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“Building Capacity in Northern Communities” 2013-2016 Strategic Plan (Draft Document ) NOSDA Annual General Meeting Apr

Northern Ontario Service Deliverers Association. “Building Capacity in Northern Communities” 2013-2016 Strategic Plan (Draft Document ) NOSDA Annual General Meeting April 9, 2013 Presentation by Michael Fenn, Fenn Advisory Services, Inc.

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“Building Capacity in Northern Communities” 2013-2016 Strategic Plan (Draft Document ) NOSDA Annual General Meeting Apr

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  1. Northern Ontario Service Deliverers Association “Building Capacity in Northern Communities” 2013-2016 Strategic Plan (Draft Document) NOSDA Annual General Meeting April 9, 2013 Presentation by Michael Fenn, Fenn Advisory Services, Inc.

  2. Strategic planning is about the journey, not just the destination. Strategic planning is not like other planning processes. Guided by the organization’s leadership Coherent strategies for current and emerging challenges. “Environmental scan”– a so-called SWOT analysis Mission and Mission Statement Vision Statement Values to govern the organization Goals for the organization Existing “lines of business” as well as new initiatives Objectives – and Operating Principles to deal with new issues as they arise. Ways in which progress will be driven, measured, course corrections made Strategic Planning Process NOSDA Strategic Plan 2013-2016

  3.  Demographic, social, economic, political and technological conditions affecting NOSDA, its member organizations and Northern Ontario generally Representative cross-section of stakeholders and their organizations. Input on all aspects of existing and potential NOSDA activity Environmental Scan – S.W.O.T. Analysis

  4. RESOLUTION 2013 - 06: That the proposed 2013-16 NOSDA Strategic Plan be adopted, including the Mission, Vision, Values and Goalsgenerally as presented, but subject to any amendments approved by motion at this Annual General Meeting; and, That the specific Objectives and Implementation Measures of the Strategic Plan be approved in principle, with direction to the NOSDA Executive and CAOs to make any necessary or desirable additions, deletions or amendments to the Objectives and Implementation Measures, based on consultation with appropriate NOSDA Working Groups and other representatives of NOSDA Member Organizations, provided that any changes are consistent with the approved Goals; and, That the final version of the NOSDA Strategic Plan, as recommended by the CAOs Working Group to the NOSDA Executive, be approved by the NOSDA Executive on behalf of the NOSDA membership; and  That the approved Plan be circulated to NOSDA member organizations in a manner consistent with NOSDA's Communications and Marketing Plan for the Strategic Plan; and, That a Communications and Marketing Plan and an Implementation Plan and Scorecard be developedunder the direction of the NOSDA CAOs Working Group: to launch the Strategic Plan, to advance its Goals, and to monitor its implementation. What you are being asked to consider (1)… NOSDA Strategic Plan 2013-2016

  5. That the proposed 2013-16 NOSDA Strategic Plan be adopted, including the Mission, Vision, Values and Goalsgenerally as presented, but subject to any amendments approved by motion at this Annual General Meeting; and, . What you are being asked to consider (2)… NOSDA Strategic Plan 2013-2016

  6. That the specific Objectives and Implementation Measures of the Strategic Plan be approved in principle, with direction to the NOSDA Executive and CAOs to make any necessary or desirable additions, deletions or amendments to the Objectives and Implementation Measures, based on consultation with appropriate NOSDA Working Groups and other representatives of NOSDA Member Organizations, provided that any changes are consistent with the approved Goals; and, What you are being asked to consider (3)… NOSDA Strategic Plan 2013-2016

  7. That the final version of the NOSDA Strategic Plan, as recommended by the CAOs Working Group to the NOSDA Executive, be approved by the NOSDA Executive on behalf of the NOSDA membership; and  That the approved Plan be circulated to NOSDA member organizations in a manner consistent with NOSDA's Communications and Marketing Plan for the Strategic Plan; and, That a Communications and Marketing Plan and an Implementation Plan and Scorecard be developedunder the direction of the NOSDA CAOs Working Group: to launch the Strategic Plan, to advance its Goals, and to monitor its implementation. What you are being asked to consider (4)… NOSDA Strategic Plan 2013-2016

  8. What are the “missions” of NOSDA and its member organizations? NOSDA members plan and coordinate the delivery of public services and infrastructure programs across the North that result in measurable gains to the quality of life of Northerners through: —Financial and other supports to persons in financial crisis and/or having difficulty entering or re-entering labour force; —Creation, maintenance, provision of affordable, social housing; —Providing quality early learning and childcare services to promote child development while enabling parents’ educational/skills upgrading and employment; —Emergency medical services in times of medical crisis; —Addressing homelessness through funding and delivering diverse emergency and preventive services NOSDA will act as an authoritative voice on behalf of communities and municipalities across Northern Ontario, to enhance the profile and success of human services programs, as they contribute to sustainable, accessible labour markets and healthy community social development in Northern Ontario communities. NOSDA will be proactive: - anticipating new developments in the field; and, - developing the internal capacity to achieve the goals of NOSDA and its members. NOSDA Strategic Plan 2013-2016

  9. Our Mission:  “With the support and collaboration of its member organizations, NOSDA coordinates the effective delivery of human services to the people of Northern Ontario. NOSDA champions healthy social development and accessible labour-market development in Northern Ontario communities.” NOSDA Strategic Plan 2013-2016

  10. What are the “missions” of NOSDA and its member organizations? NOSDA members plan and coordinate the delivery of public services and infrastructure programs across the North that result in measurable gains to the quality of life of Northerners through: —Financial and other supports to persons in financial crisis and/or having difficulty entering or re-entering labour force; —Creation, maintenance, provision of affordable, social housing;

  11. What are the “missions” of NOSDA and its member organizations? NOSDA members plan and coordinate the delivery of public services and infrastructure programs across the North that result in measurable gains to the quality of life of Northerners through: —Providing quality early learning and childcare services to promote child development while enabling parents’ educational/skills upgrading and employment; —Emergency medical services in times of medical crisis; —Addressing homelessness through funding and delivering diverse emergency and preventive services

  12. What are the “missions” of NOSDA and its member organizations?  NOSDA will act as an authoritative voice on behalf of communities and municipalities across Northern Ontario, to enhance the profile and success of human services programs, as they contribute to sustainable, accessible labour markets and healthy community social development in Northern Ontario communities. . NOSDA Strategic Plan 2013-2016

  13. What are the “missions” of NOSDA and its member organizations? NOSDA will be proactive: - anticipating new developments in the field; and, - developing the internal capacity to achieve the goals of NOSDA and its members. NOSDA Strategic Plan 2013-2016

  14. Our Vision:  In three years, NOSDA will… —Be recognized across Ontario and Canada as a leading proponent of integrated service delivery and the role of service-system manager in the field of human services —Be able to point to improved outcomes for people, supported by recognized measures of success, including measures of client satisfaction —Be able to report to our municipal and Provincial sponsors: on efficiency, effectiveness and client satisfaction; on program sustainability and innovation; and, on the social ‘dividends’ of public ‘investment’ in people  For those issues that are not yet upon us, NOSDA will… —Anticipate new developments in human services field and assemble internal capacity to deal effectively with them —Be seen as an effective advocate, partner and coalition-builder on behalf of Northern Ontario and all of its diverse communities —Be seen as a willing host for additional or expanded – but sustainable – human services programs: —enhancing the success of existing programs —expanding the horizons for those in need —demonstrating the value of integrated policy and program-delivery models, including role of service-system manager —Be a respected and effective “authoritative voice” for the labour market, social and fiscal interests of all Northern Ontario communities —including rural and remote municipalities, First Nations and urban Aboriginals, and ‘municipally unorganized’ communities NOSDA Strategic Plan 2013-2016

  15. Two concepts: An Accessible Labour Market: All Northern Ontario communities and their associations (FONOM and NOMA) have a shared interest in economic prosperity. A robust labour market offers economic security to our workers and for which our residents are trained and available. An “accessible labour market” – a labour market that is accessible to all. Developing partnerships with employers and educational institutions who can work with the specific needs and circumstances of our clients Integrated Service Delivery and the Service-System Manager Model: Many clients need a range of services. Their interaction with human services providers can often be more satisfying and ultimately more successful, when a collection of mutually supporting services is offered to them, ideally in a single set of simultaneous or logical, sequential interactions with service providers. This efficient and consumer-focused approach – integrated human services delivery – is further enhanced when the delivery organization manages the full range of service-delivery options, either directly or through others. When circumstances allow, service offerings may be generally or selectively expanded, to further enhance the experience of the client and the outcomes being sought by clients, service-providers and funding agencies. This integration of a full suite of human services is often referred to as the “Service-System Manager” model. NOSDA Strategic Plan 2013-2016

  16. Our Vision: In three years, NOSDA will… —Be recognized across Ontario and Canada as a leading proponent of integrated service delivery and the role of service-system manager in the field of human services —Be able to point to improved outcomes for people, supported by recognized measures of success, including measures of client satisfaction —Be able to report to our municipal and Provincial sponsors: • on efficiency, effectiveness and client satisfaction; • on program sustainability and innovation; and, • on the social ‘dividends’ of public ‘investment’ in people NOSDA Strategic Plan 2013-2016

  17. Our Vision: For those issues that are not yet upon us, NOSDA will… —Anticipate new developments in human services field and assemble internal capacity to deal effectively with them —Be seen as an effective advocate, partner and coalition-builder on behalf of Northern Ontario and all of its diverse communities —Be seen as a willing host for additional or expanded – but sustainable – human services programs: • enhancing the success of existing programs • expanding the horizons for those in need • demonstrating the value of integrated policy and program-delivery models, including role of service-system manager —Be a respected and effective “authoritative voice” for the labour market, social and fiscal interests of all Northern Ontario communities —including rural and remote municipalities, First Nations and urban Aboriginals, and ‘municipally unorganized’ communities NOSDA Strategic Plan 2013-2016

  18. Our Values: A Statement of Our Core Values: NOSDA will aid its member organizations and its local municipalities by demonstrating creativity, responsiveness, efficiency and results in the planning, design and delivery of human services NOSDA will aid its member organizations and its local municipalities to be respectful and enabling in their relations with our ultimate clients and accountable to taxpayers, as well as being model employers and good ‘corporate citizens’ NOSDA will consistently demonstrate a concern for those it serves by looking beyond program boundaries to the pursue approaches and conditions that will achieve sustainable program results and outcomes NOSDA will work to earn the reputation among government agencies and other organizations, as a good partner and an authoritative voice, focused on clients and communities, and willing to explore new, innovative, and evidenced-based ways to achieve results NOSDA Strategic Plan 2013-2016

  19. Our Mandates: • NOSDA has four major program-delivery mandates. It also plays a role in advocating for healthy social development and accessible labour markets in Northern Ontario and its communities, and as well serving as a vehicle that its members can use to enhance their internal and group capacity as organizations. • Income Support and Employment Services • Housing Services and Homelessness • Children’s Services • Emergency medical services • Northern Community Development • Capacity building

  20. Plan organizes its objectives by three different types of mandates: NOSDA’s direct responsibilities (“NOSDA Will…”) NOSDA’s leadership and facilitation (“NOSDA Leads / Facilitates”): NOSDA’s support and assistance (“NOSDA Supports”): Different roles for differing mandates NOSDA Strategic Plan 2013-2016

  21. Our Four Strategic Goals >>>> Recognizing the differing roles of DSSABs / CMSMs, municipalities and NOSDA itself, NOSDA will strive to achieve its four strategic goals by: Achieving Strategic Plan goals and objectives for which NOSDA is specifically responsible; Leading and collaborating with NOSDA’s member organizations to achieve Strategic Plan goals and objectives in areas of shared responsibility; and, Supporting NOSDA member organizations (its DSSABs and its CMSM), as well as the municipalities and Aboriginal communities they serve, where they aim to achieve Strategic Plan goals and objectives, in areas beyond NOSDA’s direct responsibilities… Our Four Strategic Goals >>>> NOSDA Strategic Plan 2013-2016

  22. 1. Promoting Linkages… …By expanding Service-Delivery Partnerships; and, …By improving stakeholder communications and advocacy Improving health results and social integration by linking isolated and rural communities with both centrally-available and locally-available services Reducing poverty and unemployment by linking youth, single parents, and re-skilled workers with existing and emerging employment opportunities within the region Providing academic institutions and healthcare providers with the opportunity to partner with NOSDA and its members to improve results for communities and individuals, through research, evidence-informed policy-development, and modernizing integrated service delivery and labour-market performance and accessibility Our Four Strategic Goals >>>> NOSDA Strategic Plan 2013-2016

  23. Realizing our potential… …By expanding the scope and impact of human services delivery; and, …By becoming a “trusted advisor” to governments Giving Northern Ontario’s young people and re-skilled workers, including our growing population of young Aboriginals, the opportunity and the new skills needed to fill the emerging gaps in “post-boomer” employment and the ‘new economy’, at “home” in Northern Ontario Providing the socially and economically disadvantaged, as well as the health-compromised and those with disabilities, with the opportunity to integrate more fully and productively into mainstream Northern Ontario society and its communities Using our existing communities, our talented people, and the significant existing investment in community infrastructure across Northern Ontario, as a platform and a magnet for accommodating new economic activity and bolstering the local labour market – while reducing out-migration and preserving and promoting the very positive aspects of the Northern Ontario lifestyle Earn NOSDA the role of “trusted advisor” to government ministries and political leadership, to municipalities and their leaders, to public agencies and community leaders, to non-profit and academic institutions, and to business, labour and Aboriginal organizations – by drawing on the expertise and experience of NOSDA members Our Four Strategic Goals >>>>

  24. 3. Innovation… …By advancing the Service-System Manager model of delivery; and, …By promoting research into best practices and innovative delivery Using technology to shrink distances for Northern Ontario: in human services delivery (health and social services), in education, and in improving employment prospects in the labour market – both within isolated and rural communities, and between Northern Ontario and the rest of the Canada Making Northern Ontario a recognized model for Ontario and Canada in the design and delivery of integrated human services, including the service-system manager role, and of individual human services functions, through pilot projects, proof-of-concept demonstrations, and evidence-based policy development, including taking-on new, financially sustainable service-delivery offerings Using innovative financing and construction approaches, and alternative tenure options, NOSDA will take measures that anticipate the loss of Federal funding for social housing, by making more effective use of housing realty assets to sustain, promote, expand and diversify affordable housing Our Four Strategic Goals >>>>

  25. 4. Productivity, Efficiency and Effectiveness… …By advising on standards for performance and program effects; …By identifying and advocating for removal of barriers to policy and program success; and, …By enhancing the organizational capacity of NOSDA and its member organizations Controlling the cost of administration and improving results in the delivery of human services programs, including greater involvement of community-based service-delivery organizations and a focus on client satisfaction Identifying and removing barriers to efficient service delivery, using proactive, community-based programs and enhanced training and technology, to reduce demands on services such as land ambulance and social assistance Our Four Strategic Goals >>>> NOSDA Strategic Plan 2013-2016

  26. Strategic Goals for 2013-2016: (formerly 2010-2011 Strategic Themes) Promoting Linkage Realizing our potential Innovation Productivity, Efficiency and Effectiveness Objectives / Key Performance Indicators (KPIs), under each of the Four Strategic Goals: Priority activities / Key Performance Indicators (KPIs), under each of the Four Strategic Goals: NOSDA Strategic Plan 2013-2016

  27. Promoting Linkages: Test-of-concept pilot project for a rural / remote community paramedic program… Rural Community Paramedic Pilot Program Budget position papers in support of adequate, sustained and equitable funding… Advocacy for full and fair funding of key human services Quarterly information circulars addressing important or emerging human services issues for councils and communities and / or to be highlighted at a “Northern Ontario Forum” or webinar… Making the quarterly case for human services Inclusion and participation of NOSDA and its member organizations in efforts to improve institutional healthcare results for Northerners… Better healthcare results through better coordination with human services Priority activities / Key Performance Indicators (KPIs), under each of the Four Strategic Goals:

  28. 2. Realizing our potential: NOSDA, and through NOSDA, its members, being routinely considered as “trusted advisors” to Governments… A “trusted advisor” to Governments NOSDA to identify opportunities for DSSABs to capitalize on social housing assets… Making the most of social housing assets NOSDA to explore the potential for improvements in existing DSSAB legislation… Modernizing legal framework for good performance and good governance Priority activities / Key Performance Indicators (KPIs), under each of the Four Strategic Goals: NOSDA Strategic Plan 2013-2016

  29. 3. Innovation: NOSDA to advance within Government the concept of selecting Northern Ontario as a test case for a full-scale Service-System Manager role for DSSABs… Service-System Manager Model as the model for Northern Ontario NOSDA to identify and share program-delivery or operational-policy innovations by individual DSSABs and municipal partners… Researching, sharing and promoting best practices Priority activities / Key Performance Indicators (KPIs), under each of the Four Strategic Goals:

  30. 4. Productivity, Efficiency and Effectiveness: NOSDA to identify a list of barriers to optimal performance and integration of human services programs… Identifying and eliminating barriers to integration and performance of human services programs NOSDA will coordinate participation in Provincial initiatives aimed at measuring customer and client satisfaction in the human services field, notably in the area of Ontario Works… Promoting Northern Ontario-wide efforts to improve client service and customer satisfaction NOSDA will use evidence and performance data collected from its members to demonstrate the effectiveness, efficiency and productivity of human services delivery in Northern Ontario Making the case for operational efficiency and effectiveness of Northern Ontario human services delivery Priority activities / Key Performance Indicators (KPIs), under each of the Four Strategic Goals:

  31. Discussion and Recommendations 2016 2016 2016

  32. Background Summary of: Objectives and Operating Principles Objectives and Operating Principles NOSDA Strategic Plan 2013-2016

  33. Income Support and Employment Services… NOSDA will: 1. Anticipate and share a leadership role in working with the Province and others implementing changes and expansions in the scope and scale of human services delivery NOSDA will play a leadership role, with service-managers: 2. To facilitate and advocate for expanding the range of training and employment opportunities available for the semi-skilled and the long-term unemployed, in collaboration with Employment Ontario and its agents 3. To plan to accommodate any additional responsibilities arising from changes to disability support programs or job-training programs, as a result of policy changes at Provincial and Federal levels 4. To explore viability of delegating some program delivery responsibilities to effective local delivery agents across Northern Ontario (for example, for clientele with unique requirements, such as urban Aboriginals) NOSDA will support the work of service managers: 5. To link clients to economic activity through viable, accessible labour markets in a mutually supported and mutually beneficial fashion, serving the interests of both employees and employers 6. In concert with EMS, to support the efforts of service managers to identify measures that forestall residents being forced to seek public assistance. These measures would include bolstering all aspects of the institutional and non-profit infrastructure that promotes good social planning, maintenance of emergency support programs like food banks and emergency shelters, and so on. Objectives and Operating Principles (1) NOSDA Strategic Plan 2013-2016

  34. Housing Services and Homelessness… NOSDA will: 7. Identify opportunities to capitalize on assets available in the social housing realty and investment portfolio, including alternative tenure arrangements and new capital financing authorities, to expand the range and availability of affordable housing options 8. Explore the potential of Federal funding for supportive housing NOSDA will play a leadership role, with service-managers:  9. To improve the range and access of programs available to divert mental health and addiction clients from the emergency medical and justice systems, to mental health and supportive housing programs 10. To identify measures to reduce the impact of overcrowding and inappropriate housing, especially in isolated and rural communities 11. To work with the LHINS, hospitals, CCACs and our EMS providers to provide in-home services and community paramedicine services NOSDA will support the work of service managers: 12. To re-purpose and improve social housing to meet the demands of the aging population 13. To work more closely with area hospitals, long-term care providers, CCACs and our EMS operators, as health-care administrators endeavour to achieve their Ministry / LHIN mandates to reduce avoidable ER visits, reduce the number of Alternative Level of Care (ALC) patients lingering in hospitals, and reduce the volume of readmissions following surgery or following hospital discharge to personal residence or long-term care residences Objectives and Operating Principles (2) NOSDA Strategic Plan 2013-2016

  35. Children’s Services – Childcare and early learning programs… NOSDA will: 14. Advocate for the continued viability of childcare programs in light of the implementation of all-day kindergarten, not merely in the form of support for daycare spaces, but through support of licensed childcare facilities 15. Encourage the Ministry of Education to ensure that its capital policies are congruent with the “Best Start” philosophy of “Schools First”, by ensuring that all new schools and renovations include not only childcare “spaces” but Best Start Child and Family Centres (HUBS) NOSDA will play a leadership role, with service-managers: 16. To identify ways in which children’s services and other human services functions can be integrated into a full-scale service-system manager model, including maximizing the potential for using Provincial staff and financial resources to build in-house capacity 17. To develop, with Ministry support, more licensed childcare facilities within First Nations or service urban Aboriginal communities Objectives and Operating Principles (3) NOSDA Strategic Plan 2013-2016

  36. Emergency medical services… NOSDA will: 18. Advocate for sustainable and more equitable Provincial funding of EMS services, both within Northern Ontario (e.g., urban/rural) and between the North and South in Ontario NOSDA will play a leadership role, with service-managers: 19. To explore the advantages and feasibility of a fiscally sustainable transition to municipally-related emergency dispatch, in place of Provincial ambulance dispatch 20. To evaluate the resources devoted to non-urgent patient transfer, and associated funding arrangements, recognizing the volume of calls is higher due to transport limitations and the distances are greater 21. To promote the development of community-based paramedic programs, particularly in non-urban settings, aimed at reducing the need and frequency of emergency ambulance calls (paramedic home-visits to frequent ambulance patients, falls-prevention programs, et cetera) Objectives and Operating Principles (4) NOSDA Strategic Plan 2013-2016

  37. Supporting healthy social development and an accessible labour market within Northern Ontario communities… NOSDA will: 22. Using evidence and program outcomes to demonstrate and bolster the case for human services programs and reforms – creating the expectation that providers / deliverers should and will be consulted from the outset on policy and program design changes and on financial targets and investments – in keeping with the AMO / Ontario statutory commitment to prior consultation (MOU) 23. Become a recognized forum for advancing “regional” interests in the broad field of human services delivery, social development and labour market development, at both the DSSAB / CMSM level and at the Northern Ontario level 24. Be recognized as a collaborative partner with governments at all three levels in the development and implementation of program and policy initiatives through demonstration projects, proof-of-concept initiatives, pilot projects and scholarly research projects 25. Promote the preservation and enhancement of the economic and social viability of our northern communities, including First Nations communities, as the foundation for personal and family development and for labour market viability and accessibility 26. Become a “trusted advisor” on issues related to the growth and development of Northern Ontario, including Northwestern and Northeastern Ontario separately and jointly, rural northern Ontario, First Nations communities, remote or isolated communities, and the major urban areas of Northern Ontario (notably Kenora, Thunder Bay, Sault Ste. Marie, Greater Sudbury, North Bay and Timmins) – for municipal associations, for provincial ministries and agencies, for Federal departments and agencies NOSDA will play a leadership role, with service-managers: 27. Using targeted research and periodic, evidence-based communications, to make social services, housing services, children’s services and emergency health services as important at the local / lower-tier municipal level as other municipal functions. 28. To provide a level and quality of service to NOSDA’s DSSAB / CMSM members: that allows them to play an influential role in policy and program activities; that justifies the public investment in NOSDA; and, that is seen as being an important and valued part of the range of services within Northern municipalities and First Nations communities. 29. To support social, health, housing and family / children’s services policies and programs – to promote economic sustainability (a “living wage”) and full realization of personal and economic potential 30. To advance the service-system manager model. To promote the integration of human services program delivery and allied programs – and expanded scope of social, health and economic supports – including collaborative work with allied ‘regional’ human services delivery organizations (LHINs, Health Units, Children’s Aid Societies / Family and Children’s Services organizations, School Boards, Provincial Ministry disability support programs, etc.)  31. To provide the Association of Municipalities of Ontario and similar organizations with volunteer expertise and authoritative leadership, from the perspective of both Northern Ontario’s “voice” and interests, and from the perspective of effective delivery of human services functions. 32. To identify the north as a model of efficiency and a good investment, rather than routinely deserving of special consideration for reasons of additional cost and remoteness (without diminishing the acknowledged validity of those claims) 33. To identify health, housing and social services programs as a good ROI on the “sunk costs” of physical infrastructure and to avoid the costly disruption associated with community decline Objectives and Operating Principles (5) NOSDA Strategic Plan 2013-2016

  38. Capacity building NOSDA will: 34. Work with Provincial ministries on developing and implementing customer-service standards, using a framework appropriate to Northern Ontario’s client needs and organizational resources. Honing customer-focused service delivery, including allowing for the complex and poorly articulated needs of some clients, and the complexities of the delivery system 35. Take financially sustainable measures to enhance its internal organizational capacity and the quality of communications between the CAOs group and the Working Groups, and between NOSDA and DSSABs/CMSM 36. Advocate for custom-tailored, locally crafted solutions, that are evidence-based and promote innovation of potentially wider benefit to service providers – such as the innovations achieved under the Clinton-era US welfare reform demonstration-project “waiver” system.  NOSDA will play a leadership role, with service-managers: 37. Enhancing NOSDA's core areas of responsibilities, which include Ontario Works, Social Housing, Children’s Services, Land Ambulance and certain aspects of municipal finance, by recognizing that its member organizations also have an inherent understanding of employment, training and labour issues, and poverty and homelessness issues 38. Identifying and pressing to overcome social, economic, technological, legal and fiscal barriers to individual program optimization and service-delivery integration 39. To become a “willing host” for sustainably-funded research and demonstration projects, aimed at improving the delivery and outcomes of human services functions NOSDA will support the work of service managers: 40. As DSSAB / CMSM leaders in the North aim to build support for their programs among municipalities by outlining in clear and unambiguous fashion the financial requirements for human services programs, the true financial effect of “social services up-loading”, and the efficiency and community benefits of well-run human services programs 41. Where DSSAB leaders wish to explore the municipal appetite for new mechanisms for DSSABs to operate, fund and deliver human services programs and allied or complementary activities, including potential changes to DSSAB legislation Technology and organizational capacity… NOSDA will play a leadership role, with service-managers: 42. In finding ways to make electronic communication better in the north – seeking to reduce the obstacles of distance, travel cost and added “northern” costs; 43. To use technology to maximize the value and impact of human talent in both program delivery and program benefits, beginning with Ministry-supported on-site implementation of the SSSMP system 44. Using technology to erode functional obstacles to human services integration, to improve efficiency and to reduce the need for costly and unproductive redundancy in service-delivery 45. Using technology and best-practice service-delivery models to improve the quality and effectiveness of program delivery and to reduce the unit cost of service-delivery Objectives and Operating Principles (6) NOSDA Strategic Plan 2013-2016

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