central community support services network strategic plan … · 2017-09-11 · prioritization of...
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CentralCommunitySupportServices
NetworkStrategicPlan
April2017–March2020
FINALREPORT
2017
TableofContents
TableofContentsPart1-Introduction.....................................................................................................................3
AboutthePlan......................................................................................................................................3AbouttheNetwork................................................................................................................................3Mission/Vision/Values...........................................................................................................................4
Part2–2014–17Accomplishments............................................................................................62014-17Accomplishments-BuildingonthePastforaStrongFuture.....................................................6
Part3–StrategicPlanningProcessfor2017-2020.......................................................................7ProjectPlan...........................................................................................................................................7EnvironmentalScan...............................................................................................................................8MemberSurvey.....................................................................................................................................8KeyStakeholderEngagementInterviews................................................................................................8PlanningWorkshop................................................................................................................................9MemberEndorsement...........................................................................................................................9
Part4–PrioritiesforApril2017–March2020...........................................................................10OverviewofOurStrategicPriorities......................................................................................................10StrategicPriority#1:ShowOurValue..................................................................................................11StrategicPriority#2:DemonstrateQuality...........................................................................................11StrategicPriority#3:BuildSkillsandKnowledge...................................................................................12StrategicPriority#4:EngageOurMembers..........................................................................................12
Part5–ImplementationFramework.........................................................................................13
Part6–Conclusion....................................................................................................................15
CSSNetworkListofMembers....................................................................................................16
ListofAppendices......................................................................................................................17
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Part1-IntroductionAboutthePlan
This strategic plan sets out the direction, priorities and goals for the Central CommunitySupportServicesNetwork (CSSNetwork) in thecoming threeyears. Itbuildson theMission,VisionandValuessetoutbythenetworkduringits laststrategicplanningcyclein2014.Theplanexiststosupportthesectorasanintegralpartofthehealth systemintheCentralLocalHealthIntegrationNetwork(LHIN).
WhilethePlansetsanoveralldirectionforthenextthreeyears,itwillbereviewedannuallybytheCSSNetworkSteeringCommitteealongwithanassessmentofprogressandresultsoftheprevious year. Adjustments may be made to this Plan as necessary to reflect changingcircumstancesandrespondtonewlyemergingopportunitiesandpriorities intheCentralLHIN.
AbouttheNetworkEstablished in2007, theCSSNetwork isan integratedandcollaborativegroupofcommunitybasedhealthorganizationsprovidingcommunity-basedhealthserviceswithintheCentralLHIN.Our members serve seniors, people with disabilities, palliative clients of all ages and thebereaved. The Network is led by a Steering Committee of eight individuals selected fromamongsttheCSSNetworkmembership.The CSS Network is inclusive in its membership which is open to all community supportagenciesthatreceivefundingdirectlyfromCentralLHIN,thosethatprovideservicesinCentralLHINbutarefundedbyotherLHINs,andagencieswhoreceiveCentralLHINfundingindirectly(i.e. palliative care providers that receive LHIN funding indirectly through the LHIN-fundedPalliativeCareNetworkfortheprovisionofsubcontractedservices).AmajorbenefitoftheCSSNetworktoitsmembersisthecapacitybuilding,informationsharingandnetworkingthatgoesonamongstmembersandtheCSSNetwork’sbeliefisthatthesebenefitsshouldbeopentoallcommunitysupportagenciesregardlesswhethertheyreceivedirectLHINfunding.AcompletelistofCSSNetworkmembersisprovidedattheendofthisPlan.TheCSSNetworkprovidesan important forum for the sector to come together, continue toimprove the impact and efficiency of our sector through coordinated planning within oursector,andenablesthecommunitysupportservicessectortohaveacommonvoiceinissuesofimportancewithintheCentralLHIN.
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Mission/Vision/ValuesMissionTochampionavibrantandinnovativecommunitysupportsectorinanintegratedhealthcaresystem,forthehealthandwell-beingofourcommunities.VisionAcohesiveandsustainablecommunitysupportsectorprovidingappropriate,quality,person-centredservicesinanintegratedandaccessiblelocalhealthcaresystem.ValuesWewillestablishapositivecollaborativecultureinourworktogether,guidedbythefollowingvalues:
Ø Wewilluseaperson-centredperspectiveasourkeylensfordecision-making
Ø Wewillshiftfocusfromindividualorganizationalaccomplishmenttosectorandsystemaccomplishment
Ø Wewilloperatewithtransparencytomembersandothers
Ø Wewillpromotepeercollaboration,partnershipandengagement
Ø Wewillworkwithasenseofurgencyandfocusonwhatisaddedvaluetothebroadersystem
Ø WewillbeinclusiveofallCSSorganizationsprovidingservicesinCentralLHIN
Ø We will act as a role model for continuous improvement, best practice and goodgovernance
Ø Wewillmaximize theuseof shared resources toenable system level integrationandknowledgeexchange
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MemorandumofUnderstanding(MOU)
TheCSSNetworkisfoundedonthefollowingsharedprinciples,asarticulatedinourMemorandumofUnderstanding(MOU):
Ø TooptimizethecontributionandrecognitionoftheCSSsectorbyworkingincollaborationwitheachotherandwithkeystakeholders
Ø Topromoteknowledgesharing,facilitatecommunication,andfosteracultureofinnovationandlearningthatcontributestolong-termimprovementoftheCSSSector
Ø ToenhancethesynergybetweenrelatedinitiativeswhichinvolvetheCSSsectorinordertoimproveefficiencyandeffectivenessofservicedelivery
Ø Tobuildacohesivevision,sharedleadershipandactwithonevoiceinsupportofthecommunitiesweserve
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Part2–2014–17Accomplishments2014-17Accomplishments-BuildingonthePastforaStrongFuture
TheCSSNetwork’s last StrategicPlanwas for theperiod2014–2017.ThisPlan includedanambitious setofactivitiestomeetitsgoals.TheCSSNetworkandtheCSSsectoraccomplishedmuchoverthelast threeyearsonkeypriorityareas,including:StrategicPriority 2014-17AccomplishmentsOptimizetheCSSSector • Submitted4coordinatedresponsestoCentralLHINon
behalfofthenetwork,includingresponsestoPSWWageEnhancementandLongTermCareCapacityPlanning
• FacilitatedcollaborationtotestpilotTelephoneSafetyServiceforLow-ModerateNeedsclientsbetweenCentralCCACandmemberagencies
• FacilitatedcollaborationbetweenNorthYorkGeneralHospitalandCSSagencies
• HostedCentralLHINandOCSArepresentativesatnetworkmeetings
EnhanceQuality&PerformanceMeasurement
• WorkedwithCentralLHINtoimplementAISsoftware• WorkedwithCentralLHINtohireRAI/IARTrainer• HostedBoard2BoardSessiononQuality• Hosted3partEducationSeriesQuality101
SupportSectorCapacityBuilding
• Hostedtotal6educationsessionsand2Board-2-Boardsessions
• Hosted6networkmeetings• Developedcomprehensivelistofservicecategories
andstandarddefinitionsfromacrossthesectorStrengthentheNetwork • Completedbrandingexercise,includinglogo
development• Re-developedandlaunchedCentralCSSNWebsite
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Part3–StrategicPlanningProcessfor2017-2020ProjectPlanThestrategicplanningprocessforthiscyclebeganinSeptember2016.ItwasrecognizedbytheSteeringCommitteethatthiswouldbeachallengingplanningcycle;thecertaintyofmanychangestothehealthcaresystemandparticularlytheCSSsectorwithintheimmediatefuture,withoutmuchclarityonthespecificsofwhatthesechangeswillactuallybe and how they will impact agencies and clients across the sector. In particular, theimplementation of Bill 41, Patients First Act, 2016, leftmany unanswered questions on thefutureofthesectorandwayserviceswouldbeprovidedtoclients.Beforeembarkingonthisplan,theCentralCSSNSteeringCommitteeagreedthatinthistimeofuncertainty,thenetworkshouldcontinuetobuildonthefoundationslaidinthe2014-17plan.Assuch, theSteeringCommitteedecidedthattheMission,VisionandValuesof thenetworkarestillrelevanttothenetworkandwouldnotbere-visitedaspartofthisplanningcycle.ThenetworkcompletedanRFPandselectedInVizzenKnowledgeBrokerstohelpfacilitatethisplan. A strategicplanningsub-committeewas formed,composedof staff from InVizzen, theCentralCSSNProjectManagerand2representativesfromtheSteeringCommittee.Theprojectplanwasoutlinedasfollows:
EnvironmentalScan
MemberSurvey
KeyStakeholderInterviews
PlanningWorkshop
MemberEndorsement
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EnvironmentalScanThe environmental scanwas conducted as a review and analysis of 13 relevant documents.Thefollowingquestionswereconsideredforeachdocument:
Ø WhatdoesthismeantotheCentralCSSNetwork(asawhole)overthenext3years?Isthisanopportunityorathreat?
Ø Howcanthenetworkusethisinformationtotheiradvantage?Ø Whatdoesthenetworkneedtokeeponitsradarduringthistimeofuncertainty?Ø Whatpartnershipsoutsidethenetworkareessential?
SeeAppendixAforthefulldocumentscansummary.MemberSurveyAn online survey was developed to solicit input and perspectives from network members.Questionsaddressedtheareasofthenetworkperformance,organizationalalignmentwiththenetworkandfuturegoals/needs.63%ofmembersresponded.SeeAppendixBforaTableofKeyThemesIdentifiedintheNetworkMemberSurvey.SeeAppendixCfortheFullReportoftheNetworkMemberSurvey.KeyStakeholderEngagementInterviewsInterviewswereconductedwithkey stakeholders– individualsoutside thenetworkwhoareconnectedtothesectorandcouldinformthefuturedirectionofthenetwork.4interviewswereconductedwithrepresentativesfromthefollowingorganizations:
1. HealthSystemPlanningandDesign–CentralLHIN2. SouthSimcoe&NorthernYorkRegionHealthLinks3. YorkRegion&SouthSimcoe–CanadianMentalHealthAssociation4. OntarioCommunitySupportAssociation
Eachintervieweewasaskedthefollowingquestions:
Ø WhatprovincialandLHIN-wideinitiativesneedtobeonCentralCSSN’sradar?Ø What do you see as the value that a collaborative approach can add in terms of
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strengtheningthesectorandcontributingtoLHINwideandprovincialinitiatives?Ø Whatideasdoyouhaveaboutprioritiesfortheirstrategicplanoverthenext3years?Ø Whereshouldtheyfocustheirresources(time,energy,expertise)?Ø What ideasdoyouhaveabouthow thenetwork canhelpmemberagenciesmet the
growingdemandforservices,especially forclientswithcomplexneeds,whencurrentfundingmodelsarenotkeepingpacewithdemands?
SeeAppendixDfortheKeyStakeholderEngagementFinalReport.PlanningWorkshopThe steering committee came together for a half day planning workshop facilitated by theconsultants.Apre-readingpackagecontainingallthebackgroundreportsdescribedabove,aswell as a S.O.A.R.Analysis (strengths,Opportunities,Aspirations,Results),wasdistributed toparticipantsinadvanceofthesession.Theobjectivesofthesessionwereto
Ø SetthestageforcollaborativestrategicplanningandimplementationØ ReachconsensusonstrategicprioritiesØ PrioritizeinitiativesandstarttodevelopaplanØ Decideonthestrategicplanprogresstrackingandevaluationapproach.
Subsequent to the planning workshop, the steering committee met again to continueprioritizationofstrategicinitiativesforpresentationandendorsementatthenetworkmeeting.MemberEndorsementAdraftplanwaspresentedtomembersatthenetworkmeetingonApril4th,2017forfeedbackand endorsement. The network fully endorsed the strategic plan as presented.
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Part4–PrioritiesforApril2017–March2020OverviewofOurStrategicPriorities
Basedontheoutcomeoftheenvironmentscan,membersurveyandstakeholderinterviews,thefacilitatorsrecommendedthatthenetworkcontinuewithitsexistingstrategicpriorities.Thesteeringcommitteeunanimouslyvotedtoproceedwiththeexitingstrategicpriorities.Ourfourprioritiesare thebuildingblocksuponwhichtheCSSNetworkwillachieveourVisionandMission.
ShowOurValueOPTIMIZETHECSSSECTOR
DemonstrateQualityENHANCEQUALITYANDPERFORMANCEMEASUREMENT
BuildSkillsandKnowledgeSUPPORTSECTORCAPACITYBUILDING
EngageOurMembersSTRENGTHENTHENETWORK
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StrategicPriority#1:ShowOurValue(OptimizetheCSSSector)
Goals StrategicInitiatives• Continuetostrengthenrelationships
withCLHINandCCAC;proactivelycontributetosub-LHINplanningandotherLHINinitiativesasleaders
• AdvocateforCSSsectorlocallyandprovincially
• Deliberatelyinvestinmutuallybeneficialpartnerships
• DemonstratevalueandbenefitofCSSinthebroadersector(usedatatoadvocate)
• Hosta“thinktank”toidentifytopadvocacyissuesforsector
• Developconsistent,compellingmessagesaboutnetworktoshare@LHINandpartnermeetings
• InitiativesrelatedtoSub-LHINs–TBD
• Collectdatatodemonstrateactivityandvalueofsector
• Developcommunicationplantosharenetworkvalue
o Usestorytellingcapacitytodevelopmessagesanddemonstratevalueofthesector
• Createandimplementapartnershipstrategymap(incl.MHA)
o Identifynewpartnershipopportunities,withinandoutsidethesectorandLHIN
o Identifypotentialpartners(regionallyandprovincially)
o OCSA,HomeCare,ABInetworks,ONPHA,MHA,
StrategicPriority#2:DemonstrateQuality(EnhanceQualityandPerformanceMeasurement)
Goals StrategicInitiatives• Establishcommonqualityindicatorsand
benchmarks• Improvequalityandconsistencyofclient
assessmentinfo
• Conductsearchforcurrentqualityindicatorsandbenchmarksinthesector
• Defineandadoptstandardtermsanddefinitions
• Standardizeassessmentprotocolsandreporting
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StrategicPriority#3:BuildSkillsandKnowledge (SupportSectorCapacityBuilding)
Goals StrategicInitiatives• Create3yearandannualeducation
planstoaddressprioritysectorneeds• Improveaccesstoeducationalresources
• Conducteducationalneedsassessmentandoffersessionsinpriorityareas
• Improveaccesstoexistingonlineeducationalresources
o Developawebpagewithlinkstoresources
• Hostaknowledgeexchangeevento Patientsfirst–whatitmeans
tosectoro Showcasemembersuccesseso Shareinfoonprioritiesand
collaborationStrategicPriority#4:EngageOurMembers (StrengthentheNetwork)
Goals StrategicInitiatives• Maximizemembercontributionsto
workinggroupsandseekefficiencies• Increasereportedengagementfrom
networkmembers
• Createandimplementamemberengagementstrategythatincludescommunicationandrecognition
o Implementatargetedrecruitingdriveforworkinggroupmembers
o Developtoolstostandardizeandstreamlinemeetings,reportingandevaluation
• Enhanceandpromotewebsite
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Part5–ImplementationFrameworkThe2014-2017strategicplanwasimplementedthroughtheestablishmentofstrategicworkinggroups.TheworkinggroupswerechairedbymembersoftheSteeringCommittee,engagedrepresentativesfromacrossthememberagenciesandweresupportedbytheCSSNetworkProjectManager.Theyweretaskedwithimplementingthestrategicinitiativesidentifiedthroughtheplan.TheworkinggroupsreportedbacktotheSteeringCommitteeandtheNetworkregularly.Thesteeringcommitteehasagreedtousethesameframeworkforimplementingthisstrategicplan.Fourstrategicworkinggroupshavebeenidentifiedfortheimplementationofthisplan.Asthechartbelowshows,thegroupswillgoacrossstrategicprioritiesinsomecases,buteachstrategicinitiativehasbeenassignedtoagrouptoensureithasahome.MemberEducationhasbeenmovedfromaworkinggroupresponsibilitytoastafffunction,assignedtotheNetworkProjectManager.Thenextstepinimplementationwillbetoidentifychairsandmembersforeachworkinggroup.EachgroupwillbesupportedbytheNetworkProjectManagerasrequired.
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Strategicinitiative WorkingGroupStrategicPriority#1:ShowOurValue Hosta“thinktank”toidentifytopadvocacyissuesforsector OptimizationWorkingGroupDevelopconsistent,compellingmessagesaboutnetworktoshare@LHINandpartnermeetings
OptimizationWorkingGroup
InitiativesrelatedtoSub-LHINs–TBD OptimizationWorkingGroupCollectdatatodemonstrateactivityandvalueofsector OptimizationWorkingGroupDevelopcommunicationplantosharenetworkvalue(usestorytelling)
OptimizationWorkingGroup
Createandimplementapartnershipstrategymap OptimizationWorkingGroupStrategicPriority#2:DemonstrateQualityConductsearchforcurrentqualityindicatorsandbenchmarksinthesector
PerformanceMeasurementWorkingGroup
Implementstandardtermsanddefinitions StandardizedDefinitionsWorkingGroup
Standardizeassessmentprotocolsandreporting StandardizedAssessment&EligibilityWorkingGroup
StrategicPriority#3:BuildSkillsandKnowledgeConducteducationalneedsassessmentandoffersessionsinpriorityareas;calendarmanagement(sharingsessions)
StaffFunction
Improveaccesstoexistingonlineeducationalresources StaffFunctionHostaknowledgeexchangeevent MemberEngagementWorking
GroupStrategicPriority#4:EngageOurMembersCreateandimplementamemberengagementstrategythatincludescommunicationandrecognition
MemberEngagementWorkingGroup
Enhanceandpromotewebsite MemberEngagementWorkingGroup
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Part6–Conclusion
TheCSSNetworklooksforwardtothenextthreeyearsguidedbythisPlan.Itistheoutcomeofawell plannedprocessofmemberengagement,analysisofourroleandprogresstodateandthoughtful discussionabouttheimpactandcontributionthatwewanttohaveinCentralLHINgoingforward.The fourstrategicprioritiesinthisPlanprovideaclearroadmapforoursectorinCentralLHIN:buildingthe foundationthroughastrongerCSSNetworkandenhancingthecapacityoftheCSSsectorasakeyhealth systempartnerinachievinghealthsystemprioritiesinCentralLHINsuchasqualityandoptimization.
WithaclearandconsistentfocusonthisPlanweexpecttoseesuccessin2020thatincludes:asolid relationshipwithCentralLHINandothersectors;astrongcommunityvoiceonmattersofimportanceto oursector;strongerCSSagencieswithinourLHINthatcanmeetthechangingneedsofclients;higher levelsofclientsatisfaction;andoverallcontinuedimprovementofourhealthcaresystem.
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CSSNetworkListofMembers
1. AccessIndependentLivingServices2. AphasiaInstitute3. BetterLivingHealth&CommunityServices4. CanadianRedCross-YorkRegionBranch5. CarefirstSeniors&CommunityServicesAssociation6. CentralRegionMarchofDimes/MarchofDimesCanada7. CHATS-CommunityandHomeAssistancetoSeniors8. ChippewasofGeorginaIslandFirstNations9. CircleofCare10. CityofToronto11. CNIB(CanadianNationalInstitutefortheBlind)12. DoaneHouseHospice13. EtobicokeServicesforSeniors14. EvergreenHospice15. HazelBurnsHospice16. HospiceGeorgina17. HospiceKing-Aurora18. LOFTCommunityServices19. Lumacare20. NorthYorkSeniorsCentre21. NorthYorkersforDisabledPersonsInc.22. PACEIndependentLiving23. ParticipationHouseMarkham24. RegionalMunicipalityofYork25. SocialServicesNetwork (SSN)26. St.DemetriusSupportiveCareServices27. VillaColombo28. YeeHongCentreforGeriatricCare
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ListofAppendicesAppendixA:DocumentscansummaryAppendixB:TableofKeyThemesIdentifiedintheNetworkMemberSurveyAppendixC:FullReportoftheNetworkMemberSurveyAppendixD:KeyStakeholderEngagementFinalReport.AppendicescanbefoundintheLibraryintheMembersSectionoftheCSSNetworkWebsite.http://www.cssnetwork.ca