibilities. Any incidents
involving the injury or potential injury of an individual while they are actively involved on a call should be immediately reported
to the Team supervisor/staff. A WSIB report, written in conjunction with the Executive Director, shall be submitted within
twenty-four (24) hours of the incident.
CRITICAL INCIDENT STRESS
Crisis responders may become involved in incidents where they experience the symptoms of Critical Incident Stress. Critical
Incident Stress is a normal reaction to an abnormal, extremely traumatic event or series of events. Usually found among
emergency service personnel, East & West EWPSVScrisis responders are recognized as individuals that may experience the
effects of critical incident stress. The effects of experiencing a traumatic event are individual and affect each person in a unique
manner. They are commonly found, however, to affect the individual’s physical, emotional, and cognitive abilities. East & West
EWPSVScrisis responders have a responsibility to recognize their own reactions to stress and what may be normal and not
normal. In such cases, counselling and referral to ongoing services will be provided to the individual.
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DRIVING/TRANSPORTATION POLICY AND PROCEDURE
F
rom time to time, crisis responders may need to transport individuals in their vehicles. In all cases, the safety of
the crisis responder should take precedent over the transportation of the individual. Crisis responders should not
transport individuals alone in their vehicles.
Crisis responders will transport only if the crisis responders vehicle can accommodate all passengers using the available seat
belts. Children who require car seats or carriers will be transported with their parent or guardian via taxi.
Crisis responders are encouraged to use their judgment in transporting anyone where weather or road conditions or the
physical or mental state of the individual may be an issue. Safety should always be the determining factor in deciding to
transport.
All crisis responders who wish to have the option of providing transportation are required to complete the Employee/Volunteer
Driving Waiver.
East & West EWPSVScrisis responders, in the provision of service, may be requested to accompany individuals to other sites
(i.e. hospital, home of family members, etc.). In order to ensure that transportation is done in a safe and appropriate manner,
crisis responders are required to adhere to the following procedure:
1. Transporting is an individual choice of all crisis responder;
2. If crisis responders choose to use their personal vehicles in the transportation of individuals, it must be done only in
situations deemed "safe" in accordance with East & West EWPSVSHealth and Safety Policy
3. All crisis responders who transport victims in their own personal vehicles are required to carry two million (2,000,000)
dollars liability insurance. Crisis responders are advised to contact their respective insurance carriers and notify them that
they may occasionally offer transportation to individuals in the provision of their crisis responder service. This process will
be carried out on a yearly basis in line with performance evaluations;
4. All crisis responders who wish to have the option of transporting victims, as required, must demonstrate proof, to the
Executive Director or Designate, of a valid driver's license and appropriate insurance coverage. Photocopies of these items
will be taken and placed in the employee/volunteer’s file. All participants are required to sign the Employee/volunteer
Driving Waiver, which will be placed in their file.
5. Should a crisis responder refuse to sign the Driving Waiver they must sign a letter stating that they will never transport a
victim under any circumstances, and that if they do choose to transport a victim that they are solely liable for any damages
incurred;
6. All crisis responders who transport victims must follow the Highway Traffic Act when driving. All persons in the car should
conform to current seat belt usage regulations, and, when applicable, children must utilize an approved child seat or
restraint equipment;
7. As with the criminal record check, crisis responders choosing to transport victims will submit to a search of their driving
record. A history of Highway Traffic Act infractions will be viewed in the same manner as a criminal charge from in the
potential crisis responder’s history;
8. Any suspensions of driving privileges must be reported to the Executive Director or Designate immediately; and
9. Each year the crisis responder shall provide a copy of their insurance renewal.
10. Information needed for file:
a. Employee/volunteer's name;
b. Driver’s license number;
c. Vehicle make and model; License plate number;
d. Insurance Policy number ; Liability coverage
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Volunteer Driver Waiver
Date:
Name of volunteer:
Driver license number:
Vehicle make and model:
License plate number:
Name of insurance company:
Policy number:
Liability coverage:
I, ________________________________, hereby certify that the above information is true. Further, I have read and
understand the East & West EWPSVS“Driving/Transportation Policy”, and am aware that transporting persons in my
own vehicle is both my choice and liability, and to do so is at my own risk. I will ensure that should I choose to transport
persons in my vehicle that all persons will conform to current seat belt usage regulations and that children will utilize
approved child seat/restraint equipment, where applicable.
___________________________
Volunteer Signature
___________________________
Executive Director or Designate Signature
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VICTIM ASSISTANCE SERVICE CYCLE
T
he following are the general procedures involved in providing crisis assistance. While general principles should apply,
variations in procedure may develop between the service and the police due to the limitations of distance, resources,
case-by-case needs, and police procedures.
1. First response service provider (such as fire, EMS, hospitals) attends an occurrence.
2. First response service provider identifies individual’s need of emotional support and/or practical assistance.
3. First response service provider determines the type of victim assistance required. Safety of crisis responders is the primary
concern in determining the type of crisis response (on-scene vs safer location, and/or telephone intervention).
4. First response service provider explains service to potential victim and requires his/her consent to contact Victim Services.
5. First response service provider requests crisis response by calling the EWPSVS crisis line and/or the Communications
Centre.
6. Team supervisor/staffs respond to the call immediately gathers information and dispatches crisis responders accordingly.
Refer to Policies and Procedures for On Call
7. Team supervisor/staffs indicate to the estimated time of arrival and arrange a place for crisis responders to meet. First
responders are expected to wait for victim services to arrive.
8. Crisis responders should ideally arrive within 30 – 60 minutes of the initial call. Crisis responders show ID cards to the
victim(s) and introduce themselves by first name only. They assist in whatever manner is determined to be appropriate.
9. Crisis responders will provide crisis intervention, emotional support, practical assistance, information and referrals.
10. Crisis responders will address any immediate safety concerns. Police should also be called if there are concerns regarding
individual’s safety.
11. Crisis responders are to leave immediately if there are any concerns regarding their own safety and must inform the police
of their decision to leave the call and request police to respond immediately if necessary.
12. If needed, individual’s may be accompanied/transported for emergency service: e.g. hospital, police station, clinic, and/or
shelter.(in compliance with Transportation Policy)
13. If difficulties arise during the call that the crisis responders cannot respond to, are in doubt of, or have immediate concern
about, the Team supervisor/staff should be called for assistance.
14. Before leaving, the individual is informed that they will be receiving a follow-up call.
15. Crisis responders leave when appropriate and give verbal “After Call Check-In” reports to the Team supervisor/staff
16. Crisis responders notify the Team supervisor/staff when they have safely arrived home or to another location. (E.g., some
Crisis responders may go for coffee after the call.)
17. A Victim Contact Report (Appendix G) is completed in full and submitted to the office the following day through the secure
website, by email/fax or at a minimum through a phone call. (The original must be received within three days.)
18. The Executive Director or Designate contacts the individual(s) at an appropriate time to complete the formal needs
assessment and discuss a Personal Service Plan.
19. Information is provided to the referring director(s) and/or other emergency service provider (such as fire, EMS, hospitals)
on services provided and the referrals made.
Police will be informed during briefings that, if there is a breakdown in communication, to let the Executive Director or
Designate know as soon as possible so that appropriate action can be taken.
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VICTIMS WITHIN THE MANDATE
The consequences of being victimized are unique to each individual and circumstance. However, there are common elements
in the process of victimization and in the immediate needs of most victims.
Victims can suffer several types of injury: financial, physical, and emotional.
Many individuals experience what has happened to them as traumatic, putting them in a crisis state. That is, they become
impaired in their ability to carry on day-to-day functioning. The severity and length depends on the nature of the
crime/incident, the surrounding circumstances, the resources and personality of the individual, and the timeliness and quality
of any support received. The objective of crisis assistance is to respond effectively to short-term needs and thereby limit the
long-term effects of victimization.
East & West EWPSVSis to be available to individuals affected by all crimes, tragic circumstances, and disaster. This includes
crimes against people such as assault, sexual assault, robbery, and property crimes such as break and enter and theft. The
service will also respond to individuals affected by tragic circumstance. Some examples may be families who are notified of a
sudden death, motor vehicle accidents, and disasters requiring evacuation
VICTIMS OUTSIDE THE MANDATE
Generally, every effort will be made to assist police in the manner they request. Training in the appropriate use of service and
its mandate and objectives will help police to make the appropriate referrals. However, there are situations that are beyond
the mandate of the service, they are too dangerous, or are of no benefit. Examples of these are:

Violent situations, domestic or otherwise, when the combatants have not been separated through arrest, detention, or
removal to a different residence or shelter. This is in the interest of safety to civilian crisis responders.

Individuals who are receiving other services that provides crisis assistance.

Psychotic, schizophrenic, or other actively mentally ill people in crisis will be referred to appropriate services.

People in crisis that are under the influence of alcohol and/or other drugs or solvents and thereby unpredictable or unlikely
to benefit immediately from any crisis intervention will not receive assistance immediately, but may receive follow-up at a
later date.

Child victims of physical or sexual abuse. Children less than sixteen years of age who are not in their parent's care and
control fall within the mandate of the Children’s Aid Services. This will include child runaways and in general, all children
under sixteen whom are not in the care of their parents and/or legal guardians.

Individuals over twelve years of age who are in their parent's care and control can be assisted. Children under the age of
twelve require parental consent.
FRIENDS AND FAMILY NEEDS
The effects of victimization can spread beyond the victim to family and friends. For example, parents may be able to
cope well after a break-in to their home, but their children may later show signs of stress. Parents may therefore need
to be made aware of appropriate services for children, in case they are needed later.
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POLICIES AND PROCEDURES FOR BEING ON-CALL
W
hile East & West EWPSVScrisis responders are on call they must adhere to the following conditions:
1. Abstain from alcohol and any intoxicants;
2. Have access to a reliable vehicle; and
3. Be available to respond to a call/request for service either by telephone or cell phone.
Crisis responders should be prepared to respond immediately to a call for service. Any change in location during an
employee/volunteer’s shift will be directly reported to a Team supervisor/staff, and any alternate contact numbers must
be given.
RESPONDING TO CALLS FOR SERVICE
When a team supervisor/staff is called, they will:
1.
2.
3.
4.
5.
6.
Respond to the call by identifying that this is East and West EWPSVSand their name;
Record information about the call including referral agents name, location, type of call, and victim’s name (if available);
Contact the crisis responders, and arrange for them to meet at a defined location.
Team supervisor/staff will have an updated list of the crisis responders and shift schedule (updated regularly).
When Team supervisor/staff receive the initial call, they should then call the crisis responders on shift.
In the event that a there are no crisis responders on shift, it then becomes their responsibility to proceed through the
volunteer list to find two (2) crisis responders to respond.
7. If only one is found, the team supervisor/staff may attend to the call. If this occurs, team supervisor/staffs must find
another team supervisor/staff to provide back-up supervision to this and any other call that might occur.
8. Team supervisor/staff must make contact with the referral course within 30 minutes of the initial call to
a.
Inform of approximate arrival time of volunteers
b.
Clarify location and directions
c.
Clarify number of victims and ascertain if a second team will be required
d.
To clarify any safety concerns (status of offender, when officers will be leaving scene etc.)
9. At the end of the call, the team supervisor/staff should ensure that the crisis responders have arrived home safely.
The crisis response employee/volunteer will:
1. Ensure Kit is brought to call (if necessary);
2. Attend to the call;
3. Discreetly present identification to police and victim;
4. Provide support as necessary;
5. Make appropriate referrals;
6. Report any changes in location to Team supervisor/staff;
7. Record information on Victim Contact Form; and
8. Report departure from scene to Team supervisor/staff and return home safely.
CALLING OUT EXTRA CRISIS RESPONSE TEAMS
If a situation arises that, the crisis response team at a scene feels they require more assistance they shall:

Contact the Team supervisor/staff and Inform the Team supervisor/staff of the number of individuals at the
scene and nature of the call; and

Inform the Team supervisor/staff of the reason(s) that they feel more assistance is required.
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Based upon this information, the Team supervisor/staff will assess the need for another team and if necessary, dispatch the
back-up team to the scene.
If a situation arises that the team at the scene and/or the Team supervisor/staff feels that the team needs to be replaced due to
stress, or length of time on the call, the Team supervisor/staff will dispatch another team.
VICTIM CONTACT FORMS
Each team will complete a Victim Contact Report upon completion of their call. This form will be returned to the office the next
business day for follow-up by the Executive Director or Designate.
When the responding team fills out Victim Contact Reports, keep in mind that there are certain pieces of information that are
needed in order to
a.
complete statistical information for our funders and
b.
completion of a comprehensive follow-up
Please make sure to collect the following information:
1. Date and time of the call
2. Number of individuals served (everyone you have made contact with);
3. Names, ages, and genders of all the individuals served– don’t forget to include those who may be impacted, but were not
at the scene at the time
4. Address(es) and phone number(s), and an alternative number if different from their home number;
5. Referral source, names, and numbers ( including CAS, VQRP, VPD, FAST and/or EARS;
6. Type of crime (assault, robbery, etc.)
7. Completion of a safety plan.
VICTIM/CRISIS RESPONDER RELATIONSHIP
An effective working relationship with an individual affected by crime or tragic circumstance is based on the ethical
behaviour of the crisis responders.
Crisis responders will conduct themselves in a friendly, caring, and supportive manner and within the context of a
helping relationship and ensure a confidential, objective, and nonjudgmental service.
Crisis responders shall not share personal experiences.
This relationship is on a short-term support basis. Crisis responders are aware that the helping relationship is person
based and is not a personal/social interaction. It is inappropriate to become friends with individual receiving services.
When a crisis responder knows the individual personally, or recognizes a current or prior relationship with them, the
crisis responder must disclose this to his/her partner and must ask the Team supervisor/staff for a replacement if there
is a conflict present.
Attendance at any funeral, which is related to a service call, is inappropriate.
After the completion of an on-scene incident, it is inappropriate to continue a personal crisis intervention. Noncompliance with this procedure may lead to termination.
Everyone is responsible for notifying the Executive Director or Designate whenever the nature of the relationship with
an individual is in question.
SHORT-TERM NEEDS –- STABILIZE AND MOBILIZE
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If an individual is in crisis or trauma, they need assistance to stabilize:
PHYSICAL/PRACTICAL NEEDS:







Encourage and assist getting emergency medical care.
Take steps to ensure safety, e.g., transportation to a shelter, hospital, or alternate arrangement.
Assist in gaining access to emergency services, e.g., a shelter or hospital.
Help to identify immediate problems and priorities and allow victim to decide courses of action.
Provide information on what further actions may be undertaken.
With permission - call friends, family or neighbours.
Help parents with their children, e.g., settling children down, and assisting with child care if scene is chaotic and
parent is present.
EMOTIONAL NEEDS:






Provide reassurance of personal safety.
Allow individuals to tell someone what happened in his/her own way/words and how he/she feels without shock,
rejection, or judgment.
Provide "emotional first aid" - someone to say, "I'm sorry it happened.” "You did nothing wrong.” "How can I help?"
Provide reassurance that emotions such as anger, guilt, confusion, embarrassment and other emotions generally
considered "negative", are common and part of the process of coping with victimization.
Provide opportunities to reassert control - ask victim to make simple decisions, do not hold, or touch unless
absolutely sure contact is welcome and ask permission rather than give advice.
Provide reassurance that help is available.
Special Note: Crisis responders must not administer or provide prescription or non-prescription medications, alcohol or
other intoxicating substances.
When the individual becomes more stable, they need assistance to mobilize their resources:
STEPS TO REDUCE THE RISK OF FURTHER VICTIMIZATION BY:


assisting in the development of a safety plan
moving to a safe location such as a shelter
SEEK FURTHER ASSISTANCE BY:

Providing information about other community medical, legal, social, or financial assistance - encouraging use
without raising false expectations.

Having the individual identify family, friends, or neighbours who might help.

Explaining that the individual will receive a follow-up call to see how he/she is and if further assistance is needed. If
they decline a follow-up call, the crisis responders will bring that to the Executive Director or Designates’ attention.
RESTORE A HOME TO A LIVABLE CONDITION BY :

Utilizing the Victim Quick Response Program to assist with emergency travel, crime scene clean-up and necessary
repairs to the residence to ensure safety.
TO PREPARE FOR FURTHER CONTACT WITH THE JUSTICE SYSTEM BY :



Encouraging co-operation with the police investigation and the Court.
Explaining what to expect if the offender is arrested, released, held for trial.
Explaining how to get information about the case and dealing with fears of intimidation or retaliation.
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TO RECEIVE COMPENSATION BY:



advising to make a prompt claim if there is insurance
Informing victims about the Criminal Injuries Compensation Board.
Informing victims about obtaining legal advice.
LONG-TERM NEEDS
In the course of meeting the immediate needs of individuals, the need for longer-term assistance might arise as a direct
result of the crisis. For example:
Physical needs – individuals affected by personal crime.
Shelter – individuals affected by domestic assault, break and enter or arson.
Emotional needs – individuals affected by any serious crime, depression, loneliness, or bereavement.
Financial needs – break and enter theft or fraud.
Legal needs – individual affected by assault or involved in Civil Court matters.
Following a report from the crisis responder regarding the crisis assistance given and outlining possible longer-term
needs, the Executive Director or Designate will contact the individual to assess the situation and offer further assistance
through referral to other community services.
To assist the Executive Director or Designate, crisis responders are to make special note of the needs for longer-term
assistance, any agencies previously or currently involved with the individual, the degree of need, the capability of the
individuals own resources, mobility, age, ethnicity or language needs, or relevant religious affiliation.
REFERRAL
After assessing the need for longer-term services and identifying community services or agencies that would benefit the
individual:

Give information about the agency's name and phone number.

Foster realistic expectations and prepare them for problems such as long waiting lists.

Encourage them to make the contact on his/her own to foster his/her commitment to follow through and to receive
first-hand information.
If requested, the referral may be made on behalf of the individual. However, a signed release of information is required
prior to making the referral due to the Freedom of Information and Protection of Privacy Act.
Advise them that they will receive a follow-up call to see how the contact went.
FOLLOW-UP
The East & West EWPSVSExecutive Director or Designate, will contact the individual within an appropriate time frame
to assess the status of the referral, and help with any problems they may have concerning the referrals.
SAFETY WHILE ON CALL
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Crisis responders will not attend a scene alone. Crisis responders shall work in teams of two at all times. Crisis
responders meet at a mutually agreed upon location and proceed to the call location together. Once the crisis
responders have left the scene, they are not to return unless authorized by the Team supervisor/staff.
The Team supervisor/staff tracks the movements of the team at all times. This is accomplished by the crisis responders
adhering to the following:
They will:
1. Telephone ( or text) the Team supervisor/staff upon arrival at the scene
2. telephone ( or text) the Team supervisor/staff when they change locations
3. telephone ( or text) every 60 minutes/unless the Team supervisor/staff directs the team differently
4. telephone ( or text) when they depart the scene
5. telephone ( or text) at the end of the call
6. telephone ( or text) upon arrival at home
Any time the above is not adhered to:
1. The Team supervisor/staff will contact directly the crisis responders. In the event that there is no response, the
Team supervisor/staff will contact the police.
2. Should a scene become unsafe before the arrival of the crisis responders or the call is cancelled, the Team
supervisor/staff will immediately notify.
Crisis responders will not attend the following situations
1. Any violent situation, unless the offender is in police custody or the victim is brought a place of safety. Crisis
responders shall immediately leave any scene that becomes violent or unsafe. For example: if a person is angry,
yelling, verbally abusive, uncooperative, violent, or acting in a bizarre manner.
2. Any situation when a person is behaving in a manner that indicates the need for mental health services.
3.
Crisis responders shall never administer medication.
4. Any situation where the individual is under the influence of alcohol or other drugs.
5. Should any of the above situations occur, assistance may be provided by telephone or by arranging an appointment
in a secure setting or at a more appropriate time.
SUMMARY
1.
2.
3.
4.
5.
6.
7.
Always work in teams of TWO
Introduce with first name only; do not provide a last name or any personal information
When going into a private home observe exit locations
Remind police to notify if the accused is being released
Call Team supervisor/staff upon arrival at the scene and alert him/her of any safety concerns noted
Call Team supervisor/staff as directed
LEAVE IMMEDIATELY if unsafe. Notify the Team supervisor/staff of the change of location and reasons for the
change. Encourage the victim to leave as well.
8. Maintain visual contact with partner at all times
9. Maintain control of the situation and be aware of any changes in victim(s) behaviour, demeanor and coherency
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10. Wear latex gloves around injuries/body fluid – gloves are supplied in the kit
11. Debrief after leaving the scene and call Team supervisor/staff for further debriefing if required.
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INDIVIDUAL CASE MANAGEMENT/SAFETY PLANNING
INTRODUCTION
I
n this time of limited resources, expanding demand for these resources, and the increasing expectations of selfdetermination on the part of individuals affected by crime and tragic circumstance and their families, many Victim
Service agencies are examining their case management and/or support coordination structures
East & West Parry Sound Victim Services, in an effort to meet the Modernization objectives established by the Ministry
of the Attorney General, has developed a Framework to improve the quality of services and supports for people affected
by crime and tragic circumstances. The Framework focuses on the desired outcomes of MAG, quality assurance, risk
management, and service improvement efforts.
It includes the following seven design areas:
1.
2.
3.
4.
5.
6.
7.
Participation Access: Access to community supports information and referral, practical assistance and victim
compensation if required, advocacy to ensure access to appropriate community services, as well as immediate crisis
response.
Person-Centered Service Planning and Delivery: Victim-centered needs assessment and service plans,
implementation and monitoring of service plans, and ensuring/advocating for access to services as planned, as well
as responding to changing needs/choices and the victims’ direction.
Provider Capacity: Sufficient crisis responders, adequate training, and service provider monitoring.
Participant Safeguards: Incident reporting and response, risk assessment balanced with choice, monitoring of
agreed upon interventions, emergency and disaster preparation/response inclusive of plans to prevent
revictimization (e.g. safety planning).
Rights and Responsibilities: Recognition and protection of victims’ rights and decision-making authority, as well as
due process and grievance procedures.
Outcomes and Satisfaction: Surveys that show outcomes of and satisfaction with services provided, data used to
identify and respond to dissatisfaction and poor performance.
System Performance: Systematic gathering and analysis of performance data, community participation in designing
and appraising system performance and improvement activities and financial accountability
The Framework not only requires quality assurance systems to gather quality-relevant data, but also that the data be
used to improve the quality of services. This is to be accomplished through three specified quality management
functions:



Discovery: Knowing what outcomes are being accomplished, identifying problems, determining opportunities for
improvement, and finding sources of effective practice.
Remediation: Responding to problems on an individual, agency and system-wide basis.
Improvement: Using information about victim service programs and those persons enrolled in them, knowledge of
effective practices, and information and knowledge dissemination to improve the quality of services and supports;
elevation of the expectations of and demand for higher quality by service recipients and our community partners.
DEFINITION OF CASE MANAGEMENT/PERSONAL SERVICE PLANNING
Case management/ personal service planning has two key features:
(1) Providing an interface or connection between individuals and/or families who have experienced crime and/or tragic
circumstance and the system of publicly-funded and generic services and supports; and
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(2) Assuring that these services meet reasonable standards of quality and lead to important life outcomes for individuals
and/or families who have experienced crime and/or tragic circumstance
The professional literature about case management models points to five roles or functions for case management:





Administration – Executive Director
Crisis management – Volunteer crisis responders and staff
Victim empowerment - Volunteer crisis responders and staff
Individual advocacy - Volunteer crisis responders and staff
Systems advocacy – Executive Director
As case management has evolved, different terms such as “service coordination,”” personal care plans” “support
coordination” and “resource management” have been used.
As EWPSVS has a philosophy of service based in an empowerment model, we believe that we should assist individuals to
self-direct their services. Consistent with this view we believe the role of the case manager has shifted to that of “service
broker,” especially for people receiving support due to victimization. Service brokering involves directing people to
needed services, coordinating access to those services, and empowering the individual to manage them.
INCREASED SELF-DETERMINATION
Part of the variance in the role of a victim service provider and definition of personal care plans depends on how deeply
the principles of self-determination and self-direction have been integrated into the service system structure.
The historical design of victim service programs is that a victim receives practical assistance and referral and has control
over if/how that assistance and referral is used. Currently, the critical role of the personal care plan/support
coordination is to assist victims and/or their families to determine the most creative and best use of the supports
offered and to design a personally tailored plan for the future. In victim services, the roles and functions of case
management/support coordination emphasize assisting the victim in designing an individualized, self-directed,
community-supported plan.
Individualized support does not mean that people are left alone. Victim service provision is design for individualized
support, starts with the victim, and finishes with personally tailored support plan that strives to change as people’s
needs, capacities and opportunities do.
MODEL FOR SELF-DETERMINATION
Critical support roles include a staff member and/or a case manager(VQRP or FCSW), who assumes the case
management role and a team of crisis responders who do the initial crisis response. These individuals work together to
assist the victim in designing their personal care plan and accessing a community support system.
The staff member/case manager, in partnership with the victim, facilitates the plan development during the follow-up
call. The purpose of the follow-up is to




connect the individual and family to community resources,
provide additional referrals or advocacy of required, additional assistance to access (for example) housing, Food
Banks, shelters, counseling services and/or sexual assault services
support safety planning to prevent revictimization and
assists the individual in accessing access resources (e.g. victim compensation programs, FCSW Program, Vulnerable
Person Database, EARS)
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DETERMINING INDIVIDUAL ALLOCATIONS AND SUPPORT FOR CREATIVE OPTIONS
The personal care plan will incorporate a comprehensive assessment of a person’s situation, including the person’s
support needs and adequacy of support network (e.g. wait lists), and designate an individualized support allocation (e.g.
– referral to VQRP or FCSW). In these programs, a more intensive case management system will assist the individual
and/or their family to develop the plan for the best and most personally tailored support situation possible.
VICTIM CHOICE OF SERVICE PROVIDERS, COMMUNITY SUPPORTS
Victim choice of service provider, including counselors, services, and community based agencies is an important
empowering feature of the referrals offered by victim services. A victim will be provided with three options for services
appropriate to the victims needs where available.
A key component of the 2014 VQRP is a database of counselor profiles, which will expand the number of known
individuals offering service, the qualifications of each service provider, and a clear understanding of the type/nature of
services offered. Under the 2014 VQRP guidelines, a roster of service providers will be established by September 2014.
This roster will be made available to the victim accompanied by information on “How to Choose a Counselor” (Appendix
A, B)
Victim services retain the functions of screening, eligibility determination, and allocation of VQRP service resources (in
accordance with the Ministry VQRP Guidelines- Appendix C). In addition, a small number of complex cases requiring
longer-term assistance will be retained on victim service caseloads at the discretion of the Executive Director
COORDINATED DATABASE SYSTEMS
A coordinated system requires a well-designed, consumer-friendly management information and support technology
system that can simplify, streamline, and make as comprehensive as possible the process of collecting and using
information concerning service recipients. A comprehensive information management system in which





information flows from intake to assessment,
to planning, to monitoring,
to incident-reporting and quality assurance,
is also linked to the VQRP, FCSW, VPR and EARS programs and
is a well-coordinated database system to manage the complex information-gathering processes involved in case
management and service provision.
MANAGING THE CHALLENGE OF LIMITED RESOURCE GROWTH
Virtually every victim service is faced with increasing demands on service and limited or diminishing resources for case
management and direct services. EWPSVS is currently piloting a more comprehensive program which combines short
term crisis response, follow-up, personal care plans/case management, as well as the VQRP, FCSW, VRP and EARS into
one flexible, long-term model of victim services.
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FRENCH LANGUAGE SERVICES POLICY AND PROCEDURE
T
he French Language Services Act (1986) (FLSA) guarantees an individual's right to receive services in French from
Government of Ontario ministries and agencies in 25 designated areas. The District of Parry Sound has been
partially designated.
The preamble of the FLSA recognizes the contribution of the cultural heritage of the French-speaking population and
wishes to preserve it for future generations. The francophone presence in Ontario dates back more than 350 years.
In accordance with the French Language Services Act, East and West EWPSVShave adopted this policy to ensure:
1. The same service standards are offered in French as in English.
2. All communications materials, including forms, letters and brochures, are available in both languages.
3. A victim is offered services in their preferred language (English or French.)
To ensure victims receive the French services they require and are entitled to, the East and West Parry Sound has access
to bilingual crisis responders and will handle all related concerns.
POLICY:
East and West EWPSVSshall make every possible effort to provide French language Services in accordance with the
French Language Services Act by:



offering quality services in French at all times
Guaranteeing access to all victim services in French
Ensuring all three levels of involvement, those being the Board of Directors, Staff and Crisis Employees/volunteers,
include francophone members.
PROCEDURE:
1.
2.
3.
4.
Upon request:
clients have access to a French speaking staff
clients have access to a French speaking employee/volunteer
General procedures:
a. all public materials are printed and available in the French language,
b. all messaging, including telephones, will be recorded bilingual (French and English)
Complaints may be filed at any time regardless of the situation in which the client believes their right to be served in
French was not respected.
Complaints are received by:
Office of the French Language Services Commissioner of Ontario
700 Bay Street, Suite 2401
Toronto ON M7A 2H8
Fax: 416 314.8331
Email: flsc-csf@ontario.ca
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RESOURCE DIRECTORY POLICY AND PROCEDURE
Crisis responders need up-to-date knowledge of the mandate and availability of all existing services to properly inform victims
of the options available and to make appropriate referrals.
Some communities already have comprehensive directories produced by local information centres, co-ordinating councils, etc.,
that are a useful reference. Nevertheless, given the specialized nature of the service, it is necessary to produce a new directory
for the use of crisis responders.
The most common services used are: emergency housing services e.g., women's shelters, family resource centres, child welfare
societies, legal clinics, emergency medical facilities, family individual counselling agencies, rape crisis and sexual assault centres,
services for seniors, emergency financial assistance services, information or crisis lines, and employee/volunteer bureaus.
In addition to listing agencies and phone numbers in alphabetical order, the directory is grouped according to primary services
offered, e.g. housing. Further crisis referencing according to victim-type, such as services for the elderly or disabled, or type of
crime, such as services for house break-in victims, are also useful.
MEDIA RELATIONS POLICY AND PROCEEDURE
All contact with the media (print, voice, or television) will be approved and conducted by the Chairperson of the Board of
Directors and/or Executive Director. Crisis responders will not discuss their involvement with East & West EWPSVSwith any
member of the media (newspaper, television, and radio) without the express approval of the Executive Director or Designate.
Crisis responders are not permitted to make statements to the media on behalf of the program, the Police or EMS
Services.
All inquiries from the media during an occurrence must be referred back to the Police in charge of the occurrence or
investigation.
All requests for employee/volunteer statements must be declined.
Any violation will result in corrective action or termination.
RELATIONS WITH OTHER AGENCIES
Crisis responders will respect and abide by the policies and procedures of any agency that they are working with directly as a
result of their assistance to a victim. This may include signing oaths of confidentiality, dress code, and access to the service.
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EMPLOYEE/VOLUNTEER RECOGNITION POLICY AND
PROCEDURE
O
ne of the keys to a successful crisis response program is recognition. East & West EWPSVSendeavors to recognize the
valuable contribution of its crisis responders through ongoing support, awards, and special recognition.
EMPLOYEE/VOLUNTEER RECOGNITION PROCEDURE
An annual recognition event will be conducted to highlight and reward the contribution of crisis responders to the agency.
Everyone involved with the East & West EWPSVSis encouraged to undertake on-going methods of recognition on a
regular basis throughout the year. These methods of informal recognition should range from simple thank-you’s to a
concerted effort to include crisis responders as full participants in program decision making and implementation.
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GREEN EARTH POLICY AND PROCEDURE
E
ast & West EWPSVSrecognizes that it has a responsibility to the environment beyond legal and regulatory requirements.
We are committed to reducing our environmental impact and continually improving our environmental performance as
an integral part of our agency strategy and operating methods, with regular review points.
POLICY AIMS
We endeavor to:
• Comply with and exceed all relevant regulatory requirements.
• Continually improve and monitor environmental performance.
• Continually improve and reduce environmental impacts.
• Incorporate environmental factors into agency decisions.
• Increase employee and volunteer awareness.
PAPER
1.
2.
3.
4.
5.
We will minimize the use of paper in the office.
We will seek to buy recycled and recyclable paper products.
We will reuse and recycle all paper where possible.
We will double side our printing where possible.
We will reduce packaging by buying in bulk.
ENERGY AND WATER
1.
2.
3.
4.
We will seek to reduce the amount of energy used as much as possible.
Lights and electrical equipment will be switched off when not in use.
Heating will be adjusted with energy consumption in mind.
The energy consumption and efficiency of new products will be taken into account when purchasing.
OFFICE SUPPLIES
1.
2.
3.
4.
5.
We will evaluate if the need can be met in another way.
We will seek sharing as an option before purchasing equipment.
We will evaluate the environmental impact of any new products we intend to purchase.
We will seek to buy more environmentally friendly and efficient products.
We will reuse and recycle everything we are able to.
TRANSPORTATION
1. We will reduce the need to travel, restricting to necessity trips only.
2. We will promote the use of travel alternatives such as e-mail or video/phone conferencing.
MAINTENANCE AND CLEANING
1. Cleaning materials will be as environmentally friendly as possible.
2. Materials used in office refurbishment will be as environmentally friendly as possible.
3. We will only use licensed and appropriate organizations to dispose of waste.
CULTURE
1. We will involve the Board, staff and Crisis responders in the implementation of this policy, for greater commitment
and improved performance.
2. After all meeting where we provide food if there is extra we give it to our local shelter.
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PAID STAFF ON-CALL POLICY AND PROCEDURES
POLICY STATEMENT
T
he Ministry is moving towards a comprehensive care approach for all victim services that includes
•
•
•
•
•
•
Mandatory follow-up with all victims
Development of a personalized service plan for each victim
Standardized training to all crisis responders
Extend safety planning to include mobile safety devices
Ensure 24/7 service by paid staff
Introduce services standards to ensure consistency
INTRODUCTION
East & West EWPSVSoperates on a 24/7/365 basis. To ensure that paid staff are able to maintain a good home/life
balance, and to manage any risks that may result from the delivery of 24/7mobile, on-call services by paid staff the
following on-call policy and procedure will be implemented effective April 1, 2013.
The paid staff on-call service provides for a single point of contact to refer any urgent requests that may ensue, and
ensure that volunteer crisis responders and supervisors are supported.
The on-call service is not designed to provide for an alternative contact point for routine calls and should only be used
for urgent requests that deal with the following incidents:
 Homicide
 Sexual assault
 Direct victim is a child (non CAS related)
 VQRP expenditure approval
 Emergency Animal Respite Service request
 Vulnerable Persons Registry incident/request
 FAST request
The on-call service does not replace the requirement for Team supervisor/staffs to make decisions, based on their own
judgement. However, it does provide, for the Team supervisor/staffs, the opportunity to have back-up if required to
attend a call, debrief with a staff following a significant occurrence and have immediate authorization for VQRP or other
expenditures.
OPERATING TIMES
The paid staff on-call will operate 24/7/365.
Each staff will assume a 14 day rotation commencing on a Monday at 6:00 am
STAFFING
The additional on-call service is staffed by either the Executive Director, or other paid staff who can evidence the ability
to manage emergency situations, to provide effective victim service, problem solve and take responsibility.
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REMUNERATION
Any staff member, regardless of position, who take part in the on-call rotation, will not be paid for additional hours. If
during the on-call period, the member of staff has to physically work for more than an hour outside of a regular work
day in relation to on-call, they will be entitled to treat the additional time worked as Time off in Lieu.
Where the staff member is called out, it must be evidenced by a timesheet and a rationale for their direct involvement
(to be completed by the staff member)
ON-CALL ARRANGEMENTS
•
•
•
•
•
•
•
•
•
•
•
•
•
On call shifts are determined by a monthly planner which will be organised at least, two months in advance.
Where there are other responsibilities that prohibit staff from covering on particular days, this will be
accommodated. Victim Services will endeavour to be as fair as possible regarding the allocation of duties.
Once the schedule has been established, any alterations to the rotation will be the responsibility of the staff
member on-call. However, changes must be communicated to the team supervisor/staffs and Executive Director
in a timely manner.
Team supervisor/staffs will be informed of on-call arrangements through an updated schedule or email and it
will be the responsibility of the person who is on-call to ensure that this information is correct.
Staff on-call will be issued with the on-call bag which will comprise of:
Laptop with password protected and encrypted database,
Incident report forms/VQRP application forms
On-call handbook/VQRP guidelines
Staff who has taken ill during on-call should inform the Executive Director who will make arrangements for
handover.
The phone must be fully charged at all times particularly on handover. Staff should inform the Executive Director
of any technical issues with the laptop or cell phone.
Any additional issues specific to a victim should be communicated with the Executive Director and/or designated
staff on call at the earliest convenience during regular office hours.
When staff are on call they must take the on-call bag and phone with them at all times, answer the phone
immediately and, if a call is missed, call the person back as soon as they are aware of the message.
The on-call bag should be kept safe, particularly, the laptop/I Pad which contains personal data. Under no
circumstance should the password be revealed to any other persons. The Staff On-call Bag must not be left in an
unattended car at any time.
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VULNERABLE PERSON DATABASE FOR AT-RISK PERSONS
PURPOSE
V
ulnerable persons are individuals whose circumstances place them at an increased risk of harm, abuse or
exploitation. These individuals may include: senior citizens; persons with physical, developmental or cognitive
disabilities; victims of crime or harm; and those with a mental illness. East and West EWPSVS(E&WPSVS) is
establishing a centralized, secure, electronic vulnerable person’s database (VPD). The purpose of the VPD is to provide
vulnerable persons with timely and appropriate assistance when there is reason to suspect that they may be at risk. The
database ensures that a broad range of relevant organizations can be mobilized quickly in order to best protect
vulnerable individuals.
PARTICIPATING ORGANIZATIONS
Organizations with access to the VPD will include:






East and West Parry Sound Victim Services;
The Ontario Provincial Police;
Parry Sound Emergency and Protective Services;
Housing authorities;
Community living organizations; and
Community mental health services.
In addition to organizations with direct access to the VPD, E&WPSVS will share a registrant’s personal information with
other community agencies if they may be able to assist or protect the registrant.
HOW THE VPD OPERATES
E&WPSVS will maintain a secure, electronic database with relevant information about registered vulnerable persons.
The recorded information will include: the registrant’s name, address and phone number; any physical, cognitive or
mental health problems; any needed life-sustaining treatment; essential medications; mobility concerns; and
communication difficulties. When a VPD registrant is thought to be at risk, his or her personal information will be shared
with relevant organizations, enabling them to quickly respond and provide effective assistance to the registrant. The
following examples illustrate how the VPD operates.
Example 1: A long-term care home calls the police when an elderly resident with dementia goes missing. The police
will access the VPD to determine if the missing person is registered with the service. If the elderly resident is
registered, the police will find the person’s physical description, a list of his or her emergency contacts, and other
relevant information that may assist them in locating the registrant.
Example 2: A severe thunderstorm causes flooding and large -scale power outages. Local emergency services will use
the VPD to identify registrants who may require urgent assistance, such as individuals who are dependent on
electronic life-sustaining equipment or who may be in need of essential medications.
REGISTRATION IN THE VPD
In order to register in the VPD, an individual (or, where appropriate, his or her substitute decision-maker) must arrange
an intake appointment with E&WPSVS. At the intake appointment, the vulnerable person or his or her substitute
decision-maker will be informed of the VPD’s purpose, operation and confidentiality policies. E&WPSVS staff will review
the Registration Form with the vulnerable person or substitute decision-maker, and will assist him or her in completing
it. The staff will also review the “Consent to the Collection, Use and Disclosure of Personal Information” form. If the
vulnerable person or his/her substitute decision-maker decides to register, the vulnerable person’s information will be
electronically entered into the VPD.
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VPD CONFIDENTIALITY POLICY
T
he vulnerable person or his/her substitute decision-maker will be provided with a copy of the VPD’s confidentiality
policies for his or her own records.
THE PURPOSE OF THIS POLICY AND PROCEDURE IS TO:







Regulate and facilitate the safe exchange of personal information to help find vulnerable adults who are reported at
risk and where there are concerns about their physical and mental well-being
Undertake exchanges of information within the framework provided by law and in response to
Expectations that agencies work together in the best interests of the vulnerable persons in our communities
Provide assistance in identifying vulnerable adults who may benefit from the services offered through the
Vulnerable Persons Registry
Raise awareness of the issues concerning vulnerable adults who are reported at-risk
Improve the working relationship between partner agencies by setting out clear and timely actions to be taken in
response to requests to identify or trace a vulnerable person
Bring clarity and reduce delays to these processes
Manage expectations, including the limitation of scope of actions that can be taken, so that vulnerable persons,
families caring for persons who may be at-risk and agencies are clear about what can and cannot be done.
REASONS FOR THIS POLICY AND PROCEDURE
This policy and procedure is intended to
• Facilitate timely support to persons who are at-risk due to experiencing mental health problems and/or tragic
circumstances (e.g. natural disasters);
• Where appropriate, to reunite individuals with family and other caregivers; bring about consistency of response
across agencies in relation to missing vulnerable adults and unidentified persons; and reduce time-consuming
efforts in tracing or identifying persons.
• Increase awareness of the issues surrounding missing/at-risk vulnerable adults and improve collaboration
amongst community services
LEGAL BASIS FOR SHARING INFORMATION
Personal information may be shared for specific purposes within safeguards provided by the law and organisational
procedures. Partner agencies to this policy and procedure must satisfy themselves that they have studied the
implications of this Policy and procedure in respect to the law as follows.
i.
ii.
iii.
iv.
Freedom of Information and Protection of Privacy Act (FIPPA)
Provincial R.R.O. 1990, REGULATION 460 (General)
Provincial R.R.O. 1990, REGULATION 459 (Disposal of Personal Information)
Personal Health Information Protection Act (PHIPA) - PHIPA applies to a "health information custodian" as defined in
section 2 of the Act, including the Ministry of Health and Long-term Care, doctors, hospitals, pharmacies, etc.
Personal Information Protection and Electronic Documents Act (PIPEDA) - PIPEDA is Government of Canada
legislation that applies to every organization that collects, uses or discloses personal information in the course of
commercial activities. This includes private sector companies and may include some activities of charitable or nonprofit organizations
Archives and Recordkeeping Act, 2006 - The Archives and Recordkeeping Act requires that all government ministries
and other designated organizations have a records schedule to ensure that information is not destroyed
prematurely. If FOI requests are made, the information will be available, subject to retention periods.
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PROCESS REQUIREMENTS
This policy and procedure provides for the following actions to take place:
ALERTS AND REQUESTS FOR INFORMATION ON AT-RISK PEOPLE
East & West EWPSVSwill provide details of a vulnerable person, where there are reasonable grounds to believe
i.
ii.
iii.
iv.
the person is missing and/or
unable to identify themselves and/or
are at-risk and/or
Where there are concerns about their well-being.
A signed consent to share information (Appendix 1) must be on file with the Parry Sound Victim Services
REQUESTS TO IDENTIFY
S I NG L E P O I N T O F C O N T A C T I N E A C H P A R T N E R O R G A NI S AT I O N
Each partner organisation will be provided the single point of contact to which details of missing vulnerable persons may
be accessed. The single point of contact will be the gateway to ensure that information is available and there is safe
exchange of information between the organisations.
E A ST A N D W E ST P A R R Y S O U N D V I C T I M S E R V I C E S .
Victim Services will ensure that a search of the Vulnerable Persons Registry is made by their designated staff within 10
minutes of the request
S I NG L E P O I N T O F C O N T A C T A T E A ST A N D W E S T P AR R Y S O U N D V I C T I M S E R V I C E S
The designated staff for the Vulnerable Peron Registry will be the paid on-call staff. The partner organization will call the
Victim Service 24/7/crisis line and indicate to the on-call team leader that information is required. The on-call Team
Leader will notify the staff on-call to contact the partner organisation.
I NFO R M A T I O N C O N T E N T
The information transferred between parties will be limited for the specific purposes of tracing the vulnerable person
reported missing or identifying a vulnerable person where there identity is unknown.
Staff should only have access to this information on a ‘need to know’ basis in order to carry out their duties in
connection with this Policy and procedure.
Sufficient information will be provided to identify the vulnerable adult and will include the following characteristics:
1. Name (including all other names the person may also be known as)
2. Date of birth; gender; race/ethnicity; height; weight; hair colour; colour of eyes; build; all special/distinguishing
characteristics
3. The place where the missing person was last seen
4. The level of risk
5. A recent head and shoulders photograph of the person in electronic format.
TRANSFER OF INFORMATION
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All parties to this Policy and procedure will have written procedures in place to send and receive confidential
information.
i.
BY TELEPHONE
Published telephone numbers for partner organisations will only be used to minimise the risk of
incorrect disclosure of confidential information.
The name of the post-holder receiving confidential information on behalf of the partner organisation
will be recorded with the time and date by the caller.
ii.
B Y SE C U R E E - M A I L A D D R E S S
The transfer of information by electronic mail (e-mail) will be carried out using a secure procedure, e.g.,
password protection. Non-secure addresses, including internet e-mail domains such as ‘yahoo’ or
‘Hotmail’ will not be used. Care must be taken to ensure that the correct e-mail address is used.
STORAGE OF INFORMATION
Parties in receipt of personal information will be responsible for securely storing information supplied to them for the
period in which it is used and for the secure disposal of information after this period.
Paper-based information (including paper copies printed from electronic files) must be kept in secure, lockable cabinets
to which only relevant organisation staff has access.
Electronic files stored on computer or other electronic storage devices must be password protected and data must be
encrypted.
Parties must ensure that the number of copies made of confidential information received should be kept to a minimum.
A record must be kept of all copies made, with their location, for audit and disposal purposes.
SAFE DISPOSAL OF INFORMATION
Following the completion of the request, all of the confidential information received to complete these requests will be
destroyed. This includes secure disposal of all paper and electronic copies made of the original information received.
Care must be taken to ensure that e-mail systems are checked so that no copies remain in ‘sent’ or ‘deleted’ e-mail
boxes, computer servers, mobile phones with e-mail facilities, or back-up systems.
INFORMATION SECURITY BREACHES
Each organisation that is party to this Policy and procedure will have a procedure for reporting incidents involving
breaches of information security to their executive lead and onto the Government of Ontario Information, Privacy and
Archives Division (IPA) if required by law.
Security breaches by staff will be managed by the employing organisation. It is expected that this will be managed using
the organisation’s disciplinary procedures.
Where information security breaches have an impact on another party to this Policy and procedure, the organisation
discovering the security breach shall inform the relevant organizational lead.
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DELIVERY STANDARDS
The following standards form part of this policy and procedure and will be subject to audit:
R ESPONSE TIMES
Time from receipt of a request to a response will be partially determined by the level of vulnerability or risk assessed at
the time of the request
H I G H R I SK
There are substantial grounds to believe that the person is at risk through their own vulnerability and/or risk to others. A
search of the organisation’s information system should take place immediately.
M E D I U M R I SK
There are grounds to believe the person is likely to be vulnerable and a risk to themselves or others. A search of the
organisation’s information system should take place within 1 hour.
REQUEST TO IDENTIFY
Time from receipt of a request to identify will follow the same timescales for response according to level of risk
TRAINING
All organisations that are party to this policy and procedure will engage staff in awareness training about the
arrangements made as part of their work on safeguarding vulnerable persons.
All partner organisations will take part in an audit review of the implementation of the process through 6 months
operation of the pilot and annually on an on-going basis
RECORDING INFORMATION -SHARING
Each partner organisation shall keep a record of information-sharing transactions, including a record of the date when
information was shared through requests, the date of responses to requests and records of consent to disclosure.
However such records shall not contain personal information.
AUDIT
To satisfy partner organisations that each organisation signing up to this Policy and procedure has sufficient information
security procedures in place, an audit of organisational procedures and practice will be undertaken within six months of
signing the Policy and procedure.
CONFIDENTIALITY AGREEMENT
By signing this policy and procedure, the signatories prohibit any unauthorised secondary disclosure of personal
information and indemnify agencies providing information in the event of unauthorised disclosure,
ACCEPTANCE OF AGREEMENT
The partners signing this policy and procedure accept that the terms set out in this document provide a secure
framework for the sharing of information between the partner agencies in a manner compliant with their statutory,
organisational and professional responsibilities.
The partner organisations agree to:
I.
Implement this policy and procedure
II.
Facilitate the sharing of information wherever such sharing is lawful
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III.
IV.
V.
Provide evidence, when requested, that the agreed procedures and arrangements have been implemented
Engage in a review of this agreement with the partners following six months of pilot and annually once the
program is fully operational.
Except for the safeguards specified in this agreement and by law, no restriction shall be placed on sharing
information for the specific purposes set out in this policy and procedure.
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VULNERABLE PERSONS DATABASE: UNDERSTANDING
CONFIDENTIALITY
A
ll personal information that a registrant/substitute decision-maker provides for inclusion in the Vulnerable Persons
Database (VPD) is treated as confidential. By this, we mean that a registrant’s personal information will not be
willingly disclosed to any third party without the registrant’s or his/her substitute decision-maker’s consent.
However, there are certain limited circumstances in which EWPSVS or other participating organizations may be legally required
to disclose a registrant’s personal information without his or her consent. These include situations involving mandatory
reporting obligations, search warrants and other court orders. EWPSVS has no choice but to disclose information when it is
legally obligated to do so.
As explained in the materials, registration in the VPD constitutes consent to the collection, use and disclosure of registrants’
personal information for the purposes of assisting or protecting registrants when there is reason to suspect that they may be at
risk.
The statutory and common law principles of confidentiality apply to any personal information in the VPD. EWPSVS and
participating organizations will be required to maintain the confidentiality of any information that they receive from the VPD.
Similarly, EWPSVS and participating organizations must take reasonable steps to safeguard personal information in their
possession and ensure that it is not wrongfully accessed, used or disclosed.
Personal information in the VPD will only be collected, used and disclosed for the purpose of assisting and protecting registrants
who are believed to be at risk, or for related purposes. For example, EWPSVS staff may share a registrant’s personal information
with other EWPSVS staff or participating organizations when seeking advice on assisting or protecting the registrant. Similarly,
registrants’ personal information will be shared within EWPSVS for routine review and management purposes.
Registrants may withdraw from the VPD at any time by indicating in writing that they no longer wish to be included in the
database. In this case, the registrant’s name and personal information will be removed from the database, and participating
organizations will no longer have access to this information.
If you have any questions about our confidentiality policies and practices, please raise them with an E&WPSVS staff member. It
is very important to EWPSVS that registrants and/or their substitute decision-makers understand the policies governing how we
collect, use and disclose the information that they have given us.
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VULNERABLE PERSONS DATABASE: CONSENT TO THE COLLECTION,
USE AND DISCLOSURE OF PERSONAL INFORMATION
I have been given information on the services provided to individuals who register in the East and West Parry Sound
Victim Services’ Vulnerable Persons Database (VPD). The VPD has been established in an effort to provide vulnerable
persons with timely and appropriate assistance when there is reason to suspect that they may be at risk. The database
ensures that a broad range of relevant services can be mobilized quickly in order to best protect vulnerable individuals.
I understand that:
(i) registration in the VPD is voluntary;
(ii) my personal information can only be included in the VPD at my request;
(iii) by registering with the VPD, I am consenting to the inclusion of my personal information in an electronic database;
(iv) if there is reason to suspect that I may be at risk, my personal information may be accessed by participating
organizations, including but not limited to
 East and West Parry Sound Victim Services,
 The Ontario Provincial Police,
 Parry Sound Emergency and Protective Services,
 Housing authorities,
 Community Living organizations, and
 Community mental health services;
(v) in addition to organizations with direct access to the VPD, my personal information may be shared with other
relevant organizations if they may be able to assist and/or protect me.
I understand that I may withdraw from the VPD at any time by indicating in writing that I no longer wish to be
registered. In this case, my name and personal information will be removed from the VPD. Moreover, if I withdraw from
the VPD, participating organizations will no longer have direct access to, or be given, any personal information about
me.
The statutory and common law principles of confidentiality apply to any personal information in the VPD. Participating
organizations will be required to maintain the confidentiality of any information that they receive from the VPD.
Moreover, these organizations may only use personal information obtained from the VPD for the purpose of assisting
and protecting vulnerable individuals who are believed to be at risk. I have received a copy of the VPD’s confidentiality
policies.
I have been informed that if I wish to register in the VPD, I must complete and sign the attached form. The forms
provides East and West EWPSVSwith authority to register me in the VPD and to collect, use and disclose my personal
information as outlined above.
I have read and understood the preceding information. I have been encouraged to raise any concerns that I have, and all
my questions have been answered to my satisfaction.
In completing and signing the attached form, I consent to register in the VPD. I understand that by signing below, I am
also consenting to the VPD’s policies on the collection, use and disclosure of my personal information.
Finally, I acknowledge that I will receive a completed copy of this form for my own records.
Registrant’s Information
Name:_______________________________________________________________________
(Please Print)
Surname,
First Name,
Middle Initial(s)
Registrant’s Date of Birth:_______________ MM/DD/YYYY
Registrant’s Signature: ____________________
Today’s Date:________________
MM/DD/YYYY
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DISTRICT OF PARRY SOUND VICTIM CRISIS ASSISTANCE AND REFERRAL SERVICE
STAFF INFORMATION
I have reviewed the above information with the registrant, and I have asked if he or she has any questions. I have
provided the registrant with a copy of the VPD’s confidentiality policies and will provide the registrant with a copy of
this completed two-page document for his or her own records.
Staff Member’s Name:______________________________________________________________________
(Please Print)
Surname,
First Name,
Middle Initial(s)
Staff Member’s Signature: _______________________________________
Today’s Date:________________
MM/DD/YYYY
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2/13/2016
EMERGENCY ANIMAL RESPITE PROGRAM
PURPOSE
E
ARS was created as a request from several crisis response services locally that have had situations where an
animal is left without care because of the medical/ mental crisis with the owner. This has often left service
providers such as EMS, fire or police taking these animals to their personal homes until the owner has recovered.
PROCESS
EARS is designed to be able to meet the animal’s needs while first responders assist the owners.
Victim Services has arranged with the kennels that they will
•
•
•
Transport the animal(s).
Provide for any medical needs while they are in their care (animal will be taken to a vet)
Cover costs and be reimbursed by the owner.
There are 3 kennels that have agreed to offer their services in these crisis situations at a reduced cost.
The owner if capable will fill out an application form that includes agreeing to all financial obligations that may occur
while their animal is in care. If the owner is not able to sign this document, the animal will be placed in a kennel and the
form will be reviewed with the owner as soon as they are capable. The animal will be releases to the owners care when
the owner chooses.
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2/13/2016
GENERAL RECORD RETENTION POLICY AND
PROCEDURE
A
ll agency staff will take the necessary steps to protect the confidentiality and security of agency records. The
executive director is responsible for the appropriate retention, protection and destruction of agency records,
legal records, and human resources records.
GENERAL PROCEDURES
RETENTION OF RECORDS
1.1
Records shall be retained for the retention periods specified below:
General corporate records, including all records of incorporation, bylaws, amendments to the bylaws, corporate seal,
minutes from the meetings of the Board of Directors, all board committees and stakeholders. The Annual General
Meeting reports will be permanently retained.
(a) Legal files and papers:
(i) Funding contracts and correspondence related to the terms of the contracts- seven years beyond the life of the
contract.
(ii) Papers relating to litigation- seven years after the expiration of the legal appeal period or as specified by legal
counsel
(iii) Insurance policies, including officer’s and director’s liability; general liability and third party liability; property
and crime coverage-seven years after the policy has been superseded.
(iv) Documents pertaining to the purchase, sale or lease of fixed assets-seven years longer than accounting life of
the asset
(b) Human resources documents:
(i) Original signed personnel manuals- permanently
(ii) Letters of offer, individual contracts of employment, attendance records, payroll history, and medical
information-seven years after termination of the employment.
(iii) Applications, resumes and correspondence related to individuals not hired-no retention required
(c) Financial records:
(i) General ledgers, signed, audited financial statements and external auditor’s reports-permanently
(ii) General journals, monthly financial statements, bank statements, cancelled cheques, invoices- seven years.
(iii) Tax returns, tax working papers, summary payroll records for tax purposes-eight years.
(iv) Charitable donations records- seven years.
(d) Client files- seven years from the date of the last entry
RECORD RETENTION
1.2
1.3
Notwithstanding the foregoing, records and information that have a documented organizational purpose to be
retained or to be retained for a longer period should be kept for that longer period along with the documented
reason for their retention.
Records shall be stored securely and access limited to those with a valid reason for requiring access.
ANNUAL RETENTION CYCLE
i.
For each annual retention cycle both electronic files and storage boxes will be established.
ii.
Annually the Executive Director shall collect all records to be stored from agency employees. All storage boxes
will be labeled with the program name and year and date to be shredded.
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iii.
iv.
v.
vi.
vii.
Retained records, both electronic and physical shall be kept in a secure location.
Annually the Executive Director, with the assistance of staff, will remove those records to be destroyed from
secure storage.
The records to be destroyed will by a reputable office record destruction company under the supervision of the
Executive Director or designated staff.
A record will be kept of all destroyed records including: what records were destroyed, the date of destruction,
who was responsible for overseeing the destruction and what company destroyed the records.
The FILE RETENTION CHECKLIST will be inserted into all files and be retained post destruction.
ELECTRONIC FILE RETENTION
Agency records kept in an electronic format must be kept in a format that is readable, for a period of seven years, even
when a hard copy is available.
Electronic files will be reviewed on an annual basis by the executive director and update to any current formats as
required
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RETENTION AND DESTRUCTION OF CLIENT FILES
T
his guide is not intended to replace professional judgment or to establish a one-size-fits-all approach to the
retention and destruction of victim service agency files. Subject to the guide provisions that incorporate legal, bylaw or Rules of Professional Conduct requirements, a decision not to follow the provisions will not, in and of itself,
indicate that East & West EWPSVS(E&WPSVC) has failed to provide quality service. Whether East & West EWPSVShas
provided quality service will depend upon the circumstances of each case.
INTRODUCTION
One of the challenges for E&WPSVS is how to deal with the increasing volume of retained records such as closed client
files, financial documents and other administrative records. Records include both paper and electronic records.
REASONS FOR FILE RETENTION
There are a number of reasons why E&WPSVS retains files for a period of time or sometimes indefinitely after
completion of a client matter, end of a contractual term or the end of a fiscal year. Some of these reasons are for the
benefit of the victim, while others are for the benefit of E&WPSVS
Defend Against Allega tions
One of the key reasons to retain files is to respond to negligence or other claims made against this agency. A welldocumented file will contain the evidence necessary to successfully defend such claims. This is particularly important in
situations where the evidence necessary to successfully defend a claim cannot be obtained from any other source.
Claims founded in negligence and/or breach of confidentiality against E&WPSVS can be made well after the alleged
negligence or breach of confidentiality has occurred. The Limitations Act, 2002 establishes some deadlines for
commencing such proceedings. The Act contains a basic limitation period of two years running from the day that the
claim is discovered and an ultimate limitation period of fifteen years running from the date that the act or omission on
which the claim is based took place. Both of these limitation periods are subject to provisions in the Act that operate to
extend the limitation periods.
With regard to the victim services professional liability and contractual obligations with the Ministry of the Attorney
General, it actively encourages transfer payment agencies to ensure that files are well documented and handled in
accordance with appropriate file closure, retention and destruction procedures. Rather the consequences of having no
file available in the event of a claim/complaint are as follows:
a)
a reduced ability to defend the claim as there is no evidence to establish what work was done on the matter;
b)
a reputational risk to the agency who may have to appear in open court to defend the claim without a file
LEGAL REQUIREMENTS
Generally when a file is closed E&WPSVS will return to the client all original documents belonging to the client unless
previously provided to the client or otherwise agreed with the client. It is not recommended that the agency retain
original client documents after the file has been closed or the matter has been completed.
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COMPLY WITH REGULATORY REQUIREMENTS
Victim services are required to maintain client/financial records and/or documents for ten years immediately preceding
the agency’s most recent fiscal year end. All other administrative records or documents are to be maintained for seven
years immediately preceding the agency’s most recent fiscal year end.
FUTURE USE
Finally the agency will retain the file for future use or may agree with the client to retain the file so that it is available for
future use by the client
PURPOSE:
The purpose of this policy is to provide procedures for the closing, retention and disposition of client files.
DEFINITIONS
“Disposition of client files” means the final action taken with the contents of client files and includes destruction
transfer to the agency’s storage facility and those file requiring permanent retention.
“Client file” means the physical paper folder containing the physical documents related to the matter and/or the
electronic folder or directory containing the electronic files, documents, data or information related to the matter
(hereinafter referred to as “file”)
“File destruction date” is the date on or after which a file may be destroyed.
“E&WPSVS” is the not-for-profit incorporated agency known as the District of Parry Sound Victim Crisis Assistance and
Referral Service
CONTENTS OF THE FILE
Client files will usually consist of some or all of the following:
 Paper documents contained in the paper file folder;
 Electronic documents and electronic data and information contained in the electronic document or file
 Documents and or property relating to the client matter but not kept in the paper or electronic file folder.
FILE ORGANIZATION
A client file will be organized in a way that will facilitate its eventual closing.
Electronic data and information will include email, draft versions of documents on a server or document management
system, scanned/imaged documents, faxes (where there are no paper copies),voicemail, metadata and any other
information or data relating to a matter saved and stored in electronic form (e.g. on servers, memory sticks, compact
discs, DVDs)
Files will contain only one copy of each document unless there is a reason for retaining additional copies of the same
document.
Depending on the complexity of the file, E&WPSVS will use folders and subfolders to organize the contents of the file.
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Files that are maintained electronically in order to help simplify organization, file management and retrieval, E&WPSVS
will name the file with as much detail as possible.
E&WPSVS will create a file and folder system that is similar across all locations as electronic files are being retained in
multiple locations such as in the agency’s e-mail box, or computer file system.
CLOSING CLIENT FILES
In order to simplify the task of closing files, E&WPSVS has established the following file closure policy addressing when
and how files should be closed.
ESTABLISHING WHEN TO CLOSE A FILE
A file will be closed only after all matters relating to the file have been completed and, in particular after all issues
identified by the client have been addressed.
 Prior to closing a file E&WPSVS will ensure that:
 All of the work that E&WPSVS was retained to complete has been completed;
 E&WPSVS has reported to the client that the file will be closed ( if appropriate) ;
 All issues identified by the client have been addressed.
PREPARING THE FILE TO BE CLOSED
The following steps will be taken before closing a file.
1. DEALING WITH CLIENT PROPERTY
E&WPSVS has an ethical obligation to care for a client’s property as a careful and prudent owner would when dealing
with like property and must observe all relevant rules and law about the preservation of a client’s property entrusted to
the agency.
In the event that E&WPSVS and the client agree that E&WPSVS will retain such documents, E&WPSVS will clarify in
writing with the client the nature of the agency’s responsibilities and who is responsible for storage and retrieval.
Before returning documents to the client, E&WPSVS will determine whether to retain copies of these documents. In
making this determination, E&WPSVS will consider such factors as any legal requirement to preserve the document, the
likelihood of E&WPSVS requiring the document in the future, and the client’s wishes.
2. PURGING THE FILE
a)
b)
c)
Prior to closing a file, E&WPSVS ensure that the file is organized. E&WPSVS will remove from the file any
unnecessary materials. The staff primarily responsible for the file will seek the approval of the Executive Director
for the removal, deletion and destruction of materials from the file.
If files are maintained electronically, E&WPSVS will use care not to purge electronic information contained in the
file that may be required in the future.
The agency should ensure that all document copies stored (for whatever reason) in the administrative/financial
records e.g. VQRP invoices)) are stripped of all personal information within the meaning of The Personal
Information Protection and Electronic Documents Act (PIPEDA) and that client confidentiality, is maintained with
respect to any other information that identifies the client.
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d)
e)
f)
Copies of documents (electronic and paper) or documents that are available from another source such as
documents that are permanent records of the court, registry office or government office will be removed from
the file and destroyed when the file is closed unless there is any legal or other reason for retaining the
document. In determining whether to remove and destroy such documents E&WPSVS will consider the
likelihood of the document being required in the future and the expense of retrieving it and whether the entity
retaining the document has a document destruction policy in place which may result in the document not being
available at a future date.
E&WPSVS will retain draft copies of documents where the draft copies document the history of the matter or
confirm client instructions and where E&WPSVS reasonably believes that these factors might become an issue in
the future.
Depending upon the complexity or nature of the matter, E&WPSVC, under the direction of the Executive
Director, may wish to maintain a list of the documents removed from the file together with the date of their
removal and the method of disposal (e.g. destruction, return to the client).
3. COMMUNICATING WITH THE CLIENT
E&WPSVS will advise the client of the file closure, retention and destruction policy. E&WPSVS will inform the client how
documents will be handled and maintained during the course of their relationship and after completion of the matter.
4. DETERMINING THE FILE DESTRUCTION DATE
E&WPSVS will be guided by ethical, legal and professional considerations as well as economic and practical factors when
determining how long to retain a file. E&WPSVS is not required to retain all client files permanently. When a file is
closed, the staff primarily responsible for the file will review the file and establish a file destruction date.
Circumstances may arise during the file retention period that would postpone the destruction of the file.
a)
E&WPSVS will implement a system to ensure that such circumstances are identified and the destruction date is
changed if necessary.
b)
E&WPSVS will establish a file review date preceding the destruction date. The staff responsible for the file will
then check to determine whether circumstances have changed and the file destruction date should be changed.
c)
Both the file destruction date and the file review date will be entered into the staff Outlook reminder system or
file tracking system.
E&WPSVS will not adopt a single retention period for all files. Rather E&WPSVS will consider each file individually and
determine the file destruction date in light of the nature and circumstances of the matter, the client’s needs, the
applicable limitation period, the agency’s file retention policy and any other issue that might be relevant.
Generally based on the provisions of The Limitations Act, 2002, an appropriate retention period for client files is 15 years
after the file is closed. This guide is not a rule and this suggested time period may not be appropriate for all client files.
E&WPSVS will use their own judgment when establishing destruction dates for client files based on the circumstances of
the individual client matter and their own needs and contractual requirements of the Ministry of the Attorney General.
The following are the factors that E&WPSVS must consider when determining the length of time to retain a file.
( I ) L EGAL AND R EGULATORY R EQUIREMENTS
In establishing a destruction date, E&WPSVS must comply with any legal or regulatory requirements.
( II ) C LIENT ’ S N EED
In certain areas of practice, E&WPSVS will consider whether the file be required in the future
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( III ) D EFEND AGAINST A LLEGATIONS OF M ISCONDUCT OR B REACH OF C ONFIDENTIALITY
E&WPSVS will also consider the likelihood of the file being needed to defend against allegations of misconduct or breach
or for an assessment of an account (VQRP) and the applicable limitation periods for such claims. Each file should be
considered independently in order to assess the risk of future complaints.
( IV ) N ATURE OF THE SERVICE THE CLIENT RECEIVED
Depending upon the nature of the service the client received, different considerations might apply when establishing a
destruction date.
( V ) C LIENTS UNDER A D ISABILITY : M INORS AND I NCAPABLE P ERSONS
The client’s age and competency might be a relevant factor in determining the length of time that a file is retained. The
Limitations Act, 2002 contains special provisions for minors and the mentally incapable.
RETENTION OF CLIENT FILES
SYSTEM FOR ORGANIZING CLOSED FILES
E&WPSVS will have a system for organizing and retrieving closed files. When a file is closed, the file should be classified
as closed. E&WPSVC’s data base will contain a list of all closed files, the file name, the original file number and the closed
file number if different, the location of the stored file including where applicable, the box or carton number and the file
destruction date.
FORM OR MEDIUM OF STORING RETAINED FILES
E&WPSVS will store files electronically and/or in paper form. In some instances, it will be advantageous to store
documents electronically rather than in paper files. In making such decisions, E&WPSVS must ensure compliance with all
legal and regulatory obligations.
Documents will remain trustworthy, readable, and accessible for the applicable retention periods. In order to ensure the
accessibility and readability of documents, the appropriate hardware and software should be maintained during the
retention period.
STORAGE OF RETAINED FILES
Closed files will be stored either on site (hard copy files) or in an off-site location (electronic files). Regardless of the
location, E&WPSVS will ensure that confidentiality is maintained. The storage facility within the office is locked, and
secure in order to maintain confidentiality and to protect the files from damage or loss. When storing files electronically
E&WPSVS will secure a remote location and store backup medium in a locked secure location
In addition, E&WPSVS will ensure that documents, data and information in the file can be accessed during the file
retention period. E&WPSVS will be prepared to convert older electronic formats to new formats so that they continue to
be accessible.
REVIEW STATUS OF CLOSED FILE
As part of the file closing procedure, E&WPSVS will review the file again prior to destruction to ensure that
circumstances have not changed since the establishment of the destruction date and that the file destruction should
proceed.
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DESTRUCTION OF CLIENT FILES
MAINTAINING CONFIDENTIALITY
E&WPSVS’s obligation to maintain confidentiality survives the client/agency relationship. E&WPSVS must ensure that
confidentiality is maintained when disposing of files. If paper documents are shredded or incinerated, E&WPSVS must
ensure that confidentiality is maintained both during the destruction process and the disposal.
DESTRUCTION OF DOCUMENTS AND INFORMATION
When destroying a file E&WPSVS will ensure that all of the contents of the file are destroyed. This includes both paper
and electronic documents and electronic information contained in the electronic document.
MAINTAINING A RECORD OF DESTRUCTION
E&WPSVS will keep a record of all files destroyed or returned to the client in accordance with E&WPSVS file destruction
policy. The record at a minimum will contain the client’s name, address, file number, a brief description of the nature of
the services offered, the file closure date, the file destruction date or date that the file was delivered to the client, and
the signature and name of the agency Executive Director who authorized the destruction. This will assist E&WPSVS to
counter allegations that a file was destroyed indiscriminately.
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FILE RETENTION CHECKLIST
CLOSING THE FILE





the services offered to the client have been completed;
a final letter informing the client that the file will be closed has been forwarded to the client;
all related financial accounts (e.g. VQRP) have been paid;
client original documentation has been returned to the client;
there are no outstanding issues
Prior to closing the file, the file shall be stripped of the following:
 Duplicate copies of documents;
 Draft copies of documents unless the history of creation of the document might be an issue in the future;
 Any documents that can be reproduced from another source such as legal documents (e.g. Family Court
custody and access orders).
OTHER DOCUMENTATION
 Copies made of any documents that may be used in the future. The agency will ensure that such documents
are stripped of all personal information within the meaning of The Personal Information and Electronic
Documents Act (PIPEDA) and that client confidentiality, is maintained with respect to any other information
that identifies the client
 No file shall be closed unless reviewed and it is determined that the file is appropriate for destruction at a
future date or whether the file should be retained permanently.
o Initials of reviewer ________
 No file shall be closed unless a letter has been forwarded to the client by ordinary mail or delivered by email
to the client advising the client that the matter has been completed;
o Date letter sent______________________
 All documents and property belonging to the client have been returned to the client. A list of those
documents is in the file. If documents from the file are returned to the client, copies will be made of all
documents that cannot be readily obtained from other sources or that may require in the future.
 The file shall be moved from an active status to an inactive status on all databases
 The file will be added to the list of closed files including the date that the file was closed.
ESTABLISHING THE FILE DESTRUCTION DATE
Prior to establishing a destruction date E&WPSVS will consider:
 The length of time that the agency is required to retain documents pursuant to specific laws or regulatory
provisions;
 The client’s age and competency;
 The likelihood that E&WPSVS will require the file for the future
 The length of time that E&WPSVS may be liable for claims involving professional negligence; and
 The likelihood that E&WPSVS will require the file because of the nature of the matter, the outcome of the
matter or the fact that the file involved a difficult client.
 A file destruction date has been established and the file will be destroyed on or after the file destruction
date without further notice to the client.
If it has been determined that a file is appropriate for destruction at a future date, the agency shall establish:
 A file destruction date no earlier than fifteen years after the date that the file is closed;
o Date: _____________ and
 A date for the review of the file no earlier than 90 days prior to the file destruction date
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o
File review date” ____________________.
RETENTION OF CLOSED FILES
 The files are stored in facilities that are physically secure so as to maintain client confidentiality and to protect
against damage or loss.
Location: ____________________________________
FILE DESTRUCTION
I have reviewed the file on or after the file review date and prior to the file destruction date to determine whether
circumstances have changed since the establishment of the file destruction date and whether the destruction should
proceed.
 Initial __________________

A record of destruction or disposal has been created.
The record includes the following information: the name and address of the client, the file number, a brief description of
the matter, the file closure date, the file destruction date and signature of the Executive Director who authorized the file
disposition.
________________________
Executive Director Name
__________________________ ___________________
Signature
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ANTI-HARASSMENT/ANTI-OPPRESSION POLICY
WHAT IS HARASSMENT?
T
he Ontario Human Rights Code defines harassment as “a course of vexatious comment or comment that is known or
ought reasonably to be known to be unwelcome”.
The Ontario Human Rights Codes states that every person who is an employee has a right to freedom from
discrimination/harassment in the workplace by the employer or agent of the employer or by another employee on the grounds
of:




Race, ancestry, place of origin, colour, ethnic origin, citizenship
Creed, age, record of offenses, marital status, family status
Religious or political affiliation
Handicap, sex, or sexual orientation
WHERE IS THE WORKPLACE?
The workplace is not confined to the offices of East & West Parry Sound Victim Service; it includes any other location where the
business of East & West EWPSVSis conducted.
Harassment may be a one-time incident or repeated incidents. Harassment may include any unwanted comment or action
which is directed at an individual or group based on any of the prohibited grounds found in the Human Rights Code.
Harassment may be verbal or non-verbal, physical, deliberate or unintended. Harassment includes activities, comments, jokes,
and/or slurs that may be acceptable to some, but offensive to others present.
SEXUAL HARASSMENT
Behaviour that may constitute sexual harassment includes, but is not limited to:
 Unwanted sexual advances or invitations
 Unwanted remarks, jokes, or sexual innuendoes
 Implied or expressed threats, or penalty for failure to comply with a sexually oriented request
 Unwelcome staring, obscene or offensive gestures
 Sexually offensive written or visual material, such as graffiti or degrading pictures
 Any unwelcome physical contact
 Refusal to work with or cooperate with an employee based on gender or sexual orientation
 Unwelcome inquiries or comments about an individual’s sexual orientation or habits
 Persistent unwanted contact or attention after a consensual relationship has ended
Sexual harassment is a form of unwelcome behaviour by men towards women, by women towards men, between men, or
between women
RACIAL HARASSMENT
Behaviour that may constitute racial harassment includes, but is not limited to:
 Any action, verbal or physical, that expresses or promotes racial intolerance, prejudice, discord, or hatred
 Unwelcome or offensive comments, banter, teasing, or joking that is based on race, colour, place of birth, citizenship,
ancestry or ethnic background
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



Racially motivated threats, intimidation, or physical force
The displaying of racist, derogatory, or offensive pictures or material
Refusal to converse or work with an employee because of his or her racial background
Insulting gestures or practical jokes based on racial or ethnic grounds, which cause embarrassment or awkwardness
RESPONSIBILITIES OF EMPLOYEE, VOLUNTEER, AND BOARD MEMBER
Every employee, volunteer, and board member of East & West EWPSVShas the responsibility of ensuring the work
environment is free from incidents of harassment. Every member shares responsibility to act to prevent or stop harassment.
If harassment does occur, the employee or volunteer shall:
 Make the disapproval and/or unease known to the offender, unless doing so exposes the employee or volunteer to harm
 Document when and where the incident occurred, exactly what was done or said, a description of the effect and impact of
the harassment, and any witnesses to the incident
 Anyone who wishes to proceed with a formal complaint may report the incident to the Executive Director or Designate or
Executive Director or Designate following the process outlined below.
 The complainant always retains the right to seek redress in the courts or with the Ontario Human Rights Commission.
RESPONSIBILITIES OF THE EXECUTIVE DIRECTOR OR DESIGNATE
Management personnel have the responsibility to:
 Encourage and promote a fair and harmonious workplace that is free from harassment;
 Exemplify appropriate behaviour;
 Respond immediately to all complaints and take appropriate action;
 Ensure a complaint is investigated; and
 Any form of harassment will be considered a serious matter and may be subject to disciplinary actions in accordance with
established disciplinary procedures.
GRIEVANCE PROCEDURE
If an individual has a problem or issue with (an) other individual; they should speak to that person or people. If that does not
work, then they need to speak to the Executive Director or Designate.
If they are still unsatisfied, he or she must present a written grievance to the Executive Director or Designate no later than five
(5) working days after the conditions or circumstances giving rise to the grievance occur. The written grievance should include:
a.
b.
c.
d.
The date of the incident;
Specifics of the incident;
The policy or legislation violated, if applicable; and
The remedy desired.
The Executive Director or Designate will render a decision and respond in writing within five (5) working days of receipt of the
grievance. Where the decision of the Executive Director or Designate is not satisfactory to the complainant , then they may
present the grievance in writing to the Board of Directors within ten (10) working days of receipt of the decision from the
Executive Director or Designate.
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DISCIPLINARY ACTION
Where there has been a violation of this policy, the regular disciplinary procedures of East & West EWPSVSwill take effect. Any
form of harassment will be considered a serious matter, and may be subject to disciplinary action in accordance with
established disciplinary procedures.
RETALIATION
For the purposes of the policy, retaliation against an individual for having invoked this policy; for having participated or
cooperated in any investigation under this policy; or for having been associated with a person who has invoked this policy or
participated in these procedures will be treated as further harassment. Any such retaliation will be the subject of a separate
investigation and possible disciplinary action.
CONCLUSION
Understanding discrimination/harassment and knowing how to deal with it will help to maintain a fair and satisfying
workplace. Workplace discrimination/harassment is preventable and it is the responsibility of every employee, volunteer, and
board member to interact with one another in the spirit of decency, respect, and supportiveness.
COMPLIMENTS, COMMENTS AND COMPLAINTS POLICY
EWPSVS welcomes the information and feedback from consumers, stakeholders and the public, which will
enable EWPSVS to improve the quality of service provided. EWPSVS recognises the value in compliments, comments and
complaints and will accept the feedback/information openly. The compliments, comments and complaints are seen as
an opportunity to review and evaluate the service we deliver.
The procedure will be clear for everyone to understand and will give EWPSVS’s consumers, stakeholders and the public
the confidence that the compliments, comments and complaints will be treated confidentially and with no retribution.
COMPLIMENTS, COMMENTS AND COMPLAINTS PROCEDURE
1. In the first instance complaints may be made in person, through our website www.ewpsvs.ca , over the
telephone or in writing as determined by the individual.
2. Anonymous complaints will not be accepted.
3. The staff member or volunteer receiving the compliments, comments and complaints will notify the
Executive Director that a compliment, comments and complaints have been made.
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4. The compliments, comments and complaints are recorded in the Compliments, Comments and Complaints
Record and the action taken.
5. All compliments, comments and complaints will be treated seriously but will be dealt with at the lowest
operational level within the organization with the aim to resolving the compliments, comments and
complaints promptly.
6. Person(s) affected by the compliments, comments and complaints should be fully informed of all facts and
given the opportunity to put forward their case.
7. The staff member or volunteer receiving the initial contact will attempt to resolve the issue in the first
instance. If this does not resolve the issue for the individual, the process will proceed to the Executive
Director and then the Board Chair.
8. The staff member will advise the individual of the process, providing a written copy of the procedure to the
individual and advise them that they can speak to the Executive Director or Board Chair.
9. The individual must provide written notification of the compliments, comments and complaints addressed
to the Executive Director or Board Chair.
10. Attempt to resolve issue within 14 days.
11. If the issue is still not resolved to the individual’s satisfaction, the individual can raise the issue with the
Regional Office of the Ministry of the Attorney General .
12. The Regional Office will further investigate and prepare a response to the individual and a report for the
Board of EWPSVS within twenty-eight (28 days) of receipt of the compliments, comments and complaints.
13. The individual will be informed of the outcome of their compliments, comments and complaints and asked
for their feedback on the procedure.
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PANDEMIC CONTINUITY POLICY AND PROCEDURE
WHAT IS A CONTINUITY PLAN?
I
t is a plan that describes how an organization will continue to function during or after some kind of emergency,
disaster, or event. It involves planning how victim services will be continued in a safe and responsible way.
IS A PLAN FOR AN INFECTIOUS DISEASE DIFFERENT FROM A REGULAR BUSINESS RESUMPTION PLAN?
In some ways, yes…
Traditionally, most business continuity plans focus on what will happen if the building, equipment, products, or services
are damaged in some way. The plans also tend to assume that people will be able to return to the building, or begin
rebuilding, almost immediately after the event (such as after a fire or storm, or if there is a utility shortage (hydro, gas,
etc.).
However, during a serious infectious disease outbreak, such as a pandemic flu, E&WPSVS must plan for the crisis
responders and staff being unable to take shifts and/or respond to calls for service (not damage to the building). In
addition, during a pandemic, E&WPSVS may be required to take measures to help slow the spread of the illness. Other
measures may include limiting or canceling social and public gatherings, stopping victim transportation, responding to
calls by telephone intervention, etc.
In addition, recovery from these situations may not be able to start immediately. It is important to be sure that our core
business activities can be maintained for several weeks or months with limited resources. We need to be prepared to
resume victim services in a planned way.
WHY WILL CRISIS RESPONDERS BE UNABLE TAKE SHIFTS AND/OR RESPOND TO CALLS?
The reasons will include:
• being sick or quarantined (suspected, actual, or post-infectious cases)
• fulfilling other roles in the community, including helping with emergency services
• assuming additional duties at their place of employment
• caring for school aged children (if sick, or in the event schools are closed), or other family members
• victims may be ill and/or someone in the home is ill
• hospitals are closed
• preferring to remain at home, or under mandatory order by public health
• avoiding public spaces, including gatherings.
In a worst-case scenario, crisis responders and/or members of their family may have died.
HOW MANY PEOPLE WILL BE UNABLE TO VOLUNTEER?
It is impossible to know with certainty how many people will be effected by the virus and unable to volunteer.
However, estimates range from:
• 25-30% of the general workforce for a time of 1 to 3 weeks
• up to 50% for 2 weeks periods at the height of a severe wave (and lower for the 2 weeks before and after)
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The Public Health Agency of Canada (PHAC) states that: “during an outbreak in a specific area, it would be appropriate
for employers to plan for a total workplace absenteeism rate of between 20% and 25% during the peak two-week period
with lower rates in the preceding and subsequent weeks. This contrasts with average total absenteeism in a normal
winter of 8%.” While this estimate is for the health care sector, it is a good estimate for every business to work from.
It is important to know that the pandemic is expected to come in two or three waves about 3 to 9 months separating
each outbreak. Each wave is expected to last approximately 6 to 8 weeks. A pandemic may last in these cycles for up to
two years. The Public Health Agency of Canada also warns that, based on trends from past pandemic flu, there may be a
higher than average number of illness and deaths in age groups different than what we typically see during annual flu
seasons (for example, the 1918 pandemic flu resulted in more illnesses among people under 65 and in particular people
aged 20 to 40– unlike a “typical” flu that affects the very young and very old). If this historic pattern re-emerges, a large
proportion of the workforce could be affected. Based on their model, an estimated 4.5 to 10.6 million Canadians would
become clinically ill such that they would be unable to attend work or other activities for at least a half a day.
WHAT ARE SOME EFFECTS OF A PANDEMIC ON VICTIM SERVICES?
Possible effects on E&PSVS from a pandemic event can include:
• Reduced availability of crisis responders and employees
• Reduction/increase in the number of calls
• Interruption in getting supplies or materials (if staff is unavailable to open the offices),
• Change in demands (for example: provision of victim services by alternative methods, increased internet use,
increased services provided by telephone)
• Reduction or restrictions on volunteer meetings or gatherings
• Reduced availability of other victim/social services
In more extreme situations, possible disruptions in other services such as telecommunications, financial/banking, water,
power (hydro), gasoline/fuels, medicine, or the food supply could also affect the delivery of victim services.
Area
Action
Personnel
-
Equipment
Availability
Assets
Accounts
Business
Commitments
of
-
Contact lists
-
Crisis responders need to identify “backups” in the event of illness
staff will need to be able to work from home and/or designate an alternative
Crisis responders need to ensure that their “kit” supplies are sufficient to respond to calls
if staff is unavailable to open offices
staff is to carry laptop to ensure continuation of information flow
VQRP lead (bookkeeper) for immediate victim financial needs
Volunteer expenses may not be processed until return of staff
Board signing authority (to be managed by bookkeeper)
Payment of ongoing expenses to be managed by ED and bookkeeper
ED responsible for notifying Ministry if reporting obligations are not going to be met
and/or delayed
OPP will be notified if Crisis responder unable to attend on scene due to illness and
informed of alternative service provision plans
Contact lists will be accurately maintained and updated as required
Crisis responders who are ill and unable to provide service will notify team
supervisor/staff ASAP
Team supervisor/staffs will email or call all other team supervisor/staffs with list of Crisis
responders unable to be on call
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Chain of Command
-
Establish
a
management team.
Team supervisor/staffs are to inform ED if unable to complete their shift responsibilities
due to illness
Staff will inform Team supervisor/staff on shift, if unavailable due to illness
Crisis responders will rely on team supervisor/staffs for support and direction
pandemic All staff
Appoint an “influenza manager”
who can co-ordinate direct
service efforts, keep track of
Crisis responders and who is
available to do shifts
Chair – Board of Directors
Team supervisor/staffs
Primary
responsibility
rest with ED
Team supervisor/staffs will
will email/call
other
Team
supervisor/staffs and inform of Crisis responders will
any Crisis responders who are ill. email/call the Team
Primary
supervisor/staff on shift,
responsibility – ED
if ill.
Establish what your needs will be to inform Ministry
If
necessary
Team
including contracts, level of and OPP
supervisor/staffs
may
be
service agreements, etc.
Primary
required to supervise both sides
Cross train employees to help responsibility ED
of the Region
ensure essential functions can
continue.
SUMMARY
1. The Executive Director will monitor the local public health networks to ensure that crisis responders and staff are
fully informed about the pandemic flu.
2. The Board of Directors and Executive Director will make the decision as to how services will be delivered in the
event of a pandemic.
3. All Crisis responders and staff are encouraged to use good hygiene and hand washing practices.
4. Crisis responders will be supplied with hand sanitizer, gloves, and masks; however, the safety of Crisis responders
and their families is our primary concern. Therefore, if a scene is infected or is suspected of being infected with a
virus, Crisis responders will not attend to the victims’ needs on-scene but provide services through a telephone
intervention.
5. The H1N1 vaccine is optional but encouraged for staff and Employees/volunteers.
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BE IT ENACTED AS A BY-LAW OF THE CORPORATION
District of Parry Sound Victim Crisis Assistance and Referral Service
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ARTICLE 1 GENERAL
DEFINITIONS
In this by-law and all other by-laws and special resolutions of the corporation, unless the context otherwise requires:







"Act" means the Not-For-Profit Corporations Act, 2010 Ontario, and where the context requires, includes the
regulations made under it, as amended or re-enacted from time to time.
"Board" means the board of directors of the corporation.
"By-laws" means this by-law (including the schedules to this by-law) and all other by-laws of the Corporation from
time to time in force and effect.
“Chair" means the chair of the Board;
"Director" means an individual occupying the position of director of the Corporation by whatever name he or she is
called;
"Corporation" means the corporation incorporated as a corporation without share capital under the act by letters
patent dated the 22nd day of august 2001 and supplementary letters patent dated the 22nd day of august 2001.
"Letters patent" means the letters patent incorporating the corporation, as from time to time amended and
supplemented by supplementary letters patent.
SECTION 1.02
INTERPRETATION
Other than as specified in Section 1.01, all terms contained in this by-law that are defined in the Act shall have the
meanings given to such terms in the Act. Words importing the singular include the plural and vice versa, and words
importing one gender include all genders.
SECTION 1.03
SEVERABILITY AND PRECEDENCE
The invalidity or unenforceability of any provision of this By-law shall not affect the validity or enforceability of the
remaining provisions of this By-law. If any of the provisions contained in the By-laws are inconsistent with those
contained in the Articles or the Act, the provisions contained in the Articles or the Act, as the case may be, shall prevail.
SECTION 1.04
SEAL
The seal of the Corporation, if any, shall be in the form determined by the Board.
SECTION 1.05
EXECUTION OF CONTRACTS
Deeds, transfers, assignments, contracts, obligations and other instruments in writing requiring execution by the
Corporation may be signed by any two of its Directors or Directors. In addition, the Board may from time to time direct
the manner in which and the person by whom a particular document or type of document shall be executed. Any
person authorized to sign any document may affix the corporate seal, if any, to the document. Any Director or Director
may certify a copy of any instrument, resolution, by-law or other document of the Corporation to be a true copy thereof.
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ARTICLE 2 BUSINESS OF THE CORPORATION
SECTION 2.01
HEAD OFFICE
Until changed in accordance with the act, the head office of the corporation shall be 25 Church Street, in the town of
Parry Sound in the District of Parry Sound.
SECTION 2.02
FINANCIAL YEAR
Until otherwise ordered by the board, the financial year of the corporation shall end on the last day of March each year.
SECTION 2.03
EXECUTION OF INSTRUMENTS
Deeds, transfers, assignments, contracts, obligations, certificates and other instruments may be signed on behalf of the
corporation by the chairperson, the vice chairperson, or a director and by the secretary, the treasurer, an assistant
secretary, an assistant treasurer, or another director. In addition, the board may from time to time, direct the manner in
which and the person or persons by whom any particular instrument or class of instruments may or shall be signed.
SECTION 2.04
BANKING ARRANGEMENTS
The banking business of the corporation shall be transacted with such banks, trust companies or other firms or
corporations as may from time to time be designated by or under the authority of the board. Banking business or any
part of it shall be transacted under such agreements, instructions and delegations of powers as the board may from time
to time prescribe or authorize.
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ARTICLE 3
SECTION 3.01
DIRECTORS
NUMBER OF DIRECTORS AND QUORUM
A Board comprised of up to eight directors, being seven elected directors and the immediate past chairperson, who shall
serve as a director ex-officio of the organization and shall have the right to vote, shall manage the affairs of the
corporation. Fifty-five per cent (55%) of those holding office shall constitute a quorum for the transaction of business.
Despite vacancies, the remaining directors may act if constituting a quorum.
The board will endeavour to ensure that key stakeholders are represented on the board. Stakeholders may include, but
are not limited to:

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


Representatives from the educational field, including secondary, vocational and post-secondary level
Emergency service providers, including police services
Complementary and co-operative service providers
Consumers of the service
Hospitals and mental health services
Community at large
Social service providers
Representative from the First Nations communities
SECTION 3.02
QUALIFICATIONS
No person shall be qualified as a director unless she/he shall be nineteen or more years of age and shall at the time of
his election and throughout his term of office be a director of the corporation; provided that person, who is not a
director of the corporation may be a director if he is otherwise qualified and if he becomes a director of the corporation
within ten days after his election, subject to the provisions of the act. All directors are required to adhere to the
confidentiality requirements of the corporation.
SECTION 3.03
ELECTION AND TERM
The term of office for each board director will be for a period of three (3) years. Directors wishing to remain on the
board after three (3) years will require board approval.
The Directors shall be elected by the existing members of the Board.
The term of office of the Directors (subject to the provisions, if any, of the articles) shall be from the date of the meeting
at which they are elected or appointed until the next annual meeting or until their successors are elected or appointed
SECTION 3.04
REMOVAL OF DIRECTORS
Notice of the board of director’s intent to terminate any directorship must be given to all directors in writing at least one
month prior to the date set for the meeting to terminate any directorship.
Any director whose directorship is to be terminated must be given an opportunity to be heard at the meeting of
directors set for that purpose.
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SECTION 3.05
VACATION OF OFFICE
The office of a Director shall be vacated immediately:
1) if the Director resigns office by written notice to the secretary, which resignation shall be effective at the time it is
received by the secretary or at the time specified in the notice, whichever is later;
2) if the Director dies or becomes bankrupt;
3) if the Director is found to be incapable of managing property by a court or under Ontario law; or
4) if, at a meeting of the Members, a resolution is passed by at least a majority of the votes cast by the Members
removing the Director before the expiration of the Director’s term of office.
SECTION 3.06
FILLING VACANCIES
A vacancy on the Board shall be filled as follows:
i) a quorum of Directors may fill a vacancy among the Directors;
ii) if there is not a quorum of Directors or there has been a failure to elect the minimum number of Directors set out in
the articles, the Directors in office shall, without delay, call a special meeting of Members to fill the vacancy and, if
they fail to call such a meeting, the meeting may be called by any Member;
iii) if the vacancy occurs as a result of the Members removing a Director, the Members may fill the vacancy by a
majority vote and any Director elected to fill the vacancy shall hold office for the remainder of the removed
Director’s term; and
iv) the Board may fill any other vacancy by a majority vote, and the appointee shall hold office for the remainder of the
unexpired portion of the term of the vacating Director. After that, the appointee shall be eligible to be elected as a
Director.
SECTION 3.07
REMUNERATION
The directors shall serve as such without remuneration but shall be entitled to be paid their traveling and other
expenses properly incurred by them in attending meetings of the board or of the directors.
SECTION 3.08
EXECUTIVE COMMITTEES
Whenever the board consists of more than six directors, the board will elect from its number an executive committee
consisting of not less than three, which committee shall have power to fix its quorum at not less than a majority of its
directors. The executive committee shall be composed of:




The chairperson of the board, who shall be chair of the committee
The vice chairperson of the board
The treasurer
And any other directors as the board may from time to time determine
SECTION 3.09
OTHER COMMITTEES
Committees may be established by the Board as follows:
1. The Board may appoint from their number a managing Director or a committee of Directors and may delegate to the
managing Director or committee any of the powers of the Directors excepting those powers set out in the Act that
are not permitted to be delegated; and
2. Subject to the limitations on delegation set out in the Act, the Board may establish any committee it determines
necessary for the execution of the Board’s responsibilities. The Board shall determine the composition and terms of
reference for any such committee. The Board may dissolve any committee by resolution at any time
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Standing committees –
The board may establish the following standing committees, which shall act in an advisory capacity only and shall report
directly to the board. The membership of the committees shall be comprised of board directors and may include staff,
crisis responder sand community representatives at the discretion of the board. The chairperson of the committee must
be a board director.
Human resource committee –
In consultation with the executive director, the human resource committee shall advise the board on matters related to
human resources; grievances and discipline matters upon appeal of executive director; establishment of personnel
policies; recruitment and evaluation of executive director; agency remuneration packages including salary, benefits,
reimbursement for use of personal vehicle of staff.
Finance and fundraising committee –
The treasurer of the corporation shall chair the finance and fundraising committee. The committee shall assist the
treasurer in preparing or reviewing financial data, developing and advising on financial policies and control and in
considering any other matters relating to the financial status or operations of the corporation. The committee oversees
the integrity of the agency’s financial statements and shall advise the board with respect to the raising of funds from all
sources.
By-law & policy review committee –
The by-law & policy review committee conducts annual reviews of policies. The committee is responsible for policy
amendments and adaptation to ensure policies reflect by-laws, current vision and common practices.
Nominating & membership committee
Will recruits a slate of candidates for each office, which has been confirmed vacant for the next term
• Recruits new directors for the corporation
• Ensures a stable number of directors
• Makes recommendations regarding the composition of the board or on any directorship issue
• Provides orientation to new board directors
Search committee
Acts in an advisory capacity to the board. Recruitment strategies and practices for successful searches. Identifies and
conducts external resources to find the most suitable candidates who best meet the needs of the agency, assesses
workspace to determine functionality, suitability, practicality.
Advocacy committee (AD HOC) ADDRESSES ISSUES OF IMPORTANCE AFFECTING VICTIMS OF CRIME OR VIOLENCE .
There may be such ad hoc committees and for such purposes as the board or the executive committee may determine
from time to time by resolution. The chair of each committee will be a director of the board. The board shall determine
directorship and terms of reference. The existence of each such ad hoc committee shall be terminated automatically
upon:



The completion of its assigned task;
A change in the directorship of the board or executive committee by which it was constituted; or
Resolution to that effect of the board or executive committee by which it was constituted; whichever occurs
first.
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Provided however that in the case of termination pursuant to subsection (b) the board or the executive committee
(as the case may be) may by resolution continue such ad hoc committee.
Except as otherwise provided by the by-laws of the corporation, all committees other than the executive committee
are subject to the following:






The chairperson shall be appointed by the board for a term of one year, and may be re-appointed, but not
more than three consecutive terms
The committee shall be responsible to, and report after each meeting to the next board meeting. The
executive director shall ensure that minutes are kept of all committees, subcommittees and work groups.
The chair of the board shall be ex-officio of each committee and may attend meetings as appropriate.
There shall be a director of the board on each committee
A simple majority of the directors will constitute a quorum for any meeting.
Meetings of subcommittees and work groups shall be as frequent as required by their function.
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ARTICLE 4 BOARD MEETINGS
SECTION 4.01 CALLING OF MEETINGS
Meetings of the Directors may be called by the Chair, chair or any two Directors at any time and any place on notice as
required by this by-law, provided that, for the first organizational meeting following incorporation, an incorporator or a
Director may call the first meeting of the Directors by giving not less than five days’ notice to each Director, stating the
time and place of the meeting
SECTION 4.02 REGULAR MEETINGS
The board may appoint a day or days in any month or months for regular meetings at a place and hour to be named. A
copy of any resolution of the board fixing the place and time of regular meetings of the board shall be sent to each
director forthwith after being passed, but no other notice shall be required for any such regular meeting.
SECTION 4.03
NOTICE
Notice of the time and place for the holding of a meeting of the Board shall be given in the manner provided in Section
10 of this by-law to every Director of the Corporation not less than seven days before the date that the meeting is to be
held. Notice of a meeting is not necessary if all of the Directors are present, and none objects to the holding of the
meeting, or if those absent have waived notice or have otherwise signified their consent to the holding of such meeting.
If a quorum of Directors is present, each newly elected or appointed Board may, without notice, hold its first meeting
immediately following the annual meeting of the Corporation.
SECTION 4.04
FIRST MEETING OF NEW BOARD
Provided a quorum of directors is present, each newly elected board may without notice hold its first meeting
immediately following the meeting of directors at which such board is elected.
SECTION 4.05
CALLING OF SPECIAL MEETINGS
Meetings of the board shall be held from time to time at the call of the board or the chairperson or any two directors.
Notice of the time and place of every meeting so called shall be given to each director in writing not less than 48 hours
(excluding Saturdays, Sundays and bank holidays) before the time when the meeting is to be held, save that no notice of
a meeting shall be necessary if all the directors are present or if those absent waive notice of or otherwise signify their
consent to such meeting being held.
SECTION 4.06
EMERGENCY MEETING
In the event that it is necessary to have a decision of the board, and a quorum of the board is not available to attend at
either a regular meeting or a special meeting, then the chairperson or the chairperson’s representative may call for a
vote of the board by any other means including email, fax or phone.
In the event of an emergency meeting, when a quorum cannot be reached, and a decision is necessary in a timely
fashion, the chairperson or the chairperson’s representative will defer the decision to the executive committee.
SECTION 4.07
PLACE OF MEETING
Meetings of the board shall be held at the head office of the corporation or elsewhere in Ontario or, if the board so
determines and any absent directors consent, at some place outside Ontario.
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SECTION 4.08
CHAIRPERSON
The chairperson or, in his/her absence, a vice-chairperson, who is a director shall be chairperson of any meeting of
directors. If no such director were present, the directors present shall choose one of their numbers to be chairperson.
SECTION 4.09 VOTING
Each Director has one vote. Questions arising at any Board meeting shall be decided by a majority of votes. In case of
an equality of votes, the Chair shall not have a second or casting vote.
SECTION 4.10 PARTICIPATION BY TELEPHONE OR OTHER COMMUNICATIONS FACILITIES
If all the Directors participating consent, a Board meeting may be held by telephone, electronic or other communication
facilities that permit all persons participating in the meeting to communicate adequately with each other at the same
time, and a Director participating by such means is deemed to be present at that meeting
SECTION 4.11 INTEREST OF DIRECTORS IN CONTRACTS
Subject to the provisions of the act, no director shall enter into a contract with the corporation.
SECTION 4.12 DECLARATION OF INTEREST
It shall be the duty of every director of the corporation who is in any way, even indirectly, interested in a contract or
arrangement or proposed arrangement with the corporation, to declare such interest to the extent, in the manner and
at the time required by the act.
SECTION 4.13 CONFIDENTIALITY
Every director, director and employee of the East & West Parry Sound Victim Service shall respect the confidentiality of
matters brought before the board. Issues regarding victims, staff and other board directors will be held confidential and
will not be imparted to others outside the board. Sensitive issues regarding personal matters of victims or staff,
litigation, or the buying, selling or leasing of real property will be dealt with in camera, and the minutes will not be part
of the public record. Board directors who breach confidentiality that is brought to the notice of the board may be asked
to resign. The decision to request that a director be removed for breach of confidentiality shall be made by a unanimous
vote of the other board directors.
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ARTICLE 5
DIRECTORS
The Board shall appoint from among the Directors a Chair and may appoint any other person to be chair, treasurer and
secretary at its first meeting following the annual meeting of the Corporation. The office of treasurer and secretary may
be held by the same person and may be known as the secretary-treasurer. The office of Chair and chair may also be held
by the same person. The Board may appoint such other Directors and agents as it deems necessary, and who shall have
such authority and shall perform such duties as the Board may prescribe from time to time.
SECTION 5.02
OFFICE HELD AT BOARD’S DISCRETION
Any Director shall cease to hold office upon resolution of the Board.
SECTION 5.03 DUTIES
Directors shall be responsible for the duties assigned to them and they may delegate to others the performance of any
or all of such duties
SECTION 5.04
CHAIRPERSON
The chairperson shall have the general management and direction, subject to the authority of the board, of the
governance of the corporation.
SECTION 5.05
VICE CHAIRPERSON
During the absence or disability of the chairperson, his/her duties shall be performed and his/her powers exercised by
the vice chairperson, if there are more than one, by the vice chairperson in order of seniority.
SECTION 5.06
SECRETARY
The secretary shall attend and is the secretary of all meetings of members and directors, and shall enter or cause to be
entered in books kept for that purpose the minutes of all proceedings there at. He/she shall give or cause to be given, as
and when instructed, all notices to members and directors. If a secretary cannot perform his or her duties, their duties
are to be performed by another director as authorized by a temporary resolution of the board.
SECTION 5.07
TREASURER
The treasurer shall ensure that full and accurate books of account are kept, in which shall be recorded all receipts and
disbursements of the corporation. He/she shall regularly report and render to the board whenever required an account
of all his/her transactions as treasurer and of the financial position of the corporation.
SECTION 5.08
VARIATION OF DUTIES
From time to time, the chairperson may add to the duties of any other director and may vary or limit such additional
duties. From time to time, the board may vary, add to or limit the powers and duties of any director.
SECTION 5.09
EXECUTIVE DIRECTOR
The executive director is directly responsible to the East & West Parry Sound Victim Service board of directors and
reports to the board, save that between board meetings the executive director is responsible to and reports to the
executive committee in accordance with the bylaws.
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POSITION DESCRIPTION OF THE BOARD CHAIR
ROLE STATEMENT
The chair provides leadership to the Board ensures the integrity of the Board’s process and represents the Board to
outside parties. The chair co-ordinates Board activities in fulfilling its governance responsibilities and facilitate cooperative relationships among Directors and between the Board and senior management, if any, of the Corporation.
The chair ensures the Board discusses all matters relating to the Board’s mandate.
RESPONSIBILITIES
Agendas. Establish agendas aligned with annual Board goals and preside over Board meetings if also holding the office
of Chair. Ensure meetings are effective and efficient for the performance of governance work. Ensure that a schedule of
Board meetings is prepared annually.
Direction. Serve as the Board’s central point of communication with the senior management, if any, of the Corporation;
provide guidance to senior management, if any, regarding the Board’s expectations and concerns. In collaboration with
senior management, develop standards for Board decision-support packages that include formats for reporting to the
Board and level of detail to be provided to ensure that management strategies and planning and performance
information are appropriately presented to the Board.
Performance Appraisal. Lead the Board in monitoring and evaluating the performance of senior management, if any,
through an annual process.
Work Plan. Ensure that a Board work plan is developed and implemented that includes annual goals for the Board and
embraces continuous improvement.
Representation. Serve as the Board’s primary contact with the public.
Reporting. Report regularly to the Board on issues relevant to its governance responsibilities.
Board Conduct.
conduct.
Set a high standard for Board conduct and enforce policies and By-laws concerning Directors’
Mentorship. Serve as a mentor to other Directors. Ensure that all Directors contribute fully. Address issues associated
with underperformance of individual Directors.
Succession Planning. Ensure succession planning occurs for senior management, if any, and Board.
Committee Membership. Serve as member on all Board committees
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POSITION DESCRIPTION OF THE TREASURER
Role Statement
The treasurer works collaboratively with the president and senior management, if any, to support the Board in achieving
its fiduciary responsibilities.
Responsibilities
Custody of Funds. The treasurer shall have the custody of the funds and securities of the Corporation and shall keep
full and accurate accounts of all assets, liabilities, receipts and disbursements of the Corporation in the books belonging
to the Corporation and shall deposit all monies, securities and other valuable effects in the name and to the credit of the
Corporation in such chartered bank or trust company, or, in the case of securities, in such registered dealer in securities
as may be designated by the Board from time to time. The treasurer shall disburse the funds of the Corporation as may
be directed by proper authority taking proper vouchers for such disbursements, and shall render to the Chair and
directors at the regular meeting of the Board, or whenever they may require it, an accounting of all the transactions and
a statement of the financial position, of the Corporation. The treasurer shall also perform such other duties as may from
time to time be directed by the Board.
Board Conduct. Maintain a high standard for Board conduct and uphold policies and By-laws regarding Directors’
conduct, with particular emphasis on fiduciary responsibilities.
Mentorship. Serve as a mentor to other Directors.
Financial Statement. Present to the Members at the annual meeting as part of the annual report, the financial
statement of the Corporation approved by the Board together with the report of the auditor or of the person who has
conducted the review engagement, as the case may be.
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POSITION DESCRIPTION OF THE SECRETARY
ROLE STATEMENT
The secretary works collaboratively with the president to support the Board in fulfilling its fiduciary responsibilities.
RESPONSIBILITIES
Board Conduct. Support the president in maintaining a high standard for Board conduct and uphold policies and the
By-laws regarding Directors’ conduct, with particular emphasis on fiduciary responsibilities.
Document Management. Keep a roll of the names and addresses of the Members. Ensure the proper recording and
maintenance of minutes of all meetings of the Corporation, the Board and Board committees. Attend to
correspondence on behalf of the Board. Have custody of all minute books, documents, registers and the seal of the
Corporation and ensure that they are maintained as required by law. Ensure that all reports are prepared and filed as
required by law or requested by the Board.
Meetings. Give such notice as required by the By-Laws of all meetings of the Corporation, the Board and Board
committees. Attend all meetings of the Corporation, the Board and Board committees
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ARTICLE 6 PROTECTION OF DIRECTORS
SECTION 6.01
LIMITATIONS OF LIABILITY
No Director, Officer or committee member of the Corporation is be liable for the acts, neglects or defaults of any other
Director, Officer, committee member or employee of the Corporation or for joining in any receipt or for any loss,
damage or expense happening to the Corporation through the insufficiency or deficiency of title to any property
acquired by resolution of the Board or for or on behalf of the Corporation or for the insufficiency or deficiency of any
security in or upon which any of the money of or belonging to the Corporation shall be placed out or invested or for any
loss or damage arising from the bankruptcy, insolvency or tortious act of any person, firm or Corporation with whom or
which any moneys, securities or effects shall be lodged or deposited or for any other loss, damage or misfortune
whatever which may happen in the execution of the duties of his or her respective office or trust provided that they
have:
1. complied with the Act and the Corporation's articles and By-laws; and
2. exercised their powers and discharged their duties in accordance with the Act
SECTION 6.02
INDEMNITY
Every director of the corporation and his/her heirs, executors and administrators and estate and effects, respectively,
shall from time to time and at all times be indemnified and saved harmless out of the funds of the corporation from and
against:
a) All costs, charges and expenses whatsoever that such director or director sustains or incurs in or about any action,
suit or proceeding that is brought, commenced or prosecuted against him/her for or in respect of any act, deed,
matter or thing whatsoever made, done or permitted by him/her in or about the execution of the duties of his/her
office, except such costs, charges or expenses as are occasioned by his/her own willful neglect or default.
b) All other costs, charges and expenses that he/she sustains or incurs in, about, or in relation to the affairs the
corporation except such costs, charges or expenses as are occasioned by his own willful neglect or default.
SECTION 6.03
CONFLICT OF INTEREST
A Director who is in any way directly or indirectly interested in a contract or transaction, or proposed contract or
transaction, with the Corporation shall make the disclosure required by the Act. Except as provided by the Act, no such
Director shall attend any part of a meeting of Directors or vote on any resolution to approve any such contract or
transaction.
SECTION 6.04
CHARITABLE CORPORATIONS.
No Director shall, directly or through an associate, receive a financial benefit, through a contract or otherwise, from the
Corporation if it is a charitable corporation unless the provisions of the Act and the law applicable to charitable
corporations are complied with.
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ARTICLE 7 MEMBERS MEETINGS
SECTION7.01
ANNUAL GENERAL MEETINGS
The annual meeting shall be held on a day and at a place within Ontario fixed by the Board. Any Member, upon request,
shall be provided, not less than 21 days before the annual meeting, with a copy of the approved financial statements,
auditor’s report or review engagement report and other financial information required by the By-laws or articles.
The business transacted at the annual meeting shall include:
v) receipt of the agenda;
vi) receipt of the minutes of the previous annual and subsequent special meetings;
vii) consideration of the financial statements;
viii) report of the auditor or person who has been appointed to conduct a review engagement;
ix) reappointment or new appointment of the auditor or a person to conduct a review engagement for the coming
year;
x) election of Directors; and
xi) such other or special business as may be set out in the notice of meeting.
No other item of business shall be included on the agenda for annual meeting unless a Member’s proposal has been
given to the secretary prior to the giving of notice of the annual meeting in accordance with the Act, so that such item of
new business can be included in the notice of annual meeting
SECTION 7.02 PERSONS ENTITLED TO BE PRESENT
The only persons entitled to attend an annual general meeting shall be those entitled to vote thereat, the auditors of
the corporation and others who, although not entitled to vote, are entitled or required under any provision of the act or
the letters patent or by-laws to be present at the meeting. Any other person may be admitted on the invitation of the
chairperson of the meeting or with the consent of quorum of the directors.
SECTION 7.03
SPECIAL MEETINGS
The Directors may call a special meeting of the Members. The Board shall convene a special meeting on written
requisition of not less than one-tenth of the Members for any purpose connected with the affairs of the Corporation
that does not fall within the exceptions listed in the Act or is otherwise inconsistent with the Act, within 21 days from
the date of the deposit of the requisition.
SECTION 7.04
NOTICE
Subject to the Act, not less than 10 and not more than 50 days written notice of any annual or special Members’
meeting shall be given in the manner specified in the Act to each Member and to the auditor or person appointed to
conduct a review engagement. Notice of any meeting where special business will be transacted must contain sufficient
information to permit the Members to form a reasoned judgment on the decision to be taken. Notice of each meeting
must remind the Member of the right to vote by proxy.
SECTION 7.05
QUORUMS
A quorum for the transaction of business at a Members’ meeting is a majority of the Members entitled to vote at the
meeting, whether present in person or by proxy. If a quorum is present at the opening of a meeting of the Members, the
Members present may proceed with the business of the meeting, even if a quorum is not present throughout the
meeting.
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SECTION 7.06
CHAIR OF THE MEETING
The Chair shall be the chair of the Members’ meeting; in the Chair’s absence, the Members present at any Members’
meeting shall choose another Director as chair and if no Director is present or if all of the Directors present decline to
act as chair, the Members present shall choose one of their number to chair the meeting.
SECTION 7.03
VOTING OF MEMBERS
Business arising at any Members’ meeting shall be decided by a majority of votes unless otherwise required by the Act
or the By-law provided that:
• each Member shall be entitled to one vote at any meeting;
• votes shall be taken by a show of hands among all Members present and the chair of the meeting, if a Member, shall
have a vote;
• an abstention shall not be considered a vote cast;
• before or after a show of hands has been taken on any question, the chair of the meeting may require, or any
Member may demand, a written ballot. A written ballot so required or demanded shall be taken in such manner as
the chair of the meeting shall direct;
• if there is a tie vote, the chair of the meeting shall require a written ballot, and shall not have a second or casting
vote. If there is a tie vote upon written ballot, the motion is lost; and
• whenever a vote by show of hands is taken on a question, unless a written ballot is required or demanded, a
declaration by the chair of the meeting that a resolution has been carried or lost and an entry to that effect in the
minutes shall be conclusive evidence of the fact without proof of the number or proportion of votes recorded in
favour of or against the motion.
SECTION 7.04
TIME OF ANNUAL GENERAL MEETING
The East & West Parry Sound Victim Service must hold an annual general meeting of its directors not later than six
months after the fiscal year end.
SECTION 7.05
NOTICE OF MEETINGS
The secretary shall mail or have delivered to each director, notice of the time and place of every annual and special
meeting two weeks prior to the meeting. Notice of a special meeting of directors shall state the general nature of the
business to be transacted at it. The auditors of the corporation are entitled to receive all notices and other
communications relating to any meetings of directors that any director is entitled to receive. The accidental omission to
give notice of any meeting or the non-receipt of any notice by any director shall not invalidate any resolution at any
meeting.
SECTION 7.06
QUORUM
A quorum for meetings shall be a minimum of 50% plus one of the voting directors in good standing. No business shall
be transacted in the absence of a quorum except to take measures to obtain a quorum, to fix the time to which to
adjourn or to take a recess.
SECTION 7.07
PROXY VOTING
Directors shall be allowed to assign their vote to another person by proxy using the prescribed proxy form, which must
be submitted two days prior to the meeting. The most one director present can carry is one proxy vote.
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SECTION 7.08
ADJOURNMENTS
The Chair may, with the majority consent of any Members’ meeting, adjourn the same from time to time and no notice
of such adjournment need be given to the Members, unless the meeting is adjourned by one or more adjournments for
an aggregate of 30 days of more. Any business may be brought before or dealt with at any adjourned meeting which
might have been brought before or dealt with at the original meeting in accordance with the notice calling the same.
SECTION 7.09
BYLAW AMENDMENTS
1) The bylaws of the East & West Parry Sound Victim Service may be amended by a majority vote at the Annual General
Meeting, where the Board of Directors has been served in writing of the proposed amendment at least fifteen (15)
days in advance.
2) Each director of the board shall be furnished with a complete copy of the bylaws and any amendments thereto.
3) A current copy of the bylaws shall be kept at all offices of the East & West Parry Sound Victim Service and shall be
made available to the public upon request.
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ARTICLE 8 NOTICES
SECTION 8.01
METHOD OF GIVING NOTICES
Any notice required to be sent to any Member or Director or to the auditor or person who has been appointed to
conduct a review engagement shall be provided by telephone, delivered personally, or sent by prepaid mail, facsimile,
email or other electronic means to any such Member or Director at their latest address as shown in the records of the
Corporation and to the auditor or the person who has been appointed to conduct a review engagement at its business
address, or if no address be given then to the last address of such Member or Director known to the secretary; provided
always that notice may be waived or the time for the notice may be waived or abridged at any time with the consent in
writing of the person entitled thereto
SECTION 8.02
COMPUTATION OF TIME
In computing the date when notice must be given under any provision requiring a specific number of days' notice of any
meeting or other event, the date of giving the notice shall be excluded and the date of the meeting or other event shall
be included.
SECTION 8.03
OMISSIONS AND ERRORS IN GIVING NOTICE
The accidental omission to give any notice to any director, director or auditor or the non-receipt of any notice by any
member, director, director or auditor or any error in any notice not affecting the substance thereof shall not invalidate
any action taken at any meeting held pursuant to such notice or otherwise founded thereon.
SECTION 8.04
WAIVER OF NOTICE
Any director(or his/her duly appointed proxy), director or auditor may waive any notice required to be given to him/her
under any provision of the act, the letters patent, the by-laws or otherwise and such waiver, whether given before or
after
The meeting or other event, of which notice is required to be given, shall cure any default in giving such notice.
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ARTICLE 9
AUDITORS
The directors shall at each annual meeting appoint an auditor to audit the accounts of the corporation. The board of
directors shall fix the remuneration of the auditor. The auditor cannot be a director, director or employee of the
corporation. The auditor appointed by the board shall be required to report to the board as required from time to time.
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ARTICLE 10
EFFECTIVE DATE
T his by-law shall come into force when confirmed by the directors in accordance with the act. Passed by the directors
the
day of
20
in the Town of Parry Sound, the District of Parry Sound.
____________________________
____________________________
CHAIRPERSON
CONFIRMED BY THE DIRECTORS ON THE
SECRETARY
DAY OF
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FINANCIAL MANAGEMENT
I
n order to keep Victim Services financially sound, the following policies are defined as proper business practices:
1.1
FINANCIAL RECORDS
The Executive Director is responsible for overseeing the daily bookkeeping and accounting of the income and dispersal
of funds of the agency. The books shall be kept up to date and be available for viewing by the Board Treasurer or a
committee delegated by the Board to investigate financial records.
Financial records of the agency shall be audited on an annual basis by an external auditor appointed by the Board.
Past records and documents shall be stored in a safe area as per Canada Customs and Revenue Agency requirements.
1.2
SIGNING AUTHORITY
Two signatures are required on all cheques from the Victim Services’ bank account. The two signatures are of two
designated Board members, or a designated Board member and Executive Director. All cheques will be accompanied by
supporting documentation for the amount indicated when presented for signature.
The designated Board members should be the Chair, Vice Chair, Past Chair and Treasurer.
The Executive Director shall have authority to deposit funds and pick up documentation for the agency from the bank.
1.3
FINANCIAL CONDITIONS
In order to keep East & West EWPSVSfiscally sound, the Executive Director shall not cause or allow the development of
fiscal jeopardy.
Accordingly, the Executive Director shall not:
 expend more funds than have been received in the fiscal year to date, or are conservatively estimated to be
received within sixty days
 use any long term funds without Board approval
 allow cash to drop below the level required to settle payroll and debts in a timely manner
 allow actual expenditures to deviate materially ($2500.00) from Board priorities
With respect to planning fiscal events (budgeting for all or any remaining part of a fiscal period), the Executive Director
shall not jeopardize either the program or the financial integrity of the organization.
Accordingly, the Executive Director shall not cause or allow budgeting which:



contains too little detail to enable accurate projection of revenues and expenses, separation of capital and
operational items, cash flow and subsequent audit trails and disclosures of planning assumptions
plans the expenditures in any fiscal year of more funds than are conservatively projected to be received that
year
is not Board approved
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1.4
ASSET PROTECTION
With respect to the proper stewardship of the Victim Services’ assets, the Executive Director shall not risk losses beyond
those necessary in the normal course of business
Accordingly, the Executive Director shall not:
•
•
•
•
•
1.5
fail to insure agency related property, premises and activities against property/liability losses and shall not fail to
insure Board members and staff against liability losses arising from agency related duties and activities
allow unauthorized personnel access to material amounts of funds
subject facilities and equipment to improper wear and tear or insufficient maintenance
unnecessarily expose Victim Services, its Board and its staff to claims of liability
make on their own authority any unbudgeted purchase involving an amount greater than $2,500.00 nor authorize a
purchase greater than $2,500.00 without evidence of written competitive estimates
BOARD TRAVEL EXPENSES
Travel may be reimbursed at .50 cents per kilometer for all travel required on Board business. Alternatively, a donation
of the cents/kilometer reimbursement may be made by a Board member and a charitable receipt issued annually.
1.6
FUNDRAISING
All fundraising activities must be approved in advance by the Executive Director and Board of Directors.
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2.0 FINANCIAL MATTERS - OVERVIEW
The general responsibilities of the Board of Directors with respect to the administration are, but not restricted to
ensuring:







planning, estimating, and budgeting for the funds and resources required for the administration and
operation of East & West Parry Sound Victim Services;
sound financial management;
the review and approval of annual operating budgets, monthly financial statements, and audit reports;
all staff are adequately trained and qualified for the duties to which they are assigned;
the books, reports, and accounts of East & West EWPSVSare in accordance with established procedures;
the maintenance of a filing system in which are kept copies of all vouchers, bank statements, and
cancelled cheques;
the reporting requirements to the applicable funding bodies are strictly adhered to in order to ensure
the maintenance of adequate cash flow in the organization.
2.1
The financial year for the Board shall be from April 1st of one year to March 31st of the following year.
2.2
The Board shall, by resolution, designate the financial institutions in which the monies of the Board shall be
deposited.
2.3
The Chairperson, Treasurer and the Executive Director or any official as from time to time designated by the
Board, is hereby authorized or may be authorized on behalf of the Board to perform the following:




To negotiate, deposit, endorse or transfer to a financial institution, for the credit of Victim Services only,
all or any bills or exchange, promissory notes, cheques or orders for the payment of money and other
negotiable papers, with combination of any one designated Board representative and one designated
staff person signing all cheques.
From time to time arrange, settle, balance and certify all books and accounts between the Board and
Victim Services.
To receive all paid cheques vouchers.
To sign the bank’s form of settlement of balance release.
2.4
The auditor appointed by the Board shall be required to report to the Board as required from time to time.
2.5
The auditor shall not be a member of the Board, or a director or employee of the Board, or a partner or
employee of any such person.
2.6
The Executive Director is to monitor the budget and bring forward the financial statements as prepared by the
bookkeeper.
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3.0 FINANCIAL OPERATION
With respect to the proper stewardship of the financial health of Victim Services, the following policies are defined as
proper business practices:
3.1
FINANCIAL RECORDS
The Executive Director and Bookkeeper are responsible for the daily bookkeeping and accounting of the income and
dispersal of funds of the agency. They shall prepare the cheques and deposits as required. The books shall be kept upto-date and be available for viewing by the Board at any time.
Financial records of the agency shall be audited on an annual basis by an external auditor appointed by the Board.
Past records and documents shall be stored in a safe area for seven years, as per Revenue Canada requirements.
3.2
SIGNING AUTHORITY
Victim Services shall operate from a Kawartha Credit Union chequing bank account for all revenue and expenses. Two
signatures are required on all cheques from the Victim Services’ bank account. The two signatures are of a designated
Board Member and Executive Director. All cheques will be accompanied by supporting documentation for the amount
indicated, when presented for signature.
The Executive Director, Office Manager and Administrative Assistant shall have signing authority to pick up
documentation for the agency from the bank.
3.4
PAY DAYS
Employees of East & West EWPSVSshall be paid on alternating Thursdays. Where pay days fall on a holiday, employees
shall be paid on the last working day preceding said pay day.
3.5
REIMBURSEMENTS
STAFF/VOLUNTEER TRAVEL
Travel by private vehicle required on agency business will be reimbursed at rates set by the Board on a per kilometre
rate. Parking costs will be reimbursed as per receipt, or as per written request, if paid into a meter. These expenses will
be recorded on the travel expense form and submitted on a monthly basis.
OTHER STAFF EXPENSES
Other pre-approved expenses shall be reimbursed upon presentation of receipt.
BOARD TRAVEL EXPENSES
Travel is reimbursed at .50 cents per kilometre for all travel required other than to and from monthly Board and
Committee meetings. All other expenses may be reimbursed at the discretion of the Board of Directors.
FUNDRAISING
All fundraising expenses must be approved in advance by the Executive Director and the Board of Directors.
3.6
BUDGETS
The Treasurer and at least one other member of the Executive Committee, along with the Executive Director, will
prepare ministry and agency budgets. Budgets will be submitted to the Board of Directors for review and approval by
motion.
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All approved budget items and funds received by East & West EWPSVSmust be expended for the purpose for which they
are designated.
Appropriate financial reports are to be submitted to the funding bodies on a timely basis to ensure proper and
uninterrupted program funding and continuity.
3.7 AUDIT REPORT
Detailed financial statements are to be prepared on a regular basis and presented to the Board of Directors.
The Board at each Annual General Meeting will appoint an Auditor, who is a Chartered Accountant or a Chartered
Accounting firm, to audit the accounts of the Corporation. The Auditor shall not be a member of the Board of Directors.
The Auditor will make a report to the Board of Directors concerning the financial statements of East & West
EWPSVSbefore September 30 for the fiscal year ending the preceding March 31st. The report, which will be presented at
each Annual General Meeting, will state whether, in the Auditor’s opinion, the financial statements present fairly the
financial position of East & West EWPSVSand the results of its operations for the period under review. Where the report
does not contain the unqualified opinion, the Auditor will state the reasons in the report. The Auditor’s report and
financial statements will be prepared in accordance with the Generally Accepted Accounting Principles.
The Auditor will, at reasonable times, have the right of access to all records, documents, books and accounts of East &
West EWPSVSand the Directors, Directors, and employees of East & West EWPSVSwill provide such information and
explanations as may be necessary for the performance of the Auditor’s duties.
The Auditor will review, appraise and make recommendations regarding the system of internal controls of the agency.
The recommendations made by the Auditor will be reviewed, and if deemed appropriate, implemented.
The audited financial statements will be signed by the Board Chairperson.
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4.0 ACCOUNTING SYSTEM
East & West EWPSVSmaintains an adequate bookkeeping system by following properly approved and generally accepted
accounting practices to record all financial transactions.
PROCEDURES:
This system is to include:
 all receipts and receivables
 all disbursements
 all commitments for services or benefits received
 details of employees’ earning and payroll deductions
 monthly financial statements, quarterly year-to-date reports, year-end documents and related reports
for the funding bodies
The general ledger is to be maintained and updated monthly to facilitate a continual accounting of revenue received and
expenses incurred. Bank reconciliations are to be prepared upon receipt of bank statements and cancelled cheques.
Monthly listings of accounts receivable and accounts payable are to be prepared and balanced to general ledger control
accounts where applicable.
A financial statement is prepared and audited annually by a chartered accountant or a chartered accounting firm,
approved by the corporate membership at the Annual General meeting and made available for public inspection.
RECEIPTS AND DEPOSITS
All receipts must be accounted for in the journals of East & West Parry Sound Victim Services.
All funds received must be deposited unaltered, and without undue delay, in the designated accounts of East & West
Parry Sound Victim Services.
Funds received by East & West EWPSVSare not to be deposited to the credit of any individual.
DONATIONS/BEQUESTS
East & West EWPSVSaccept donations and bequests from individuals, service clubs, and businesses. If the donor does
not specify a purpose for the donation, the agency will use the funds for services and supports as approved by the Board
of Directors.
Financial donations shall be recorded and deposited into the appropriate account of the agency. The Executive Director
is informed of all donations, the amount, and the name of the donor. The Executive Director acknowledges receipt of
the donation with a “thank you” letter, and a charitable receipt is issued to the donor for donations over $35.00.
Whenever a staff person, volunteer or Board member speaks on behalf of the agency, any monies or cheques given to
such speaker will be considered a donation to East & West EWPSVSand will therefore be turned over to the agency.
East & West EWPSVSwill only issue receipts for non-cash donations of a financial benefit to the agency for which a cash
value can be assessed. No donation of non-cash items shall be sold or given to a staff member, volunteer or Board
member of the agency unless with the full approval of the Board of Directors.
DISBURSEMENTS
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A chequing account is established to act as the agency’s operating account which is used for core programs. If necessary
a second account will be established for special projects. Pre-numbered cheques with two signature lines will be
ordered and maintained on this account. Additional accounts will be opened as required. If a new account is opened
due to requirements of a funding agency, that agency’s guidelines will be followed. (See Policy 5.0 regarding signing
directors.)
Disbursements or payments are to be made on the basis of certified supporting documentation, such as the invoice, the
payment voucher, and/or the purchase order. The numerical sequence of all cheques is to be accounted for.
A Petty Cash Fund per site may be established to facilitate the paying of small incidental expenses. This fund will not
exceed $200 dollars per site and is not to be used for personal purchases or lending services. Petty cash will be
maintained in a “double-locked” location, together with all supporting receipts. Only the senior staff is to have access to
the petty cash.
The senior staff will complete a voucher for each disbursement and ensure that the total of such vouchers and the cash
on hand equals the amount of the fund.
Following a purchase from petty cash, the staff member must return a receipt and any change for the purchased
goods/services to the individual responsible for petty cash.
To replenish the petty cash fund, the individual responsible for petty cash must submit to the Executive Director, a fully
completed Petty Cash Report, accompanied by all supporting receipts.
PAYROLL
Victim Services aims to provide staff with a competitively equivalent work environment which will ensure employee
protection and provide quality service to our clients. The following is our definition of a pay week:
Employees shall be paid on a bi-weekly basis, on a schedule set by the Corporation.
Employees shall be paid based on an authorized time sheet that records the days (or hours) worked for the pay period
as well as any time off for vacation, illness, or other reason.
BENEFITS PACKAGE
Victim Services will pay the employers portion of the Canada Pension Plan, WSIB and the Unemployment Insurance
premiums.
AGENCY CREDIT CARD
Should the agency deem it necessary to pursue the acquisition of a credit card, it will require the approval of the Board
of Directors.
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5.0 INVESTMENT OF FUNDS
Taking into account the daily operational cash flow needs, funds will be invested to ensure the maximum rate of return
consistent with a conservative, guaranteed rate of return investment policy.
PROCEDURES:
The deposit and investment of all funds received by the corporation are restricted to the following:

Savings account established with any Chartered Bank to which the “Bank Act (Canada)” applies.

Guaranteed Investment Certificates from a Canadian Chartered Bank.

Term deposits from a Canadian Chartered Bank.

The Executive Director projects the cash flow and recommends to the Board the amounts available to be
invested and the length of the investment period.

Investments must be approved by the Board of Directors.
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6.0 SIGNING AUTHORITIES
East & West EWPSVSis committed to ensuring appropriate financial safeguards are in place, while supporting the daily
operations of the organization.
PROCEDURES:
East & West EWPSVSmaintain a bank account with a chartered Financial Institution, through which to handle the
financial affairs of the organization. An additional account may be established specifically for special project
funding/expenses when DPSVCARS is awarded special projects.

East & West EWPSVSwill clearly establish signing officials to the account as well as the levels of authority, or limits,
to which the authority extends.

All expenditures made by, or on behalf of East & West Parry Sound Victim Services, require approval by the Board of
Directors either through the budget approval process, special item approvals, or delegation to the Finance
Committee.

Persons signing cheques will satisfy themselves that the expenditure has been duly authorized.
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7.0 FUNDRAISING
As a charitable organization, East & West EWPSVShas the ability to raise and receive funds. All fund raising activities and
donations received will be spent as designated.
PROCEDURES:
 All fund raising activities must first be approved by the Board of Directors. An action plan regarding fund raising will
be part of the annual work plan.

East & West EWPSVSwill comply with all legislative requirements that apply to fund raising activities.

Any staff member or volunteer engaging in a fund raising activity or approaching individuals or businesses for
donations of goods or services for the benefit of the organization must have prior approval from the Board of
Directors.
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8.0 INSURANCE COVERAGE
East & West EWPSVSwill maintain appropriate and reasonable insurance coverage to protect Board, staff,
Employees/volunteers, agents, and the agency with respect to liability issues.
BOARD OF DIRECTORS’ INSURANCE
Directors and Errors & Omissions Liability Insurance are to be purchased and maintained for all Board Members.
INSURANCE FOR TRANSPORTATION FOR WORK-RELATED PURPOSES
It is the responsibility of all staff, Board members, and volunteers travelling for the purposes of East & West EWPSVSto
ensure that they are properly insured. East & West EWPSVScannot be held liable where personnel have failed to secure
the necessary automobile insurance coverage.
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9.0 INVENTORY
East & West EWPSVSexercises prudence in the management of property, furniture and equipment. The agency
maintains an inventory system to track the location and condition of equipment, to plan for replacements, and to
remain accountable for the expenditure of funds.
PROCEDURES:
•
A current record of inventory is maintained by the Executive Director for each of the offices in the District of Parry
Sound
•
The Executive Director ensures that the master Inventory Listing is updated for any new items received, items being
removed from an office or being moved from one office location to another.
•
The Executive Director completes an office inventory summary annually, prior to the end of the fiscal year in March.
Once the summary has been updated, where items have been newly acquired, moved or discarded, a revised
Inventory Listing is produced.
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10.0 DISPOSITION OF ASSETS
East & West EWPSVSwill dispose of excess, outdated and damaged furniture and equipment in a fair and equitable
manner. Antiquated IT equipment will be disposed of in an appropriate and environmentally conscience manner.
PROCEDURES:


The Board of Directors will determine the procedure.
Any monies received will be earmarked for appropriate Board approved activities and services.
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11.0 FINANCIAL RECORDS RETENTION
All financial records of the Corporation shall be handled and stored in a safe and confidential manner, and then
destroyed according to pre-set time limits in compliance with current legislative requirements.
PROCEDURES:
The following financial information will be retained on-site for the life span of East & West EWPSVSplus an additional
two years from the dissolution of the Corporation:

Board Minutes

Annual Audited Financial Statements

General Ledgers

Annual adjusting journal entries

Contracts and funding agreements
The following financial information will be retained for a period of ten (10) years in accordance with
Canada Customs and Revenue Agency’s guidelines:

all deposit books together with documentation supporting from whom the funds were received and to what
they relate;

a record of all cash disbursements, proof of payment, such as cancelled cheques, and documentation, such
as invoices, to substantiate disbursements;

payroll records in sufficient detail to substantiate calculations and amounts withheld from employees and
those amounts remitted to Canada Customs and Revenue Agency;

Sufficient documentation to substantiate receipts given to individuals and organizations donating money
and gifts-in-kind to the charitable organization.

In keeping with this policy, the Executive Director shall authorize the disposal of records to be destroyed.

Disposal of records meeting the retention requirements shall be handled in a secure fashion with
documentation of the disposal.
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