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The mental health problems of Ontario's children and youth are a significant public health issue. Studies suggest 15 to 21 per cent of children and youth, approximately 467,000 to 654,000 children and youth in Ontario, have at least one mental health disorder. The consequences can affect children and youth now and into adulthood, their families/caregivers, schools, communities, employers and the province as a whole.
As the champion of children and youth, the Ministry of Children and Youth Services (MCYS) has developed a policy framework to provide strategic direction for ongoing improvements over the next decade. The framework applies to all Ontario children and youth up to age 18.
The framework recognizes that child and youth mental health is a shared responsibility. It is designed to foster collaboration amongst everyone who shares responsibility for the healthy development of Ontario's children and youth: families/caregivers, communities, service providers, government and all child- and youth-serving sectors.
The framework is the product of cross-sectoral collaboration, which included one year of province-wide discussions with over 300 participants from a very wide range of government and community partners. This document was also informed by an extensive inter-jurisdictional literature review, consultations with mental health experts and a series of inter-ministerial discussions.
sets the stage for cross-sectoral community and government planning.
We envision an Ontario in which child and youth mental health is recognized as a key determinant of overall health and well-being, and where children and youth grow to reach their full potential.
The policy framework recognizes that children, youth and their families/caregivers need a flexible, broad continuum of services and supports, which meet their changing needs through key age, developmental, academic and sector transitions.
A child and youth mental health sector that is accountable and well-managed.
For each of these goals, we have identified priority areas for action. These goals set out key areas of focus and will guide strategic investments and reinvestments in child and youth mental health services and supports, as resources become available. They also set the stage for inter-ministerial and cross-sectoral collaboration and dialogue.
MCYS is committed to working in partnership with government and community partners, within the child and youth mental health sector and across the broader child- and youth-serving sectors, to effect change based on the directions set out in this policy framework, and to create a culture of shared responsibility for child and youth mental health.
This will ultimately support improved mental health outcomes for children and youth and an Ontario in which child and youth mental health is recognized as a key determinant of overall health and well-being, and where children and youth grow to reach their full potential.
The Ministry of Children and Youth Services (MCYS) envisions a province where children and youth have the best opportunity to succeed and reach their full potential.
To support this vision, the policy framework recognizes that the mental health of Ontario's children and youth does not depend on the child and youth mental health sector alone. Instead, it is a shared responsibility.
This framework aims to foster collaboration amongst everyone who shares responsibility for the healthy development of Ontario's children and youth: communities, including families/caregivers and all child- and youth-serving providers and sectors (for example, health, education, child protection and well-being, youth justice, social services, recreation, heritage and culture), the adult mental health sector and all levels of government.
This framework will guide changes to the child and youth mental health sector and help other child- and youth-serving sectors promote the optimal mental health and well-being of children and youth over the next decade.
Ultimately, all children and youth should have access to a continuum of services and supports based on their needs, and each community should work towards facilitating this goal. The actual range of services and supports in a community and who delivers them will vary, depending on the local context, needs of children, youth and their families/caregivers, and available resources.
This document describes why an Ontario policy framework for child and youth mental health is needed, identifies the key elements of the framework, and sets out the goals and priorities to guide change over the next decade.
The mental health problems of children and youth are a significant public health issue.
Although research on the prevalence of mental health disorders in Canadian children and youth is limited, studies suggest that 15 to 21 per cent of children and youth are affected by mental health disorders that cause some significant symptoms or impairment1,2,3 - with significantly higher rates for Aboriginal children and youth.4 That means in Ontario approximately 467,000 to 654,000 children and youth have at least one diagnosable mental health disorder that causes significant distress and impaired functioning at home, at school, with peers or in the community.5 It is also recognized, however, that significantly more children and youth may experience some kind of mental health problem.
While significant progress in the delivery of child and youth mental health services and supports has been made in recent years, a number of areas requiring further improvement have been identified.
The Ontario Child Health Study determined that only one in six children and youth with a mental illness received some form of specialty mental health service.8 These rates may be even lower for Aboriginal children and youth. It is clear that the need for child and youth mental health services and supports outpaces the sector's capacity to respond. To meet the need, and to provide value for both existing resources and any available incremental resources, the child and youth mental health sector must partner with the broader child- and youth-serving sectors.
To date the focus of child and youth mental health services and supports has been on intervention and treatment. Consequently, communities often do not deliver services that promote optimal mental health, prevent mental illness, and identify problems earlier. While enhancing these services may require additional resources in the short term, they could, over time, reduce the need for more intensive, costly services/supports, reduce the duration and severity of mental illness, and improve the life trajectory of children and youth.
The child and youth mental health sector has evolved differentially over time to meet local needs and consequently service delivery can appear fragmented. To help families/caregivers navigate services and supports, and to prevent children and youth from "falling through the cracks", we need to strengthen linkages, collaboration, coordination, and most importantly, a commitment to share responsibility for child and youth mental health, both within and beyond the child and youth mental health sector. Enhanced consistency in service provision The differential evolution of the child and youth mental health sector over time has also created a number of inconsistencies in the delivery of child and youth mental health services and supports. These include inconsistent screening and assessment practices, perceived and real differences in access, and inconsistencies in timeliness and quality of services. Enhancements in provincial service standards and screening and assessment procedures will support a more coordinated and consistent approach to service delivery.
There is a growing body of evidence about what works in mental health practice, however there are gaps between what is known to improve mental health and service delivery practices. Improving dissemination of this knowledge, and putting it into practice, will benefit children, youth, their families/caregivers and service providers.
The stigma associated with mental health problems continues to create barriers to social acceptance and access to services/supports. This stigma may be exacerbated when services and supports are delivered outside child- and youth-focused environments. Reducing the stigma associated with mental health problems/illnesses may result in greater community support for children and youth and timelier access to needed services.
Gaps in the sector's infrastructure hamper its performance and its capacity to improve. The development of a more accountable, better-managed sector depends on cross-sectoral planning and accountability at community and government levels.
The formation of the Ministry of Children and Youth Services (MCYS) in 2004 signaled Ontario's commitment to children and youth. The establishment of MCYS allows for focused leadership on child and youth issues and provides the opportunity to create more effective and efficient services and supports for children, youth and their families/caregivers.
MCYS has a key role in leading and encouraging collaboration on child and youth issues across child- and youth-serving ministries and sectors. MCYS is committed to continue working alongside government and community partners to establish an integrated and collaborative system of services and supports for children, youth and their families/ caregivers. To this end, MCYS has set in motion a number of initiatives, such as Best Start, the Child Welfare Transformation and the Youth Justice Transformation, which were guided by a series of stakeholder roundtables.
As the champion of children and youth, MCYS will provide leadership in cross-sectoral service planning. Success, however, depends on collaboration amongst everyone who works with children and youth. With the commitment, time and energy of countless individuals, families/caregivers and service providers, we are in the process of building on an impressive array of existing services and supports.
In Ontario, child and youth mental health services are provided primarily to children and youth from birth to 18 years of age under the authority of the Child and Family Services Act (CFSA). These services are not mandatory under the CFSA, but are provided to the level of available resources.
MCYS funds over 260 agencies which provide child and youth mental health services and supports, including approximately 90 dedicated children's mental health centres which have concentrated their expertise in child and youth mental health. The range of services provided by mental health agencies funded by MCYS include: prevention, parent education and training, early detection and intervention, counselling and support, assessment and treatment, respite, out-of-home residential placements and treatment, and day treatment services and supports.
a telepsychiatry program serving rural and remote communities.
In addition, mental health services are provided to children and youth within the youth justice sector and through a range of prevention programs and residential services such as early years, child protection and well-being, and complex special needs.
We are joined by other provincial ministries, including the Ministries of Education and Health and Long-Term Care, who also fund crucial services and supports for children and youth with mental health needs. These ministries are also our key links to their respective sectors and service providers.
Other ministries, including the Ministries of Health Promotion, Municipal Affairs and Housing, Community and Social Services, the Attorney General and Community Safety and Correctional Services, also support child and youth mental health through prevention, diversion and health promotion programs.
This framework provides the foundation for community and government partners to work together to improve the mental health and well-being of Ontario's children and youth.
This vision requires a commitment on the part of everyone in Ontario to promote the well-being of children and youth, so that children and youth with mental health problems and illnesses live, learn and thrive in their communities.
Government and community partners have different roles, but each shares in the responsibility for delivering child and youth mental health services and supports. Government ministries share responsibility for setting policy direction, improving cross-sectoral coordination and collaboration, and funding services. Service providers share responsibility for meeting the needs of children, youth and their families/ caregivers, the efficient use of resources, the delivery of evidencebased services/supports, and for the outcomes achieved.
Services and supports should be developmentally- and age-appropriate, culturally and linguistically relevant, responsive, and matched to the strengths and needs of children, youth, and their families/caregivers. Children, youth and their families/caregivers, where possible, should be involved in the planning and delivery of services/supports.
A supportive community promotes healthy child and youth development. The broader community should be responsible for the well-being of their children, youth and their families/caregivers and be engaged in planning services and supports within their local communities.
Services and supports should be accessible to all children, youth and their families/caregivers who need them in a timely and appropriate manner. Services and supports should be adapted to the unique needs of children, youth and their families/caregivers and delivered respectfully and competently, with sensitivity to race, culture, national origin, heritage, language, faith, gender, sexual orientation, class, diagnosis, disabilities, special needs or other characteristics - with none of these factors serving as barriers to accessing appropriate services/supports.
The child and youth mental health sector at government and community levels should enhance coordination and collaboration within and across all child- and youth-serving sectors.
Research points to the most effective practices and programs for improving the lives of children, youth and their families/caregivers. Service providers should be educated, trained and supported in evidence-based practices and should consistently evaluate outcomes as part of their continuous quality improvement efforts.
Aboriginal community engagement will be guided by the principles of Ownership, Control, Access and Possession (OCAP)9, as adopted by the National Aboriginal Health Organization and the Aboriginal Healing and Wellness Strategy, and supported by Ontario's New Approach to Aboriginal Affairs. These principles will guide and support the provincial Aboriginal engagement process through respect for indigenous knowledge and protocols, and considerations for the appropriate translation and use of cultural or traditional knowledge.
children and youth experiencing the most severe, complex, rare or persistent diagnosable mental illnesses.
This policy framework is based on a key concept: a continuum of needs-based services and supports.
The continuum reflects the types of functions necessary to meet the mental health needs of children and youth. The continuum encompasses a wide range of services and supports available across a number of child- and youth-serving sectors. These services vary in type, intensity, specialization and mode of delivery.
The actual range of services and supports in a community and who delivers them will also vary, depending on the local context, needs of children, youth and their families/caregivers, and available resources. Children, youth and their families/caregivers may enter the continuum at any point. They may access services and supports of varying intensities at different times, or need several at one time.
Ultimately all children and youth should have access to a continuum of services and supports based on their needs, and each community should work towards facilitating this goal.
The continuum can also be viewed as a key tool to guide community planning and longer-term strategic investments and reinvestments in child and youth mental health services and supports. Services and supports must be tailored to culturally and socio-economically diverse populations. Children, youth and their families/caregivers who live in rural and remote areas need improved access to mental health professionals and resources. The cultural and linguistic needs of Aboriginal and Francophone children, youth and their families/caregivers need to be considered when addressing mental health issues and developing and delivering programs, services and supports. Service provider staff should include members of diverse ethnic, cultural and linguistic groups that reflect the communities they serve.
This framework calls for government and community partners to work together to promote the optimal mental health of all children and youth, and to identify and support children and youth with, or at risk of developing, a mental health problem or illness. The availability of services and supports identified on the continuum is the shared responsibility of cross-sectoral government and community partners. Inter-ministerial partnerships are key to aligning child and youth mental health policy and program priorities, roles, and resources across sectors.
Each of the functions on the continuum may be addressed by a range of services and supports that vary in intensity and duration. It is recognized that the expertise to deliver some of these services and supports resides within specific professional groups (e.g., early intervention services such as school-based programs may be provided by a range of professionals such as social workers, communitybased psychologists or teachers; specialized interventions may include treatment delivered by hospital-based psychiatrists). Although examples of services and supports for each function on the continuum are included, please see Appendix C for a more comprehensive list of examples that may help guide community planning and service delivery.
Target population All children, youth and their families/caregivers Children and youth identified as being at risk for, or who are experiencing,. mental health problems that affect their functioning In some areas, such as at home, school and/or in the community. Children and youth who are experiencing significant mental health problems/illness that affect their functioning in some areas, such as at home, school and/or in the community. Children and youth experiencing the most severe, complex, rare or persistent diagnosable mental illnesses that significantly impair their functioning in most areas, such as at home, school and in the community.
Stemming from our discussions with community and government partners, and research, MCYS has identified four strategic goals to support improved mental health outcomes for children and youth. These goals will set the direction for long-term change in the delivery of child and youth mental health services and supports, and help child- and youth-serving sectors promote the optimal mental health and well-being of all children and youth.
The framework also identifies priority areas for action which will guide strategic investments and reinvestments in child and youth mental health services and supports, as resources become available. They also set the stage for inter-ministerial and cross-sectoral collaboration.
A child and youth mental health sector that is coordinated, collaborative and integrated at all community and government levels, creating a culture of shared responsibility.
All child and youth services and supports have a role in developing and supporting optimal child and youth mental health. These services and supports must be delivered in a coordinated and collaborative way so that they are responsive to community needs, address service gaps, and make good use of available resources.
support children and youth through key age, developmental, academic and sector transitions.
Research and community experience show that mental health problems often develop or are exacerbated at key age, developmental, academic and sector transitions. However, these transitions, such as entering elementary or high school, are also good opportunities to identify problems and intervene. Cross-sectoral coordination and collaboration is critical at all key transition points, particularly as the agencies and sectors involved throughout a child's/youth's life will vary over time.
broader child- and youth-serving sectors.
transitions within the continuum of needs-based services and supports (e.g., hospitalbased crisis services to ongoing community-based services through a mental health agency).
Enhance the ability of children, youth and their families/caregivers to navigate child and youth mental health services and supports.
Children, youth and their families/caregivers have access to a flexible continuum of timely and appropriate services and supports within their own cultural, environmental and community context.
Ultimately, all children and youth should have access to a continuum of services and supports based on their needs. Each community, with support from MCYS and other child- and youthserving ministries, should work towards facilitating this. The actual range of services and supports in each community and who delivers them will vary, depending on the local context, needs of children, youth and their families/caregivers, and available resources.
The continuum is a key tool to guide a community's longer-term strategic investments and reinvestments in child and youth mental health services and supports.
be respectful of, and responsive to, individual child, youth and family differences and backgrounds.
Each community should facilitate access to the continuum of needs-based services and supports, with an increased focus on mental health promotion, illness prevention, early identification and early intervention.
Improve responsiveness of the child and youth mental health sector to meet child and youth mental health needs by enhancing its ability to provide timely services and supports.
Optimal mental health and well-being of children and youth is promoted through an enhanced understanding of, and ability to respond to, child and youth mental health needs through the provision of effective services and supports.
One of the most promising, cost-effective and humane ways to promote optimal mental health and well-being is to strengthen protective factors (the factors that increase resilience and protect a child/youth from poor mental health/life outcomes), and to reduce risk factors (the factors associated with poor mental health/life outcomes).
reduce stigma and misunderstandings that prevent families/caregivers from recognizing mental health problems or seeking treatment.
The strategies to promote optimal mental health and well-being must be based on evidence that will enable families/caregivers to make informed choices, child- and youth-serving professionals to learn new approaches and incorporate new knowledge into practice, and children and youth to achieve improved outcomes.
The evidence of "what works" to improve child and youth mental health is growing. Through the hard work of many research stakeholders, such as the Centre of Excellence for Child and Youth Mental Health at the Children's Hospital of Eastern Ontario and Children's Mental Health Ontario, progress has been made in collecting evidence and exchanging knowledge of evidence-based practices.
MCYS will support continued efforts in knowledge development and exchange to promote and sustain better outcomes for children and youth in Ontario.
Engage in further stigma reduction efforts that increase community knowledge and understanding of the social determinants of health, the impacts of mental health problems/ illnesses, and the importance of social inclusion of all children and youth.
data on the prevalence of child and youth mental health problems in Ontario.
Enhance the ability of the community to identify and respond to the mental health needs of children and youth.
Enhance the ability of child- and youth-serving professionals to identify and respond to the mental health needs of children and youth.
Enhance the use of evidence-based knowledge and practice within the child and youth mental health sector to support continuous improvements in professional practice and improved outcomes for children and youth.
Formal accountability practices are essential to improving the delivery of services and supports and to improving child and youth mental health outcomes.
service outcome measures should be established to measure the effectiveness of services delivered, and to facilitate the collection of data that will support continuous improvements in the delivery of child and youth mental health services.
Infrastructure supports which facilitate enhanced accountability and quality improvement include: information systems, including software to support accountability at multiple levels, attention to privacy and confidentiality concerns, feedback mechanisms to monitor progress, and collaboration with service providers in defining goals and selecting relevant measurement strategies.
Enhance the formal system of accountability between government and the child and youth mental health sector.
Build on outcome data to guide continuous sector improvements and to track child and youth outcomes.
Identify and develop service standards, guidelines and outcome measures in accordance with the priorities outlined in the framework.
an accountable child and youth mental health sector.
MCYS is committed to working with government and community partners, within the child and youth mental health sector and across the broader child- and youth-serving sectors, to effect change based on the directions set out in this policy framework, and to create a culture of shared responsibility for child and youth mental health.
This policy framework is based on many years of discussion and research, including a year of province-wide discussions with over 300 participants from a wide range of government and community partners, an extensive inter-jurisdictional literature review, consultations with mental health experts and a series of inter-ministerial discussions.
This is an outline of the community and inter-ministerial discussion processes used to inform the development of this framework.
In addition, the Ministry consulted with experts on the policy framework and conducted interviews with community partners, including: Children's Mental Health Ontario, the Centre of Excellence for Child and Youth Mental Health at the Children's Hospital of Eastern Ontario, the Hospital for Sick Children, and community-based children's mental health service providers.
In addition, interviews were held with inter-ministerial partners, including the Ministry's corporate and regional offices • Inter-ministerial working groups representing a number of child- and youth-serving ministries were established to inform the development of the framework.
the importance of timely, accessible and appropriate services to meet the needs of children, youth and their families/caregivers.
Discussion participants emphasized the importance of holistic service delivery within the context of the whole child/youth and their community, including their cultural community. Families, caregivers and service providers were vocal about the need to recognize that "children are not little adults", the need to invest in prevention and early identification and the overall need for increased resources within the sector.
Aboriginal: Defined in accordance with Section 35(2) of The Constitution Act (1982) as including Indian, Inuit and Métis peoples of Canada.
Accountability: The obligation to answer for the execution of one's assigned responsibilities to the person or group who conferred the responsibilities.
Because child and youth mental health is a shared responsibility of the entire child and youth service system, in this policy framework, the term "child and youth mental health services" has two definitions – one broad and one narrow – depending on the scope of services and supports that are being discussed.
The broad definition includes all services and supports provided to children, youth and their families/caregivers that contribute to child and youth mental health, even if the provision of mental health services and supports is not the service's primary function. Under this definition, providers of child and youth mental health services include: families/caregivers; the systems of public health, early childhood, education, youth justice, child protection and well-being, and primary health care; Aboriginal Elders, Aboriginal traditional healers and teachers; private therapist/counsellor services; multi-professional community-based services including children's mental health centres, community health centres, children's treatment centres, and developmental services agencies; Aboriginal, Francophone and ethno-specific agency services; and other social services such as Family Service Associations, shelters, recreation services, and distress and crisis lines. These services may be funded and/or provided by different levels of government, and/or the private and voluntary sectors.
The narrow definition includes a defined range of institutional and communitybased mental health services for children and youth, sometimes called "formal" child and youth mental health services. These services typically provide mental health services and supports as their primary function to children and youth experiencing moderate to significant impairment in their level of functioning at home, school and/or in the community. These services are usually composed of a multi-professional team with specialized training in child and youth mental health, in mental health, or in serving child and youth populations.
Children and youth: The term "children and youth" refers to all young people up to their 18th birthday. Within MCYS, the term "transitional-age youth" refers to young people between 16 to 18 years of age. The transitional age period may vary, however, across programs/services funded by different ministries.
Evidence-based practice is "the conscientious, explicit and judicious use of current best evidence in making decisions about the care of [clients]" (Sackett, Richardson, Rosenberg, & Haynes, 1997, p.2). In this policy framework, the term evidence-based practice is used to describe both practices (e.g., intake screening, outcome measurement, program evaluation) and treatment (e.g., empirically supported interventions). Placing the client's benefits first, evidence-based practitioners adopt a process of lifelong learning that involves continually posing specific questions of direct practical importance to clients, searching objectively and efficiently for the current evidence relative to each question, and taking appropriate action guided by evidence.
Early intervention is the provision of appropriate services and supports (regardless of age) to children, youth and their families/caregivers as soon as possible that focus on addressing behaviours or symptoms which indicate the beginning signs of a mental health problem or illness. Early intervention services are provided to mitigate the anticipated long-term effects of such challenges without stigmatizing children and youth.
Resiliency is a child, youth or family/caregiver's ability to recover quickly from disruptive change, illness or misfortune without being overwhelmed or acting in dysfunctional ways. Resilient children, youth and families/caregivers possess the skills to cope with life's challenges. Children and youth have a naturally resilient nature but it must be nurtured and strengthened, particularly in the face of one or more risk factors for mental health problems or illness.
A service coordinator's role involves helping children and youth to access the supports and services required to meet their needs from across all child- and youth-serving sectors, and coordinating the delivery of those services. A service coordinator's role is generally associated with situations that are complex and therefore require supports and services from several providers. A service coordinator may be attached to a specific service provider but is accountable to the child/youth, and their families/caregivers.
helping to ensure service continuity and preventing duplication (e.g., ensuring information is shared amongst service providers as much as possible within privacy constraints).
Awareness: Separate and independent agencies in a community claim to have knowledge of each other's services, although no effort is taken by any one of them to organize their activities according to any principles except those that conform to individual agency service missions.
Communication: Agencies in the community have an active program of communication and information sharing.
Cooperation: Agencies use their knowledge of other services to guide and modify their own service planning in order to avoid duplication of service and to obtain a better set of links between services.
Collaboration: Agencies jointly plan the offering of services to families/ caregivers and actively modify their own service activity based on advice and input from their mutual discussions.
Fusion: Agencies join together to offer a new, fused service which draws on the service strengths offered in the participating agencies, but does so in a form in which the contributing agencies are no longer clearly and separately identifiable.
Each community is best placed to determine, based on local needs, the appropriate degree of inter-connectivity along the continuum of service integration that they should aim to achieve.
System navigation: Families/caregivers and individuals seeking services and supports can be assisted, through appropriate means, to identify appropriate services available in their community (e.g., web directory; information centre).
1. Waddell C, Shepherd C. Prevalence of mental disorders in children and youth: a research update prepared for the British Columbia Ministry of Children and Family Development, Mental Health Evaluation & Community Consultation Unit, Department of Psychiatry, Faculty of Medicine, The University of British Columbia. 2002. 1-5.
2.Shaffer D, Fisher P, Dulcan MK, Davies M, Piacentini J, Schwab-Stone ME, et al. The NIMH Diagnostic Interview Schedule for Children Version 2.3 (DISC-2.3): description, acceptability, prevalence rates, and performance in the MECA Study. Methods for the Epidemiology of Child and Adolescent Mental Disorders Study. Journal of the American Academy of Child & Adolescent Psychiatry 1996 Jul;35(7):865-77.
3.Offord DR, Boyle MH, Fleming JE, Blum HM, Grant NI. Ontario Child Health Study. summary of selected results. Canadian Journal of Psychiatry - Revue Canadienne de Psychiatrie 1989 Aug;34(6):483-91.
4.Kirby MJL, Keon WJ. Mental health, mental illness and addiction: report 1: overview of policies and programs in Canada: interim report on mental health, mental illness and addiction. Ottawa, Ontario: Ottawa: Senate Canada, Standing Senate Committee on Social Affairs, Science & Technology; 2004.
5.Ontario Ministry of Finance. Ontario population projections 2005-2031: Ontario and its 49 census divisions: table 4: Ontario population by 5-year age group and gender. 2006.
6 United Kingdom. Department of Health. National service framework for children, young people and maternity services, child and youth mental health (CAMHS): The mental health and psychological wellbeing of children and young people. 2004. 1-58.
7 British Columbia Ministry of Children and Family Development. Child and youth mental health plan for British Columbia. 2003. i-45.
8 Offord DR, Boyle MH, Fleming JE, Blum HM, Grant NI. Ontario Child Health Study. summary of selected results. Canadian Journal of Psychiatry - Revue Canadienne de Psychiatrie 1989 Aug;34(6):483-91.
10 Barwick MA, Boydell KM, Stasiulis E, Ferguson HB, Blase K, Fixsen D. Knowledge transfer and evidence-based practice in children's mental health. Toronto, Ontario: Children's Mental Health Ontario; 2005.
11 World Health Organization. WHO. Preamble to the Constitution of the World Health Organization as adopted by the International Health Conference, New York, 19-22 June 1946, and entered into force on 7 April 1948.
12 British Columbia Ministry of Children and Family Development. Child and youth mental health plan for British Columbia. 2003. i-45.
13 United Kingdom. Department of Health. National service framework for children, young people and maternity services, child and youth mental health (CAMHS): The mental health and psychological wellbeing of children and young people. 2004. 1-58.
15 British Columbia Ministry of Children and Family Development. Child and youth mental health plan for British Columbia. 2003. i-45.
16 United Kingdom. Department of Health. National service framework for children, young people and maternity services, child and youth mental health (CAMHS): The mental health and psychological wellbeing of children and young people. 2004. 1-58.
18 Weisz JR, Sandler IN, Durlak JA, Anton BS. Promoting and protecting youth mental health through evidence-based prevention and treatment. [Review] [175 refs]. Am Psychol 2005 Sep;60(6):628-48.
22 Willms D.J., ed. Human Resources Development Canada. Vulnerable children. Calgary: University of Alberta Press; 2002.
24 Weisz JR, Sandler IN, Durlak JA, Anton BS. Promoting and protecting youth mental health through evidence-based prevention and treatment. [Review] [175 refs]. Am Psychol 2005 Sep;60(6):628-48.
25 Ryan B, Robinson R. Service integration in Ontario: critical insights from the service community. 2005. NG337:i-E-7.


text:
Q: Understanding monad transformers in Scala I'm trying to understand how to use Monad Transformers. I read the wiki article about it and still have some questions.
We have IO monad that needs to read input from user. But the input is not always provided. So it's Option. To simplify we can define a monad OptionT which "incapsulates" actions of IO monad.
In my particular case I have two monads of types Future[Option[String]] and Future[List[Int]]. It means to simplify it I need two different transformers ListT[T] and OptionT[T] for each monad type respectively in which I embed Future behavior... Right?

A: Right, the way monad transformers work is to help you on working with a "inner" monad that is being "transformed" by a "outer" monad.
So F[Option[A] can be turned into a OptionT[F, A] (where F is any monad), which is much easier to work with.
About ListT, it may not be so easy. For instance cats doesn't provide one, see their FAQ for more info. As they suggest, you can use Nested as a replacement for the cases in which you don't need a flatMap, for example:
import cats._
import cats.implicits._
import cats.data.Nested
import scala.concurrent.Future
import scala.concurrent.Implicits.global

val futList = Future(List(1, 2, 3))
Nested(futList).map(_ + 1).value // Future(List(2, 3, 4))

If you want another take on monad transformers, here's a short article I authored: https://blog.buildo.io/monad-transformers-for-the-working-programmer-aa7e981190e7

redpajama_set_name: RedPajamaStackExchange


As we all prepare to celebrate the holidays, we want to take a moment to give thanks to the extraordinarily generous organizations and individuals who support our efforts. The news for children and youth in foster care is not good; in fact the number's keep rising. In Philadelphia alone, there are 6,000 kids in foster care and not nearly enough families to foster or adopt them. Our vision is that every child that cannot be raised by his/her family of origin has a right to be adopted into a loving, nurturing family. Our recent merger of the Adoption Center of Delaware Valley and the National Adoption Center provides even more clarity to this vision. From all of us at the Adoption Center, we wish you happy holidays, and a healthy and prosperous New Year.


An expression of my feelings toward my grandmother's death, and thoughts regarding the traditional Catholic funeral — Unlike Spread Eagle, this work contains no elements of black humour, nor is the twisting of social conditions evident. This piece reflects upon the death of my grandmother, Rose Nigro, for whom I'm named. This is a somber and meditative piece in which my religious upbringing is made apparent. By intersecting the coffin-like plane with two rows of lit candles (luminaries), I suggest the presence of a cross. The torso sits at the end of the slab like one might perch at the end of a diving board, awaiting the nerve to take that cold plunge into the depths of unknown waters. Headless and legless, with chest torn open, the female mid-section maintains a classical, yet weathered, and mummified appearance.


George Chiala Farms - What's New at the Farm.
WHAT'S NEW at the FARM.
October 07, 2015: GC Farms Featured on ABC's "Made In America" broadcast.
GC Farms was recently featured on the "Made in America" segment of David Muir's "ABC World News Tonight." The segment highlighted Nestle's new line of Lean Cuisine frozen dinners, which launched as a response to evolving market demands with customers seeking higher protein content, gluten free and organic options. But Nestle went further than most food manufacturers in responding to consumer trends. The food manufacturer also decided to have the new food line directly support our American economy by sourcing ingredients from American growers. To learn more about how Lean Cuisine's new frozen food line is supporting American agriculture, Muir's team decided to investigate the point of origin of one of the key ingredients in the Cheese and Bean Enchilada Verde – the poblano peppers, which they traced back to Morgan Hill's very own GC Farms.


Professional practices are unique businesses facing unique challenges. At Hollingdale Pooley we understand the issues affecting such practices and the individuals who operate within them.
Whether you are trading as a sole trader, partnership, limited company or LLP, we have the expertise to advise you, whether it be accounting, taxation, business advice or compliance with the reporting requirements of the regulatory bodies.
We act for a number of professional practices which include solicitors and surveyors.
Advising both solicitors and their clients on capital taxation issues including inheritance tax planning, and advising on principal private residence relief for capital gains tax.


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TURN OVER A NEW LEAF
copy writing, email marketing, project management, social media, strategy
The "Turn Over a New Leaf 31 Day Challenge" was a multi-channel campaign for The Chopped Leaf. It engaged the brand's cross-country audience on three major social media platforms (Facebook, Instagram, Twitter); online communities by a network of influencers who announced and participated in the campaign; loyalty program members through emails; and store visitors through in-store marketing materials. The original webpage can be found here.
I developed this campaign idea in support of the long-term strategic goals of the business in brand positioning. Leveraging the seasonality (New Year) and the subsequent phenomenon of resolutions, this campaign capitalized on the intention of living healthier lives in the new year. I directed the art by our in-house graphic designer and crafted the messaging. I also coordinated the layered efforts of influencers, our brand social media profiles, and email marketing to execute the campaign.
Please note that the social media profiles for The Chopped Leaf and Teriyaki Experience have both been revamped as per the new social media strategy in 2019. Most of the content developed prior to the current social media strategy have been removed.
Challenge yourself to a better you by adopting new, good habits – whether that means eating better, getting more exercise, making more time for yourself, or another better-for-you goal. Throughout January, Chopped Leaf will share daily tips and motivation to help you keep to your resolution.
These daily posts will be published on our Facebook, Twitter, and Instagram profiles, so follow us! See the calendar below to know which profile we will use on which day.
Every day, we will give away a $15 gift card when you respond to our posts on Facebook, Instagram, or Twitter.
At the end of the month, we want to hear from you about the positive changes you've made in your life or how Chopped Leaf has helped you. Share your story in a comment below or in an email to 31days@choppedleaf.ca before Friday, February 3rd and you can get a chance to win a grand prize.
One lucky participant will receive our grand prize (value $2,500) of: 1) a $1,000 gift card to Chopped Leaf; 2) a full-year membership to any GoodLife Fitness locations across Canada; and 3) a spa and well-balanced lifestyle package.
Find the rules and regulations here.
Follow us online to find daily tips, challenges and words of motivation.
January 1 Like us on Facebook (/ChoppedLeaf)
2 Follow us on Twitter (@choppedleaf)
3 Find us on Instagram (@thechoppedleaf)
4 Like us on Facebook (/ChoppedLeaf)
10 Like us on Facebook (/ChoppedLeaf)
11 Find us on Instagram (@thechoppedleaf)
16 Follow us on Twitter (@choppedleaf)
31 Finish the challenge with us on Instagram (@thechoppedleaf), Twitter (@choppedleaf), and Facebook (/ChoppedLeaf)!
← triOS and Eastern College
ACTIVEATS WEBSITE REDESIGN →

redpajama_set_name: RedPajamaCommonCrawl


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Jun 4, 2017 - Foreign Viewpoints, Hatred of the American South, Lincoln Revealed, Myth of Saving the Union, Northern Culture Laid Bare, Race and the North Comments Off on Seward Declares the War Not Over Slavery
Seward Declares the War Not Over Slavery
Observers in Europe saw the North's war upon the South as nothing more than conquest from the beginning, and especially as the Republican Party expressed its intention of only saving the Union. When Lincoln announced his proclamation regarding slavery in 1863, it was seen as simply a newer version of Lord Dunmore's proclamation in November 1775, and Sir Alexander Cochrane's in 1814 – all desperate actions with the intention of inciting race war in the South.
"For years the Old South had been close to Great Britain in both business and society, and it was easy to see in the Southern planters an equivalent of the English gentry. British aristocrats like the Marquis of Lothian, the Marquis of Bath, Lord Robert Cecil, and Lord Wharncliffe thought that the success of the Confederacy would give a much-needed check to democracy, both in America and in Europe.
More liberal Englishmen, too, could favor the South, supposing its desire to escape Northern "tyranny" was something comparable to the fulfillment of Italian and German national aspirations. The character of the leaders of the Southern Confederacy inspired respect abroad, and the chivalric bearing of Robert E. Lee and Stonewall Jackson enlisted the Englishman's deepest admiration.
At first it seemed that the North muffed every opportunity to enlist British support. Already fearful of Northern economic competition, which threatened the supremacy of the British merchant marine and challenged the pre-eminence of British manufactures, the English middle classes were alienated when the Republicans adopted the Morrill tariff of 1861.
Northern appeals to British idealism were undercut when [Secretary of State William] Seward, early in the war, explicitly declared that the conflict was not being waged over slavery and would not disturb the South's peculiar institution.
Even a staunch friend of the Union like the Duke of Argyll was obliged to conclude "that the North is not entitled to claim all the sympathy which belongs to a cause which they do not avow; and which is promoted only as an indirect consequence of a contest which (on their side at least) is waged for other objects, and on other grounds."
(The Civil War and Reconstruction, James G. Randall, D.C. Heath and Company, 1969, pp. 356-357)


Meet Robyn Fener! After Robyn's recent trip to Israel with the JWI and JWRP, Robyn made a career change so that she could more actively support Israel. Robyn is now working with StandWithUs, an Israel advocacy and education organization fighting anti-semitism worldwide. Robyn is also the Executive Director of the Shane Foundation, wife and mother of two. Robyn is making changes at home as well, to inspire and be a role model to her family.
How has your involvement with JWI impacted you and your family's Jewish connection?
How has your experience with the JWI helped you to see your leadership potential and/or want to take more responsibility for the Jewish people?
I knew I had something to offer before this trip. But the notion of "It takes a woman" really stayed with me and continues to motivate me to be responsible for the changes I hope to see in my family and in my community.
What of type of leadership role have you undertaken with your new Job at Stand With US and how is it meaningful for you?
I am working on marketing and communication efforts for StandWithUs. SWU provides Israel education for people of all ages and fights anti-Semitism worldwide. Nothing could be more important. I always tell my kids what I'm doing at work and I show them the materials I'm working on. I've even requested their input on a youth program. They need to see that fighting for Israel is valuable to me and this is how I spend my time.
What message do you have for women who are hesitant about stepping up into leadership roles?
It can feel intimidating to step up and try something new or try to convince people they should listen to you. It was scary for me to have a boss again and have to answer to someone else after many years. But I'm proud of myself for trying. And if it doesn't work out, what's the worst that will have happened?
I've heard it said that if you are very lucky, life is long and you can have more than one career. For women we are always doing more than one job at a time. We're naturally good at it I think.
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Please note that all Dedham Savings locations will be closed on Monday, 1/20/20, in observance of Martin Luther King Jr. Day. Remember that you can bank with us anytime via ATM, Online, or Mobile Banking.
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In the name of Allah, The Most Merciful, The Most Compassionate O you who are uprising in Tahrir Square! O our people in Egypt! Beware from being fooled by America and its puppets making cosmetic changes to the regime!


The New Haven-Hartford-Springfield (NHHS) Rail Project will provide significant new regional passenger rail service options as a key component of a robust and vibrant multimodal regional transportation system. With funding from the new High-Speed Intercity Passenger Rail Program created by President Barack Obama in 2008, and Connecticut, the NHHS Rail Project will provide the infrastructure and trains to operate some of the nation's best passenger rail services. As the gateway to New England, the NHHS Rail Project will also facilitate improved service to Massachusetts, Vermont, and, eventually, Montreal. New train service will connect communities, generate sustainable economic growth, help build energy independence, and provide links to travel corridors and markets within and beyond the region.
The new NHHS rail service will operate at speeds of up to 110 mph, cutting travel time between Springfield and New Haven to just 73 minutes. Travelers at New Haven, Wallingford, Meriden, Berlin, Hartford, Windsor, Windsor Locks, and Springfield will board trains every 30 minutes during the peak morning and evening rush hours and every 60 minutes during the rest of day. The new NHHS service will provide direct or connecting service to New York City, Boston, and Vermont. The full program also includes future, new train stations at North Haven, Newington, West Hartford, and Enfield.
The new NHHS rail service will improve regional connectivity and safety, and become an important part of an expanded regional intermodal transportation system.
Full Build Program: New Stations, New Equipment, and State of Good Repair Upgrades.


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Below-par Murray scrambles past Seppi
Andy Murray had to work hard to book his quarter-final spot at the ABN AMRO ATP World Tour event in Rotterdam on Thursday.
The world No.4 and second seed at the Rotterdam indoor event fought his way past Italian Andreas Seppi 7-6 (4), 7-5 in one hour and 47 minutes.
Murrays reward is a quarter-final meeting with French lucky loser Marc Gicquel at the Ahoy Arena on Friday.
Once Murray and world No.36 Seppi had exchanged early breaks it looked as if the Scot would cruise through the opening set when he led 5-2.
But the Italian showed why he can be a danger to any of the top guys on tour by breaking back and forcing a tie-break.
Fortunately for the Briton, Murray was always in control in the breaker and after opening up a 6-3 advantage wrapped things up on his second set point.
Murray found himself in trouble early on in the second set, though, when he fell behind by a break.
But despite holding points for a 4-1 lead, Seppi couldnt keep his opponent at arms length for long.
The 21-year-old from Dunblane broke back and took his opponents serve at 5-5 before serving out the match.
Earlier in the day, the event lost its fourth seed Gilles Simon when the young Frenchman crashed out to Croat Mario Ancic 6-4, 3-6, 6-3.
There was better news for French fans though when Gael Monfils booked his place in the last eight with a 6-4, 6-4 victory over compatriot Michael Llodra.
Later on Thursday top seed Rafael Nadal is back in action when he takes on Tour newcomer Grigor Dimitrov in the second round.


We are a parish-based youth sports program open to boys and girls from 1st through 12th grades. The purpose of CYO basketball is to provide children with a positive, character-building experience through the vehicle of sports. Children have the opportunity to practice Christian attitudes and responsibilities, build confidence, have fun, and make friends.
We look forward to working with your child on the fundamentals of basketball, the challenge of competitive sports, and the values of sportsmanship, fair play and personal responsibility.
Resurrection CYO is hosting basketball clinics in July and August.
Build Confidence - Take Your Game to the Next Level - Have Fun!
Pining for your old CYO days? Reminiscing about those great pick-up games at Yates? Flynn Rec Plex? The Lombardi Center? Your wait is over!!
Resurrection CYO is sponsoring adult pick-up basketball games at Doty Gym. The games are currently on Monday nights at 8:00pm but may change during the year depending on gym availability.
All skill levels welcome. The program is co-ed.
Register your interest by clicking on the registration link below. Every Monday you will receive an email asking for an RSVP. Based on responses, we will run full court 5 on 5, half court 3 on 3s, or any other combination that works.


Navigates through an array and removes slashes from the values.
If an array is passed, the array_map() function causes a callback to pass the value back to the function. The slashes from this value will removed.
array|string	$value: The array or string to be stripped.
returns:Stripped array (or string in the callback).


The Bonnie Bell Baby Bonnet is great for newborns and infants! It makes an adorable prop for photographs or they can be worn as an added layer to keep your little one warm! The Bonnie Bell Baby Bonnet crochet pattern has instructions for newborn to toddler sizes.
CDC- Cross Double Crochet Stich (skip stitch, 1 DC in next two stitches, then working over the DC's just made DC into the skipped stitch) One CDC is worked in a total of 3 stitches.
Gauge is listed at the beginning of each size.
Starting chain does not count as first stitch unless otherwise stated.
Bonnet is measured top to bottom by front to back.
Gauge: After round 4 your circle should measure 4.25".
From the last sc ch 30. In 2nd ch from hook, 3 sc into each ch st going back up to the bonnet. Join with a sc to the sc you started at.
Sc around the side and back of the bonnet working all the way to the other side.
From there ch 30. In 2nd ch from hook, 3 sc into each ch st going back up to the bonnet. Join with a sc to the sc you started at.
Gauge: After round 5 your circle should be 5".
Rows 8-11: Repeat row 7.
From there, ch 35, in 2nd ch from hook 3 sc in each ch st back up to the bonnet, join with sc to beginning sc.
SC around the side and back all the way to the other side of the bonnet.
From there ch 40. Starting in 2nd ch from hook, work 3 sc in each ch, back up to the bonnet, join with sc to beginning sc.
SC around the side and back of the bonnet to the other side of the bonnet.
From there ch 40, work 3 sc in each ch, back up to the bonnet, join with sc to beginning sc.
Gauge: After round 6 your circle should be 6.25".
I hope you enjoy the Bonnie Bell Baby Bonnet crochet pattern! Be on the lookout for the Bonnie Bell Baby Legwarmers coming to the blog very soon!
This pattern is a copyright of Two Brothers Blankets. Please do not copy, share, sell, or alter in any way. You may use the pattern to sell finished items but please link back to this post for pattern credit.


Karagiannidis Panagiotis from Metalpaths (a greek webzine) has interviewed André to discuss of the upcoming album.
They'll use a real orchestra for this project!
Hello Andre, greetings from Greece! This is Panagiotis from Metalpaths, how are you?
So what are your activities in this period of time, what are your latest news?