Ontario 211 Services
Annual Report 2015-2016

As service providers, meeting needs is a complex challenge. It is not as simple as just creating a “list of services”, but rather creating flexible systems, wider awareness and easier access to such services. It’s about enhancing existing systems and processes to manage and deliver information to those who need it. It’s about linking service information across providers to build wider awareness about how such services can better serve those at risk.

Youth in Toronto face significant challenges and barriers within a youth service system that does not always provide equitable access and outcomes to this population. Sometimes even where services exist, they are not easy to find, leaving youth exposed to social and economic marginalization. The Youth Asset Mapping Project was a City-Provincial partnership that began in 2015. The Ministry of Children & Youth Services provided funding to the City of Toronto to develop digital asset mapping tools to support the youth-focused service sector. The result was the launch of the new YouthTO portal in May 2016 (www.toronto.ca/youth), along with a new FindYouthServices tool co-developed between the City and Findhelp/211 Central:

The City of Toronto strategically partnered with Findhelp/211 Central to develop the first City web-enabled application to access live 211 data via Findhelp/211’s API technology. This allows youth and service agencies the ability to directly access more meaningful and relevantly-defined youth services. FindYouthServices provides an interactive map that allows users to locate youth-oriented programs and services throughout Toronto.

This tool provides the City, other levels of governments, service providers and youth with a new information resource to support direct service access, while complimenting existing 211 services and collaborative local planning around addressing gaps in youth services. The launch of this site marks the delivery of one of the City’s actions from the Toronto Youth Equity Strategy and a significant customer service improvement initiative for Toronto youth.

The leverage of vital 211 data in this manner re-enforces the important role that such information plays in the youth-service sector that then fosters collaborative local planning for youth services. Gaps and overlaps in service requirements and delivery will be much easier to identify because of this data and these tools. Youth will have a user-friendly tool to access the services they need on their own.

211 Central East is now the Central Referral Service for physicians and primary care providers making referrals to community support services for their patients. The initiative is led by the North Simcoe Muskoka (NSM) Community Support Services Collaborative, whose 25-member organizations provide essential services such as meals on wheels, transportation, attendant care, hearing and vision care, respite and palliative care funded by the NSM Local Health Integration Network.

211’s role is to simplify information at the point of referral for primary care, improve access to community support services, and maintain a tracking system used by the Community Support Services Collaborative for system improvements.

In the Fall Canada received thousands of people fleeing Syria. Waterloo Region, as one of six Ontario Reception Centres for government-assisted refugees, welcomed more than 1000 government-sponsored and privately sponsored refugees. With an anticipated 850 Syrian refugees expected in the City of Waterloo, the Emergency Information Officer contacted 211 Central South for support. Once their information was shared, 211 was advertised as the place to call to find out how to make donations in the community, what to do if you wanted to volunteer, and who to contact if you wish to sponsor a family.

Dufferin Peel continues to make connections with community agencies to build awareness of the 211 program while setting the stage for potential partnerships in the future. Dufferin Peel has reached out to schools, police, EMS and many other community agencies to present at local events and we continue to build awareness and promote the 211 services within our community.

An Information and Referral Specialist (I&R) received a call from a 22 year-old woman living in a motel, who had no money and was out of formula for her newborn baby. The caller had just contacted the City of Ottawa at 3-1-1, but had been told to call 2-1-1.

Because it was after 4 p.m., the I&R Specialist was not able to contact the client’s social worker. The city’s after-hour social worker was unable to help. The I&R Specialist referred her to the Bethany Home, the Vanier Community Service Centre (VCSC) and the Ford Family Shelter.

The caller promptly called back stating that the first two resources were now closed and that the third one had suggested she go to the emergency department of the closest hospital instead. It was not a valid option: to get there she would have had to walk about two kilometres in -20°C temperatures. By then, other 211 team members became involved in trying to help. One of them has a husband working at the VCSC; she was asked to contact him directly to inquire if someone there could still help the caller after hours. The answer was yes, and the I&R Specialist made the referral.

The caller presented herself at VCSC quickly, with her boyfriend and their baby. The worker who had agreed to stay late gave the caller a $25 voucher to buy formula as well as a box of diapers. The I&R Specialists needs assessment of the caller’s situation showed they lacked everything from baby clothes to furniture and social support. On the bright side, VCSC and its partners could help the client meet her needs. On learning that 211 would do a follow-up call later with the client, the worker asked that the I&R Specialist go over these facts with the young mother:

1. VCSC offers several services that will help and support the caller now and in the future.
2.  It is very important that the client go back to her follow-up appointment at VCSC.

In 2015, 211 North worked with Diversity Thunder Bay and the City of Thunder Bay Anti-racism Advisory Committee to develop a pilot project for a telephone and online resource centre for citizens to report incidents of discrimination. A proposal was developed and submitted to the City of Thunder Bay at the end of the year.

The pilot project would provide a voice for those citizens experiencing incidents of racism or discrimination and provide public education and awareness. The individuals would be able to report incidents by calling 211 or using the online form as an option. Reported incidents will be tracked, aggregated and analyzed to provide baseline data to help the City to assess and record the magnitude and patterns of racism and discrimination across the city. Calling 211 is also an alternative for those who do not want to contact police, but would still like to speak with someone about what happened and get connected to community-based programs and services.

In 2016, the City of Thunder Bay, through the Anti-Racism and Respect Committees approved the proposal and has established a working group to implement the pilot project.

211 received a call from an elderly gentleman, who lives in a small south western Ontario town, who needed financial assistance for some personal expenses he could not afford. As a pensioner, the caller had limited income and was finding it difficult to pay for transportation, dog food for his beloved pet and other daily living expenses.

The 211 Specialist who answered the call quickly realized this caller’s needs were greater than he initially presented. He also had cancer and was receiving treatment in another, larger city and admitted that he was having trouble getting around his home which is not accessible and could not take care of his own hygiene or household chores.

The 211 Specialist provided a number of referrals to this caller and offered to follow up with him in a couple of days to see if he was able to obtain some assistance.

During the follow up call with 211 later that week, this gentleman was pleased to report that an agency had visited him, completed an assessment of his needs and arranged for help with bathing and housekeeping. Numerous other agencies were also able to provide assistance and helped him better manage other daily living expenses.