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