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Health and Wellness message Governor Snyder remarked on the 'disproportionate share of persons with behavioral health issues behind bars' in directing the establishment of a workgroup to create an action plan to address the following recommendations from the 2. Mental Health Work Group report: (1) improve mental health services in the community, in the jails, and in the court system, (2) institute diversion programs, (3) improve the management of individuals in jail, and (4) share information appropriately across the criminal justice system. Through the direction of the Michigan Department of Community Health (MDCH) and the Michigan Department of Corrections (MDOC), the Diversion Strategies Workgroup was formed in January 2. Lynda Zeller of MDCH as Chairperson and consisting of judges and other trial court personnel, law enforcement, mental health professionals, and advocates for persons with mental illness. In March, Governor Snyder reemphasized the importance of the workgroup's charge in his Public Safety message. Under the leadership of Chairperson Zeller, the Workgroup in June completed the Diversion Action Plan implementation of which would represent a . Every day, all across the state, law enforcement interfaces with individuals with mental illness, and in many cases diversion from jail is appropriate. It has been shown that law enforcement who are trained in Crisis Intervention Team (CIT) techniques employ diversion much more frequently and reduce potentially dangerous escalations in the field. Pre- booking diversion can be strengthened through a coordinated implementation of CIT throughout the state (perhaps beginning with local, urban pilots) as well as by ensuring that a commitment to jail diversion applies to all law enforcement agencies in addition to Community Mental Health (CMH) programs. By collecting data of the prevalence of pre- booking diversion we will also learn over time how successful our efforts have been. Improve mental health treatment in jails. The first step to improving the treatment in jail of those with mental illness is to survey the prevalence of mental illness in jails and identify any service gaps. Other important steps include making jail mental illness screening and evaluation instruments uniform, improving prisoner mental health information, and ensuring continuity of medications on transfer to jail or prison. Expand post- booking diversion options. Even after someone with mental illness has been charged with a crime diversion out of jail if often appropriate. By expanding mental health courts and the use of mental health services in probation as well as by making the use of jail- based diversion uniform across the state, post- booking diversion can be increased. Reduce opportunities for incarceration and re- incarceration. Changes outside of law enforcement, jails, and criminal courts can achieve diversion through prevention. Hence, by reviewing the involuntary mental health treatment process in Probate Courts and improving mental health treatment upon re- entry, among other initiatives, the number of those with mental illness who are incarcerated can be reduced. Establish a mechanism to coordinate and assist with implementation of above goals. In order to ensure the above substantive goals and the systems change they represent are accomplished, it is critical to establish a diversion coordinator as well as an advisory committee. Return- on- Investment Potential: As some nationally- recognized models have shown, a comprehensive diversion solution can result in an overall cost savings. For instance, a recent analysis of the model employed in Bexar County (San Antonio) – a model that employs a span of diversion techniques similar to that recommended here – shows savings ranging from $3. As we go forward, success stories like Bexar County should be studied closely so that Michigan's solution realizes a return on investment not only with respect to agency efficiency and a reduction in unnecessary incarceration but also with respect to the total amount of resources expended. Current Status: In February of 2. Governor Snyder elevated the workgroup by forming the Mental Health Diversion Council and appointed Lt. Governor Brian Calley as the chair. The Council officially adopted the action plan and members are currently working to accomplish all of the outlined goals and milestones. Juvenile Justice: The Diversion Council has mainly focused on the adult population but in March of 2. Governor Snyder expanded the scope of the Council to incorporate the issue of Juvenile Justice. The membership was also expanded to include individuals with expertise in this specific area. The Council has since adopted an action planthat is specific to the juvenile justice population. Archived — Final Evaluation of the Community Futures Program in Ontario. Archived Information. The Western Ontario Community Futures Development Corporation Association is the association of CFDCs in Western Ontario. CFDCs offer a wide variety of programs and.
Archived information is provided for reference, research or recordkeeping purposes. It is not subject to the Government of Canada Web Standards and has not been altered or updated since it was archived. Please contact us to request a format other than those available. Evaluation Findings. This section of the report presents a summary of the evaluation. Under relevance, findings are discussed for: need for the program; complimentarity and duplication; linkages between CFDC, CF and Industry Canada objectives; and the role of the federal government in delivery the CF program. Design and delivery discusses findings regarding: the effectiveness of the CFDC networks; issues impacting the success of the program; CFDC involvement in strategic planning; management of investment funds; and. Program success presents findings about: the appropriateness of information, referrals and counselling to clients; the impact on business knowledge and skills of clients; the impact on. CF program. Cost- effectiveness and alternatives explores findings on those two topics, while findings regarding other lessons learned and progress. Finding: SMEs are important to the development of local economies and the CF Program is supporting businesses that would otherwise not have been. Based upon independent research and. CF Program as there are limited sources of funding for small businesses. SMEs. Footnote 1. Ontario are small, typically with four or fewer employees and a. SMEs in Ontario employ one to four individuals. Footnote 1. 6. According to the September 2. Small and Medium Sized Enterprises in Ontario, SMEs account for 9. Ontario and are . Similarly, a recent small business quarterly report by IC. This notion was supported by the client. CFDC service most needed by SMEs (9. This rate of refusal. FedNor administers the Community Futures (CF) Program in Northern Ontario, supporting 24 Community Futures Development Corporations (CFDCs). Canadian businesses and 2. Ontario businesses. Survey on Financing of Small and Medium Enterprises. Footnote 2. 0 This suggests that CFDC clients are less likely to receive bank financing than other rural or. Ontario businesses. This could be an indication of the need for the. CFDC clients. Note that 4. CFDC, which is surprising given that CFDCs are targeting those who are not able to access traditional financing. The June 2. 00. 8. Senate Report, Beyond Freefall: Halting Rural Poverty noted that . In. these two communities, the CFDCs were supporting very small business with few employees (i. Need for Services Provided. Clients surveyed noted a great need for all the services provided by CFDCs. CFDCs surveyed felt very strongly that all services provided by CFDCs were needed and, in fact, for all activities CFDCs. As for. community economic development (CED) work, almost all clients believed. CFDCs were equally supportive of this with 9. CFDC survey respondents saying there was either some need or a great need. A recent study by Dr. Roseheart also cites a need for a program similar to the CF Program, indicating that . There is a need to provide a business- friendly climate in. Clients surveyed generally agreed that had they not. CFDC support, they would not have been able to start/maintain/expand their. However, of the survey respondents who were refused a loan. Information from case. CFDC support, their owners suspect that the businesses would be smaller and. The case studies also. CFDCs. play in Northern Ontario towns whose economies are largely tied to. As the demand for these commodities, such as steel, gold. CFDC loans help maintain significant players during downturns and help others grow rapidly as demand shifts. Economic Indicators. Information from Statistics Canada shows that the regions served by CFDCs generally have lower economic performance than Ontario overall. This is between 2. Table 1. 3). There is. In 1. 99. 6 and 2. South Central and West) had. Ontario rate. The CFDCs. Ontario's rate. Labour Force Participation Rates in Ontario versus CFDC Served Communities. Ontario. 66. 3. 67. CFDC regions (average)6. East. 64. 9. 64. 4. Southeast. 60. 5. South Central. 66. Southwest. 65. 5. West. 66. 6. 67. 0. Northwest. 65. 1. Northeast. 59. 8. The CFDC served regions, on average, also have consistently higher unemployment rates than Ontario overall (Table 1. Footnote 2. 9 There is, however, some variation by region and by size of population. The Northwest and Northeast regions have unemployment rates. East and South. Central regions have unemployment rates lower than the overall Ontario. CFDCs which serve smaller populations also have much higher unemployment rates than the Ontario rate. Unemployment Rates in Ontario versus CFDC Served Communities. Ontario. 9. 1. 6. CFDC regions (average)1. East. 8. 8. 5. 8. Southeast. 10. 8. South Central. 8. Southwest. 8. 8. 7. West. 9. 6. 6. 8. Northwest. 12. 9. Northeast. 12. 9. The average earnings in the CFDC served areas were also below the overall Ontario average. Table 1. 4). None of the regions had average earning rates as high. The smallest communities had the lowest. Average Earnings in Ontario versus CFDC Served Communities. Ontario. 27,3. 09. CFDC regions average. East. 24,0. 21. 29,4. Southeast. 23,2. 96. South Central. 25,1. Southwest. 24,6. 31. West. 24,3. 02. 29,3. Northwest. 25,0. 39. Northeast. 23,0. 46. The labour market information and the research presented above suggest that small businesses in small communities (i. CF Program than medium and larger businesses in larger communities (i. There may also be a larger need for the Program in. Northeast and Northwest, which. Ontario. The. Northeast region is also well behind Ontario in average employment. Finding: Information from the evaluation found that the CF Program, with the provision of access to capital, business services, and CED activities, is a unique program that is not wholly duplicated by any. There are other federal, provincial, and municipal. CF Program, including two Fed. Nor programs, which are often complimentary, rather than duplicative. Findings in this section are based on: interviews, review of CF, EODP and NODP program documents, the client survey, and the CFDC survey. Many interviewees (2. CF Program, although many believe that these other programs are complimentary (1. Client and CFDC Awareness of Other Programs Offering Similar Services. It is interesting to note that clients were more aware of other programs or organizations that offer financing than the CFDCs. It is also interesting to note that CFDCs. This may be a result of the CFDC having better access or being better connected to the other types of. With respect to strategic community planning and socio- economic development, less than half of CFDCs. This was very similar to. Programs External to Fed. Nor. Information gathered from the evaluation showed that the other sources of financing for SMEs. Business Development Bank of Canada (BDC) and the. Canada Small Business Financing Program (CSBFP). With respect to other. Enterprise Centres, the Ontario Small Business Centres, and the. Self- Employment Benefits (SEB) program, which are all operated by the. Provincial Government. CED partners surveyed indicated that some municipalities also undertake. CFDCs and Fed. Nor staff believe there is good cooperation between programs and. For example. the CFDCs and the BDC have a referral agreement in place, whereby the CFDCs will provide loans to SMEs that are less than $1. BDC will provide loans to SMEs that are more than $1. Some organizations are also co- located, such as with Trenval BDC. Trenval is co- located with the Ontario Ministry of Agriculture Food and Rural Affairs. OMAFRA), Enterprise Quinte, and the Quinte Economic Development. Commission. This allows for good cooperation and sharing of information. Clients believe that the combination of the two programs. Programs Internal to Fed. Nor. Fed. Nor offers two other economic development programs in addition to the CF Program: the NODP and the EODP. NODP was first established in 1. Fed. Nor was created. Its focus is on promoting economic growth in Northern. Ontario in five areas: community economic development; trade and. NODP is delivered by Fed. Nor program officers, who work with clients to complete the application process. EODP was established in 2. Eastern Ontario by investing in projects in five priority. The. program is delivered through the 1. CFDCs serving the Eastern Ontario region. A single CFDC does not have access to both EODP and NODP. CFDCs in the West, Southwest and South Central regions have access to neither program. EODP, NODP, and the CF Program are similar in that they have common objectives and desired. Table 1. 6). All. While these programs are focused on similar objectives. The CF Program offers repayable financing to SMEs in local communities and provides support to communities for economic development activities (i. EODP offers contributions to projects that support program objectives and the CFDC can access the funding for its own activities or provide the funds to a third- party through a contribution agreement. EODP has both primary and secondary recipients. The secondary recipients include: non- profit organizations, including municipalities and municipal organizations. Aboriginal organizations. NODP focuses on: capital providers; SMEs (less than 5. Aboriginal organizations, community development organizations including CFDCs, post- secondary institutions, and municipalities and municipal organizations. Comparison of EODP, NODP, and the CF Program. Component. Program. Community Futures. Eastern Ontario Development Program. Northern Ontario Development Program. Program Objectives. Fostering. economic stability, growth and job creation; helping to create. Promote. socio- economic development; create a competitive and diversified. Promote growth, economic diversification, job creation, and sustainable, self- reliant communities. Jean-Jacques Rousseau. Voltaire's reading of the second discourse was that Rousseau would like the reader to 'walk on all fours' befitting a savage. Rousseau, Judge of Jean-Jacques, published 1782. The First and Second Discourses by Jean-Jacques Rousseau Paperback $20.22. Ships from and sold by Amazon. Rousseau's Second Discourse (Discourse on the Origin and Foundations of Inequity) was a follow up to. 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