1. November 4, 2010 Kristina Hall, OAILSP President

2.  31 Members across this province  Members are feeling the LHIN impact (+/-) in their respective areas –turnover, agendas, pressures, successes, failures  We are invisible within the provincial mandate  Members are consumed at work=decreased volunteer time  Provincial decisions are being made - EOL, CHA, Ministry Policies, etc

3.  Work of our committees has diminished/halted significantly  Membership is down 9% from last year (2 members)  Many needs of our members to do something, participate, respond…are unmet because no time  Conference focus has been on “listening”  Board has been burdened with the “work” of OAILSP and not Governance

4.  Who are our customers and stakeholders  What are the needs and expectations of our customers and our key stakeholders?  Understanding this clearly will improve OAILSP decision making, resource allocation and performance

5. StakeholdersMEMBERSHIP: ED/CEO OTHER MEMBERSHIP: CLIENT/ CONSUMER PROVINCIAL MANDATE/LHIN s RelationshipKey Financial Stakeholder/ Customer Somewhat defined as Stakeholder Not Defined PerformanceThis group makes up 87% of OAILSP financial resourcing and 100% volunteer resourcing and are critical to our short, medium and long term financial/volunteer sustainability This group makes up 13% of OAILSP financial resourcing and are important to the support of the financial sustainability of the organization. Individual members are resource for volunteering. This group makes up 0% of OALSIP financial resourcing but should be a key stakeholder to the support of the sustainability of OAILSP This group makes up 0% of OAILSP financial resourcing but can challenge the sustainability of OAILSP, both financially and in volunteer time ExpectationsThey have High Impact and High influence on OAILSP Alliance They have Low Impact and Low Influence on OAILSP Peripheral (ASSOCIATE MEMBERS) & Case by Case (SPECIAL SUMMITS) They have Low Impact and Low influence on OAILSP Peripheral They have High Impact and Low Influence on OAILSP Vulnerable

6. Case by Case AlliancePeripheralVulnerable Influence Impact 0% 100% 100%100% ED/CEO Other members Consumers Government

7. The Past The Future Moving Forward  Traditional  Policy driven  Internal Collaboration  Internal Support/help  Reactive to pressures and needs  “Learn together mentality”  Comfortable  Anecdotal  Volunteers few  Innovative  Creating/Doing  Collaborative  External Expert  Proactive Planners  Share and do the work together  Do what creates impact  Evidence based  Volunteers all

8. Our Resource Engine Membership Fees, work of our expert members Political skill and stakeholder support What we are best in the world at: Supporting with a client centered approach Promote Administration Excellence Our Passion: Consumer/Client Focus Quality Care Independence/Risk/Dignity

9.  Create alternate revenue generation streams  Increasing membership pool  Opportunity for a new business arm – board support and education  Strategic formalized collaborations  One Annual Conference  One General Business and working meeting  Evolution of the governance model away from an operational board  5 core business streams of OAILSP

10. Independent Living Philosophy Human Resources Consumer Areas of Speciality Service Administration Leadership

11.  OAILSP will: ◦ Align with provincial Health Care mandate ◦ Understand and use HC language ◦ Leverage and show: ILP is client centered and aligns with the new provincial quality legislation and is good business ◦ Gather evidence that funders want/need/expect (not what we are accustomed to providing collectively)

12.  OAILSP will: ◦ Advance leading HR practices for CSS that all members of OAILSP can use for front line staff, supervisors and managers ◦ Create evidence that supports our workers =HIGH QUALITY ◦ Test and validate training with consumer group satisfaction ◦ Create indicators and benchmark for training standards of member organizations

13.  OAILSP will: ◦ Focus on, and become the provincial voice for community based services for at risk/complex needs consumers/clients:  Augmentative Communication  Ventilator  Models of Service along the continuum of life  High Risk/Frail  Palliative/End of Life  Create new and innovative service models and customized care for at risk/complex needs consumers/clients

14.  OAILSP will: ◦ Leverage years of experience serving high needs consumers can live successfully in community with right supports, with the right administration at an attractive price to taxpayers ◦ Gather evidence

15.  OAILSP will: ◦ Advance leading practices in community service settings such as Inter RAI CHA, risk management, and community engagement

16.  Each board member assigned a stream to lead and support  Each OAILSP member will assign them self to a stream that interests them and they will actively contribute to  Work plan templates, deliverables and meeting schedules will be created and delivered back to the Board by Jan 2011  Existing committees of OAILSP may incorporate naturally into a stream or be utilized to provide ad hoc support for a stream  Some committees may become inactive as a result of duplication

17. Template HeadersSample: Human Resources Possible focuses Strategic Focus What we want to accomplish OAILSP Current Data Required Data Resources required to access data Collaborative Opportunities Other Recommendations Timelines Committee Chair/Co-chair Board Lead/Support

18.  Creating impact for the people we are passionate about providing services to  Creating solutions and products together  Be perceived as agile in today’s environment brings us success  A strong OAILSP voice will be created