January 25, 2006
ILSP Board Planning Session
Jason Ducharme
Facilitator
Table of Contents

Welcome

Introductions
Mercer Delta Consulting
2
Today’s Discussion
…to achieve
Workshop Objectives
Agenda
8:30-9:00
Arrivals and refreshments
9:00-9:10
Welcome and Introduction
9:10-9:20
Objectives and Ground Rules for the day
9:20-9:45
External Factors affecting ILSP
9:45-10:30
SWOT analysis of ILSP
10:30-10:45
Coffee Break
10:45-12:00
Go-Forward Vision for ILSP
12:00-1:00
Lunch
1:00-2:00
Key ILSP Themes
2:00-2:30
“Mission critical” priorities for ILSP
2:30-2:45
Break
2:45-3:30
Road map and detailed action plan
3:30-3:50
Overview of day’s progress and
achievements
3:50-4:00
Wrap-up and thanks
Mercer Delta Consulting

To understand the external factors that will
affect ILSP’s role and value as an
association (eg restructuring with Ontario’s
health care sector, activities of other
associations, membership trends);

To identify strengths and weaknesses of
ILSP’s current role as an association;



To discuss and articulate ILSP’s go-forward
vision as an association, including the “value
proposition” to current and future members;
To articulate key messages for internal and
external audiences that will clarify and
reinforce ILSP’s role and value as a
member-supported association; and
To identify a “road map” and action plan of
ILSP activities that will help guide efforts
over the next six to twelve months
3
External Factors That Will Influence ILSP’s Role
and Effectiveness as an Organization




Enormous changes underway in Ontario’s health care system
More integration in the broader health care sector
– More collaboration required/imposed
– Fewer groups (14 LHINs) - Are we in or out of LHINs?
– More outcome driven
CCAC’s playing bigger roles
– They are undergoing significant consolidation as well
Changes to assessment and access have potentially profound impact
on ILSP members
Mercer Delta Consulting
External
Scan
ILSP
SWOT
ILSP
Vision
Key
Themes
High
Priorities
Action
Plan
4
External Factors (cont’d)

Changes in service delivery model
– More accountability
– More “business focus” need – not at the expense of client
commitment
– Customer satisfaction

Our providers experience les client/participant turnover
– Difficult to get new clients
– Built in rigidity
– Difficult to “change” overnight, despite changes occurring within
broader health care sector

Model of ODSP
– Standardized “budget” for service, client choice
Mercer Delta Consulting
External
Scan
ILSP
SWOT
ILSP
Vision
Key
Themes
High
Priorities
Action
Plan
5
External Factors (cont’d)

Restructuring, new players, and new power structure
– Need to define and focus on our scope
– Hospitals need us, reduce return visits helps to reduce cost

Central point of access
– Need to define our role within this new service delivery model
Province
$
Province
$
Agency
LHIN
Future budget and
funding process will
be more complex
???
What will the
new process
look like?
CCAC
$
Agencies
Client?
$
Client?
Mercer Delta Consulting
External
Scan
ILSP
SWOT
ILSP
Vision
Key
Themes
High
Priorities
Action
Plan
6
External Factors (cont’d)


LHINs – Regional Health Care Model
– May not have resources to finance gaps
– What happens if deficits
– More amalgamation? Small groups vulnerable
– Size of LHINs – Regional tables for planning and budgeting
A consistent assessment tool will change service delivery model
– RAI-ID, RAI-HC
– Client “budget” / direct funding
– Shopping for services (US model)
– “Managed competition” amongst agencies
– Risk of standardization
– Push to use a single client access point
Mercer Delta Consulting
External
Scan
ILSP
SWOT
ILSP
Vision
Key
Themes
High
Priorities
Action
Plan
7
External Factors - Implications for ILSP and its
Members



ILSP role within broader sector is smaller but critical
– Longer term people, significant investment
– Key messages, myth busting
We can’t be everything to all within increasingly integrated system
– Need to be more focused
– Budget crunch….we risk losing funding if not at the table during
changes
– Need to communicate agency value, to be a part of this sector
ILSP need to communicate that we are already doing excellent job in
many areas
Mercer Delta Consulting
External
Scan
ILSP
SWOT
ILSP
Vision
Key
Themes
High
Priorities
Action
Plan
8
External Factors - Implications for ILSP and its
Members (cont’d)

Change within broader health care field has changed membership
focus and issues
– ILSP members have broader issues

We may not be adequately addressing because of
concern/focus on health care
– OCSA and Toronto education groups
– Competition for Members amongst associations and stakeholders

Who speaks for members?
– We need to be clear about ILSP’s unique role
Mercer Delta Consulting
External
Scan
ILSP
SWOT
ILSP
Vision
Key
Themes
High
Priorities
Action
Plan
9
Strengths and Weaknesses of ILSP


What are significant strengths and weaknesses of ILSP’s current role
and activities as an association
– Strengths?
– Weaknesses?
How do these strengths/weaknesses translate into…
– Future opportunities?
– Potential concerns or threats?
Mercer Delta Consulting
External
Scan
ILSP
SWOT
ILSP
Vision
Key
Themes
High
Priorities
Action
Plan
10
Weaknesses

All busy, no staff or infrastructure
– Volunteer
– Some processes are too high level
– Difficult to define and implement a plan without
staff/resources

Knowledge is in our heads
– Risk of succession and sustainability not
codified IC

Not getting our messages out

Toronto vs. rest of Ontario
– Ministry issue and ILSP issue
– Not as much now that ILSP leadership is
broadly based
Strengths

Knowledge about clients and operations –
huge

Professional, ED perspective

Represent broad range of perspectives
– Operations
– Diversity
– Regional representation


Work from participation view, physical
disability, participation in community, client
opportunities (Not “heath model”

Province Liaison Committee – ILSP has a
“seat”
– Toronto vs. Province perspectives
– Broad agency perspective
– Should ILSP be the “voice”?


Mercer Delta Consulting
External
Scan
ILSP
SWOT
ILSP
Vision
Perception that ILSP is “A Club”
– Three conferences
– But where is the benefit? Not everyone shares
this view
Don’t have the “ear” of Ministry/Province
– Better liaison needed
– More “messaging”
Culture that it is ok to complain
Key
Themes
High
Priorities
Action
Plan
11
Strategic Opportunities and Threats for ILSP

As a membership, need to be clear about what we offer…what is our “value
proposition” to members?
– Networking (aka “Best practices sharing”)
 Yes (especially in the
north)
– Professional Association
 Yes
– Lobby
 Yes
– Education and Quality Assurance
 Yes
– Respite
 Yes

Members have diverse objectives for joining

Are there any components of ILSP’s mission that need to be added?

The Province – We really need to get better at liaison with Province


March of Dimes, Red Cross outreach leads to role confusion re “Who speaks
for those with disabilities?”
We are not doing a good job with key messages
Mercer Delta Consulting
External
Scan
ILSP
SWOT
ILSP
Vision
Key
Themes
High
Priorities
Action
Plan
12
A Vision for ILSP

A “Vision” usually has two parts:
– A view of a desired future state
– A role for ILSP in achieving this state
What ILSP Achieves (impact)
What ILSP Does (effort)
list of activities as described in
3 ILSP objectives
Meetings and education
Workshops, expert
presentations and
research
position papers,
committee representation
Mercer Delta Consulting
External
Scan
ILSP
SWOT
 List of benefits resulting from effort
 More dialogue and best practices
sharing
 Collective voice resulting in money
 Salaries/compensation data shared
 Legitimize the sector agencies, we
are recognized and sophisticated
joined
 Get invited to policy discussion tables
ILSP
Vision
Key
Themes
High
Priorities
Action
Plan
13
If Our Vision Is Successful, The Following Things
Will Happen……….



Clients with disabilities are fully realizing their
potential
People with disabilities won’t have to go on a
challenging shopping trip to find service
Indirect role for
ILSP in achieving
these outcomes.
The broader community is educated,
supportive, and understanding of clients with
disabilities

Providers are qualified and have capacity and
sensitivity to deliver top quality services

The provider sector is sophisticated, leading
edge and innovative
Mercer Delta Consulting
External
Scan
ILSP
SWOT
ILSP
Vision
Key
Themes
High
Priorities
Providers are in
the driver seat…
ILSP supports and
promotes these
achievements
Action
Plan
14
If Our Vision Is Successful, The Following Things
Will Happen……….

Education and standards support and ensure top
quality of care
– Education
– QA “good practices”

ILSP provides effective province-wide representation
to a diversity of members
– “Achievement reports”


Direct role for
ILSP in achieving
these outcomes.
ILSP leadership is…..
– proactive and has impact on the sector
– has information to make sound, evidence-based
decisions
ILSP is in the
driver seat to
support and
promote these
achievements
ILSP supports clients service integration that crosses
multiple human service needs /”silos”
– ILSP acts as a champion and leader
– Skilled at multiple ministry interface
– All levels of government
Mercer Delta Consulting
External
Scan
ILSP
SWOT
ILSP
Vision
Key
Themes
High
Priorities
Action
Plan
15
Four-Point
ILSP Vision
Sector Leadership
• As a leading association
• Supporting agency
leaders
Support and Enhance
Sector Capacity
and Quality
Promote the
Achievements of
ILSP Members
Be the “Go to”
organization to
connect with agencies
for disability issues
This vision helps position ILSP’s role with respect to other key agency stakeholders
OCSA


Seniors, supports at
home, and “physical
disabilities
Has the ear of the
province for broader
issues, especially
related to seniors
Mercer Delta Consulting
ILSP






March of Dimes
Clear focus on disability support service provider
All ages and client types
The “go to” association for providers
Cross-sector/cross Ministry perspective
Cross memberships encouraged
Desire an ear of the province but in a clear role
External
Scan
ILSP
SWOT
ILSP
Vision
Key
Themes
High
Priorities





Action
Plan
An excellent “Provider”,
Not an association
representing all providers
Staff and Press resources
The go to “agency”
They get invited as a key
stakeholder
16
Key Messages for ILSP



Need to clarify and reinforce ILSP’s role and value as a membersupported association
An “elevator speech”….15 second description of value proposition
– What ILSP does
– What benefits result from ILSP’s effort
– Why a new member should join
Tailor messages to specific audiences
– Map out important internal and external audiences
– Determine where they are/ you expect them to be, on the Five F
continuum (Fighter, Foe, Fence-sitter, Friend, Family)
– Determine where you need them to be for success.
– Communication and engagement strategies to get them there
Mercer Delta Consulting
External
Scan
ILSP
SWOT
ILSP
Vision
Key
Themes
High
Priorities
Action
Plan
17
Key Target Audiences for ILSP

External
– Ministries/funders
– LHINs (later)
– Other associations

Internal
– Members/their organizations
Chair
Boards,


– Potential members

– Public at large

ED
Staff of service providers
– Hospitals and other service
– Consumers/clients (this is via the
providers
– Political parties/policy
conventions
– Media
provider)
– ILSP Executive
Mercer Delta Consulting
External
Scan
ILSP
SWOT
ILSP
Vision
Key
Themes
High
Priorities
Action
Plan
18
Message to Ministries/LHINs…..
Sample “Sector Achievement Report”

Our members are having a profoundly positive impact on;
– The achievement levels of people with disabilities
– Avoiding unnecessary hospital visits
– Wait time improvements and other positive hospital impacts

Our members are leading edge agencies with best practice business, risk
management, operational excellence, and performance accountability

We are the “go to” association to reach Ontario’s disability agencies

Our association provides a multi-ministry perspective, because client service
excellence requires an integrated approach

We support quality of service across Ontario with training, education, best
practice sharing, and minimum standards set

We are the resource centre for operational expertise to support a highly
complex and unique sector
Mercer Delta Consulting
External
Scan
ILSP
SWOT
ILSP
Vision
Key
Themes
High
Priorities
Action
Plan
19
Additional Messages

For other associations
– We collaborate to encourage integrated service delivery

To potential members
– We provide broad agency representation and other many benefits
of membership that are not offered by other associations
– We have sector expertise and tailored executive development
– Membership is accessible to all organizations


We provide a “collective voice” (representing a network of providers)
– Issue …should we change the ILSP name to focus on network?

ILSN? ILSPN?
We provide a forum for focused and consistent consultation with
provide, funders, and other key government agencies
Mercer Delta Consulting
External
Scan
ILSP
SWOT
ILSP
Vision
Key
Themes
High
Priorities
Action
Plan
20
Key Priorities for ILSP
Cascading Corporate Goals
What must we do?
Mandate, Mission,
& Member Needs
Where are we going?
Vision/Outcomes
Strategies and Services
How will we get there?
What do we need to “do well”?
Top Priorities
Action plan of activities
What is our road map for getting there?
How do we measure how well we
are doing?
Mercer Delta Consulting
External
Scan
ILSP
SWOT
Key Indicators and
Performance Measures
ILSP
Vision
Key
Themes
High
Priorities
Action
Plan
21
“Mission Critical” Priorities for ILSP


The ILSP Executive Team “brainstormed” a list of mission critical
priorities for ISLP
– We turned the clock forward to 2007….everyone privately listed top
3 things that were achieved during 2006.
– “2006 was a turnaround year for ILSP because we were able
to…….
– Indicate WHY this achievement was mission critical for ILSP
Results listed on next two pages represent a “long list” of target
priorities for ILSP during 2006
Mercer Delta Consulting
External
Scan
ILSP
SWOT
ILSP
Vision
Key
Themes
High
Priorities
Action
Plan
22
“2006 was a turnaround year for ILSP
because .…”
Achievement
Benefit

We agreed on a vision, value proposition, and role for ILSP

Clear Focus

We built an ILSP structure needed to support this vision

Capability

We successfully educated Ministries and LHINs about the achievements of
our members


Improved profile
Happy members

All LHIN and key stakeholders connected with

Active role during reforms

We have data to support our positions, including research and data to
validate achievements

Credibility in eyes of internal
and external stakeholders

We have strategically placed members to collect and deliver messages

Knowledge/intelligence

100% members completed their standards document and results being
reviewed

Quality of service delivery

We successfully raised our profile

Access to decision makers

Members were fully engaged because we addressed relevant issues

Membership increased
Value adding role


Demonstrate full economic social benefits of member achievements
Mercer Delta Consulting
External
Scan
ILSP
SWOT
ILSP
Vision
Key
Themes

High
Priorities
Credibility in eyes of internal
and external stakeholders
Action
Plan
23
“2006 was a turnaround year for ILSP
because .…”
Achievement
Benefit

Brand strategy was developed for conference

Clarified ILSP “brand” & vision

Connect with Ministries (MOHLTC, RSS)

Access to decision makers

Broaden connection to province (not just health – CSS, TCU, CYS)

Access to decision makers

Invited to three tables/reform

Access to decision makers

Active role during reforms

Membership increased
Value adding role

Membership attendance increase, more participation


Knowledge sharing/innovation

Credibility in eyes of internal
and external stakeholders

Quality of service delivery

Quality via minimum standards

Quality of service delivery

Publish research paper on skill sets and appropriate training

Quality of service delivery

Presentation to provincial cabinet (joint with association) re housing needs

Access to decision makers

Active role during reforms
Mercer Delta Consulting
External
Scan
ILSP
SWOT
ILSP
Vision
Key
Themes
High
Priorities
Action
Plan
24
“Mission Critical” Priorities for ILSP Vary,
Depending on ILSP Capacity/Delivery Options
ILSP Capacity/Delivery Options
As is model
(voluntary)
Partner with
other assoc.
Staff/Resource
Clarify and cascade
ILSP’s role and vision
Establish consultation
with Province/LHIN
May need more for data
collection effort
Minimum data
standards
Could trigger some work to
consolidate
Quick wins:
Research and
“Achievement Report”



Increase Membership
involvement
Mercer Delta Consulting
Salary
Testimonials
Apply for grant
Depends on what
data is required
– Third part perspective?
Understand
member
issues
External
Scan
ILSP
SWOT
ILSP
Vision
Key
Themes
High
Priorities
Action
Plan
25
An Action Plan

Mission critical priorities typically refer to a desired end state or
achievments

Also need a road map to get there
– Specific action plan of ILSP activities that will help guide efforts
over the next six to twelve months
– Clearly define roles and responsibilities (ie who does what by
when)
– Critical to monitor progress towards key milestones
– Ensure alignment with vision and top priorities
Mercer Delta Consulting
External
Scan
ILSP
SWOT
ILSP
Vision
Key
Themes
High
Priorities
Action
Plan
26
Action Plan
Next 6-12 months
External
Scan
What
Standards project
ILSP
SWOT
Who
Elaine
Elaine



Transition to new
board
Province/LHIN interface
– Contact list
– Prepare a work plan
– connect into Toronto
Research and grant pursuit
Key
Themes

Government relations
and communications
committees

Research committee
chair
 Cindy



–
–
–
–
Steve & Hugh

Action
Plan
Support
Feb 8/9 reporting
Reports in by fall (?)


Members to participant
Standards committee
Table at General Meeting
Mercer Delta to present in
afternoon Feb 8
Revise the Vision,
finalize, and to Board for
ratification

ILSP Executive team

New Board

Members to participant
Present to GM
Create committee by
spring if required
Survey by fall
Update plan and table
with board
Board and Committee structure review to
ensure appropriate efforts and delivery model
Membership renewal and engagement (start
this now)
High
Priorities
When

Vision and key messages
ILSP
Vision
Dialogue at GM
Membership survey? Feedback?
Scan the member views before the meeting
How do we get members engaged
Emphasize that ILSP are just volunteers
Mercer Delta Consulting
27
Summary of Strategy Session Progress
…results?
Session Objectives





To understand the external factors that will
affect ILSP’s role and value as an
association (eg restructuring with Ontario’s
health care sector, activities of other
associations, membership trends);
To identify strengths and weaknesses of
ILSP’s current role as an association;
ILSP Vision
Sector
Leadershi
p
To discuss and articulate ILSP’s go-forward
vision as an association, including the “value
proposition” to current and future members;
To articulate key messages for internal and
external audiences that will clarify and
reinforce ILSP’s role and value as a
member-supported association; and
To identify a “road map” and action plan of
ILSP activities that will help guide efforts
over the next six to twelve months
Mercer Delta Consulting
ILSP Strengths
& Weaknesses
External
Scan
Capacity
and Quality
Key
Messages
Promote
Achievement
s
Be the “Go to”
organization
Value
Proposition
Top
Action Priorities
Plan
28