McMan Outline

Pre-First Day

Onboarding Procedure

Upon commencement, new staff will be provided with the following:

  • Orientation checklist
  • On-Boarding/Orientation Manual
  • Policy and Procedures Manual
  • Health and Safety Resource Binder
  • A Health and Safety Office Orientation
  • McMan Calgary & Area’s Annual Report
  • A one-on-one meeting:  An opportunity to meet one-on-one with the Executive Director (see below)
  • An orientation checklist (see below)
  • A program specific orientation provided by the employee’s immediate supervisor
  • A tour of all McMan Calgary & Area sites which include Wellington, Manhattan and Trinity Place. These will be scheduled twice a year. 

Code of Ethics

Mission, Values and Beliefs

Mission Statement

To support and encourage individuals and families to achieve their full potential as members of their community.

Values and Beliefs

Commitment - McMan promises to be focused and dedicated to each individual we support.

Respect - McMan holds respect as the single most important aspect of authentic communication, co-operation and achievement.

Genuineness - McMan behaves honestly, sincerely and without judgment when working with individuals.

Trust - McMan believes trust between individuals is the basic element of meaningful interaction.

Empathy - McMan connects with each individual in order to understand their unique situation.

Hours and Office Location


Dress Code

McMan Calgary & Area encourages employees to dress comfortably. However, it is critical that employees of McMan maintain a professional appearance while in the workplace, or while attending community meetings. As such, appropriate attire should be worn at all times, in order to project a positive image.

All employees are expected to dress in a manner commensurate with the designated responsibilities of their job roles or job area. McMan Calgary & Area reserves the right to prohibit any mode of dress or attire that may be deemed improper or inappropriate for doing their work, or is disruptive to the working environment.

Buddy System - What to expect from your Buddy

First Day Outline/Checklist

First Week FAQs

McMan's Provincial Strategic Principles

Provincial Strategic Principles

McMan possesses strategic principles that guide and differentiate us. We are committed to:

  • Continuous improvement
  • A healthy workplace
  • Ethical, transparent and accountable practice
  • Innovation


2013 - 2018 Strategic Priorities for McMan Calgary & Area

There are four strategic priorities that have been identified for 2013-2108. These priorities along with their corresponding goals are outlined below:

Priority 1 - Become an Outcome and Evidence Based Agency

Goal 1:                    Ensure that support functions (finance, HR, outcomes and fund development/

                                  marketing) are OBSD ready by December 2014.

Goal 2:                    Ensure that service delivery is OBSD ready by December 2014.

Goal 3:                    Incorporate an outcomes and evidence-based approach in all organizational practices

                                  by April 2015.

Goal 4:                    Develop internal collaborations and seamless service delivery by March 2018.

Priority 2 - Raise Agency Public Profile

Goal 1:                    Raise McMan’s public profile in the corporate sector and increase public awareness by

                                  5% per year in PR metrics over the next five years.   

Goal 2:                    Be recognized as an “Employer of Choice” by achieving 90% (or more) on the Employee

                                  Satisfaction Survey and ensure an annual turnover rate of less than 35% over the next

                                  five years.

Priority 3 - Diversify Funding       

Goal 1:                    Increase unrestricted funding by 5% - 10% by 2018.

Priority 4 - Grow McMan with a Strategic Focus

Goal 1:                    Develop a strategic growth plan by March 2014.

Who's Who at McMan

Executive Director

Soraya Saliba, McMan Calgary & Area Executive Director is responsible for providing strategic leadership for all aspects of McMan Calgary & Area services and operations. This includes financial performance, quality of services, organizational growth, properties and human resources. The Executive Director is responsible for the consistent achievement of the organization’s vision, mission and values and realizing its strategic goals and priorities. Additionally, the Executive Director also provides internal and external leadership and strong linkages among board, staff, community and funders.

Director of Client Services

Karin Matthiessen, Director of Client Services, contributes to the success of the organization by ensuring the organization’s programs and services remain responsive to the direction and the needs of the people and communities served. As a member of the senior leadership team, the Director of Client Services is responsible for ensuring effective service delivery, high standard of practice and continuous quality improvement. The Director ensures the development of seamless service delivery and program expansion based on promising practice and community need. The Director works closely with the Executive Director and members of the management team.

Director of Finance & Operations

Stephen Detrey, Director of Finance & Operations, ensures organizational effectiveness by establishing and managing appropriate systems to deliver the organizations goals and objectives. This includes financial planning, designing and implementing systems for effective and efficient financial administration. In addition, the Director is responsible for establishing and delivering processes that ensure effective business functions across the organization which includes facility management, administration and IT.   The Director is a member of the senior leadership team and works closely with the Executive Director, the management team and Finance Committee of the board.

Program Managers                                                         

Program Managers are responsible for the oversight and development of a program cluster and have a specific area of focus related to the National Outcomes Matrix (NOM) domains. Through the supervision and support of Program Supervisors, the Program Manager ensures that program practices are in compliance with contractual expectations, policy and procedural requirements and CARF accreditation standards. Program Managers ensure service delivery practices and outcomes are demonstrating a high quality of service and are responsive to emerging needs and trends in the sector.

Simone Brown, Manager Family Engagement
NOM Domain Focus Area – Permanency

The Manager of Family Engagement oversees the following programs: Foster Care and Respite Care Connection, Kinnections Kinship Care, Hi-Fidelity Wraparound and PSECA (Protection of Sexually Exploited Children Act).

A focus on the area of Permanency includes a planning process and a philosophy directed toward ensuring each child’s right to a permanent home and stable relationships with one or more adults. To thrive and grow into healthy, capable adults, children need a sense of belonging to a family/individual that provides an unconditional, lasting commitment to them.

Tim Veitch , Manager Outreach Services & Quality Assurance
NOM Domain Focus Area – Safety

The Manager of Outreach & Community oversees the following programs: Hope Homes and Hope Homes for Aboriginal Youth, Youth Alternative Program, KICKSTART/RESTART, CYOC Wraparound and PCAP (Parent Child Assistance Program).

A focus on the area of Safety includes the oversight to ensure that safety outcomes for children, youth and families are enhanced and that there is no recurrence of maltreatment/serious injuries/death while receiving services.

Paula Telfer, Manager Family & Community        
NOM Domain Focus Area – Family & Community

The Manager of Family & Community oversees the following programs: Family Development, Journeys In-Home Support, Milestones – FSCD Behavioural and Clinical Support, Parent Link and FASD Maps.

The domain area of Family and Community speaks to a child’s/youth’s requirement for a stable and nurturing home, a family’s potential for growth and the community's capacity to meet those needs.  Strong connections to family and community are significant protective factors for young people.

Heather Warren, Manager Residential & Community     
NOM Domain Focus Area – Well-Being

The Manager of Residential & Community oversees the following programs: Youth Transitions to Adulthood and Life Skills, YAAC (Youth and Adult Action Club), and the Wellington and Manhattan Place group homes.

A focus on the area of Well-Being includes promoting an overarching state of being happy, healthy and prosperous. Increased well-being for children, youth and families means that outcomes are directed at increasing or enhancing key areas such as Health, Child Development, Education, as well as, Life Skills and Employment. , hap

Jason Stone, Manager Outcomes & Evaluation Jason Stone, Manager Outcomes &

The Manager of Outcomes & Evaluation is responsible for continuous quality improvement and evaluations and outcomes as follows:  

  • Accreditation
  • Client outcomes and measurement
  • Organization/Program analysis and evaluation

This role oversees the quality improvement and evaluation framework for Calgary & Area and supports the training, implementation of measurement tools and best practices in outcome measurement for all program areas.

Theresa Robertson, Manager Human Resources

The Human Resources Manager is accountable for the leadership and ongoing services of the Human Resources function.  The HR Manager works closely with the management team and in alignment with McMan’s goals and objectives, to build positive work environments, employee relations, staff recruitment and development and retention for succession and value creation.

Vacation, Personal/Sick Day, Flex Time, and Overtime


For salaried employees, vacation is accumulated from their commencement date as follows:

  • First 4 years of employment – earns 1.25 days/month = 15 days or 3 weeks
  • Years 5 through 8 – earns 1.67 days/month = 20 days or 4 weeks
  • Years 9 through 12 – earns 2.08 days/month = 25 days or 5 weeks
  • 12 years + – earns 2.5 days/month = 30 days or 6 weeks

Please review policy for approval process.

Wage employees are entitled to vacation pay at a rate of 4% for the first five years of service and 6% thereafter.  Vacation pay is automatically paid out to wage employees on each pay period.

Personal/Sick Days

Salaried employees are entitled to 12 personal days per year based on FTE equivalent.  Personal days are earned at 1.0 day per month. A personal day is defined as any day that an employee is absent from work for personal reasons and shall include but not be limited to illness, family illness, child care responsibilities and family emergencies.  Unused personal days will be converted to additional vacation days as of June 30th of the following year at either .42 or .63 depending upon years of service.

Flex Time

Any modification of existing hours of work requires the written consent of the appropriate supervisor or manager. Modifications to hours of work include compressed work week and flex time.


All employees are required to sign an Individual Overtime Agreement as part of their commencement package.  The immediate supervisor must approve all overtime.  Accumulated overtime must not exceed 25 hours and must be taken within a three month period.  Accumulated overtime must be taken off as a time in lieu. 

Probationary Period

Probationary Period (Salaried Employees only)

McMan Calgary & Area’s probationary period is three (3) months.  A performance appraisal will be completed in the third month of this period.

Mileage Tracking


McMan Calgary & Area staff are encouraged to utilize agency vehicles to transport clients or for agency business where available.  Staff that do not have access to an agency vehicle and are required to use their personal vehicle will be compensated.  All travel expenses are to be documented on a “Travel and Expense Claim” form and submitted to your immediate supervisor by the third working day of the following month.

Critical Incidents

According to agency policy all staff are required to report and provide accurate written documentation of all critical incidents occurring within the program, please refer to agency policy manual for more detail. Critical incidents will be documented on a critical incident form and must be signed by the immediate supervisor. In the event of a serious incident, such as a life threatening situation, must be reported to the Executive Director. 


Required Core Training and Schedule

Policies and Procedures - Health and Safety

Fire, Safety, and Security

Evacuation Procedure

Working Alone

Client Violent Behaviour

Adverse Weather Conditions and Attendance

Use of Tobacco

Policies and Procedure - General Service Delivery

Critical Incidents

Professional and Personal Boundaries

Client Grievance Procedure

Client Medical Emergencies

Death of a Client

Home and Family Visits

Documentation Renewal

Policies and Procedures - Human Resources

Workplace Harassment and Bullying

Grievance Procedure

Notice of Layoffs

Termination of Employment

Probation Period

Performance and Job Reviews


Renewal of Mandatory Training

Disciplinary Practices


Holidays and Holiday Pay

Vacation and Vacation Pay

Employee Benefits

Policies and Procedures - Information Technology

Personal Use of Agency Electronics

Use of Personal Communications and Electronic Media

Appropriate Content

Privacy and Confidentiality

Personal Use of Social Media

Policies and Procedures - Administration

Use of Agency Vehicles

Use of Personal Vehicles

Use of Mobile Phones

Insurance Coverage and Claims

Key Issuance

Policies and Procedures - Finance

Expenditure Approval/Authourity

Travel and Expense Reimbursement

Petty Cash




CARF 101

To be added

Training Basics - Avanti

To be added

Training Basics - Sharevision

To be added

Training Basics - FAF

To be added

Practice and Theoretical Framework

McMan Calgary & Area Practice Framework

McMan’s practice framework consists of beliefs and principles that are interconnected with our agency’s core values.   We are supported and guided by principle based practice. The principles are what shapes and leads our programs and services in their continuing success. It is our seamless service delivery that stays true to the value of each principle and what it means for the individuals we serve.

We strive for continuous improvement in our services and ensure our framework is supported by evidence based research.


The following principles guide McMan’s service delivery:


To give families and youth the opportunity to have voice and choice in decisions that affect their lives.

Strength Based

We believe that every individual has value and unique strengths that if identified and encouraged will impact optimal success for their future.


Our approach is to collaborate and build respectful relationships with families, community agencies and stakeholders.  We strive to provide effective and timely services with a focus on one integrated plan.


We believe that families and youth should be provided with services designed to meet their individual needs. All services and supports should be tailored to the unique culture of the youth and families, e.g., race, ethnicity, habits, preferences and beliefs.


We encourage and support youth and families to maintain relationships that are important to them. We strive to reconnect and build natural supports that encourage an individual’s sense of belonging. This is also practiced by connecting families and youth to the communities in which they live.