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

2. Strategic Planning Process
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
First, the process reflects on recent history, current accomplishments and future challenges. Successful strategic planning is a shared process, not the production of an end document – a strategic plan. Strategic planning is about the journey, not just the destination.
Second, strategic planning is not like other planning processes. While involvement of those affected by an organization’s work and mandates is a key ingredient, it is designed to focus the attention and resources of the organization through its leadership. It is quite unapologetically a top-down effort, guided by the organization’s leadership, aiming to develop coherent strategies to deal with current and emerging challenges.
Third, there are common ingredients.
The process begins with a so-called “environmental scan”. The organization’s leaders seek-out the views of those it serves and with whom it works, for a frank assessment of current issues and future trends. That “external” process is complemented with an internal diagnostic – a so-called SWOT analysis – looking at the organization’s strengths-weaknesses-opportunities-and-threats.   
Next the organization reviews the activities with which it is involved – its reason for existing. These mandates are then expressed in a Mission Statement, usually capped with succinct Mission. In parallel with this exercise, the organization determines the direction that the leadership of the organization and its strategic plan wish to take the organization over the term of the strategic plan. This Vision Statement sets the overall direction in a way that all those involved can understand and to which they can relate.
Finally, the strategic planning process describes not just what is to be achieved, but the manner in which it is to be achieved. It summarizes the Values that will govern the organization, both in its dealings with its clients and partners, and with its employees and the wider community within which it operates.
Having established these broad parameters, the Strategic Plan aims to establish the broad Goals for the organization, focusing in particular on existing “lines of business” as well as on new initiatives. To achieve these Goals, the Plan then identifies Objectives that will either achieve or advance the Goals. Where the future is less clear or the Goal involves new or unfamiliar areas of activity, the Strategic Plan adopts Operating Principles. Operating Principles describe the approach that will be taken by the organization to deal with new issues as they arise.
Finally, the Strategic Plan addresses the ways in which progress will be driven, measured, course corrections made and overall achievements evaluated when the Strategic Plan comes up for renewal. It also addresses the ways in which Strategic Plan messages will be “broadcast” to affected parties and the way that issues-management considerations will be incorporated to deal with challenges along the way to achieving the Strategic Plan’s Goals.
NOSDA Strategic Plan

3. Environmental Scan – S.W.O.T. Analysis
 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
Assessment of the demographic, social, economic, political and technological conditions affecting NOSDA, its member organizations and Northern Ontario generally, incl. views of NOSDA leadership.
Identified and interviewed a representative cross-section of some two-dozen stakeholders and their organizations.
These stakeholder contacts were invited to comment on all aspects of existing and potential NOSDA activity, including activities in their own organization’s area of interest that would or could have relevance for NOSDA.

4. What you are being asked to consider (1)…
RESOLUTION :
That the proposed NOSDA Strategic Plan be adopted, including the Mission, Vision, Values and Goals generally 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 developed under the direction of the NOSDA CAOs Working Group: to launch the Strategic Plan, to advance its Goals, and to monitor its implementation.
NOSDA Strategic Plan

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

6. What you are being asked to consider (3)…
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,
NOSDA Strategic Plan

7. What you are being asked to consider (4)…
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 developed under the direction of the NOSDA CAOs Working Group: to launch the Strategic Plan, to advance its Goals, and to monitor its implementation.
NOSDA Strategic Plan

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 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

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

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

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

14. Our Vision: NOSDA Strategic Plan 2013-2016
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

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

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

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

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

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
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 – income support (Ontario Works), employment placement, life-skills and training services, and immigrant settlement, and potentially, a wider role with programs for those living with disabilities.
Housing Services and Homelessness –affordable and social housing programs, policies and activities for the homeless and the ‘hard to house’ and to address overcrowding and inadequate housing
Children’s Services – childcare and early learning
Emergency medical services – land ambulance and paramedicine
Northern Community Development – Promotion of healthy social development and accessible, sustainable labour markets in Northern Ontario and its communities
Capacity building – in support of effective delivery of human services in Northern Ontario communities

20. Different roles for differing mandates
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”):
This Plan organizes its objectives by those three different types of mandates:
NOSDA’s direct responsibilities (“NOSDA Endeavours”):
1. As a primary focus, this Plan charts a future course for NOSDA in addressing those areas that are basic organizational requirements for NOSDA or where the member organizations believe NOSDA should achieve identified objectives, on their behalf.
NOSDA’s leadership and facilitation (“NOSDA Leads / Facilitates”):
2. The Plan suggests areas where, with the leadership and facilitation of NOSDA, the DSSABs and CMSM can achieve identified common objectives.
NOSDA’s support and assistance (“NOSDA Supports”):
3. The Plan outlines areas where NOSDA should lend support and assistance to the DSSABs and the CMSM, as those organizations aim to achieve their own objectives in the fields of human services delivery and developing an accessible Northern Ontario labour market, on behalf of our mutual clients and their communities. It also recognizes areas where NOSDA, the DSSABs and the CMSM can assist municipalities and First Nations, and their respective organizations, to achieve common objectives, on behalf of Northern Ontario
NOSDA Strategic Plan

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…
NOSDA Strategic Plan

22. Our Four Strategic Goals >>>>
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
NOSDA Strategic Plan

23. Our Four Strategic Goals >>>>
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

24. Our Four Strategic Goals >>>>
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

25. Our Four Strategic Goals >>>>
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
NOSDA Strategic Plan

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

27. Priority activities / Key Performance Indicators (KPIs), under each of the Four Strategic Goals:
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

28. Priority activities / Key Performance Indicators (KPIs), under each of the Four Strategic Goals:
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
NOSDA Strategic Plan

29. Priority activities / Key Performance Indicators (KPIs), under each of the Four Strategic Goals:
 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

30. 4. Productivity, Efficiency and Effectiveness:
Priority activities / Key Performance Indicators (KPIs), under each of the Four Strategic Goals:
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

31. Discussion and Recommendations
2016
2016
2016

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

33. Objectives and Operating Principles (1)
 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.
NOSDA Strategic Plan

34. Objectives and Operating Principles (2)
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
NOSDA Strategic Plan

35. Objectives and Operating Principles (3)
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
NOSDA Strategic Plan

36. Objectives and Operating Principles (4)
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)
NOSDA Strategic Plan

37. Objectives and Operating Principles (5)
 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
NOSDA Strategic Plan

38. Objectives and Operating Principles (6)
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…
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
NOSDA Strategic Plan