Ontario Association of Non-Profit Homes and Services for Seniors
2007 - 2009 Strategic Planning Process

A Request for Stakeholder Input

The Ontario Association of Non-Profit Homes and Services for Seniors (OANHSS) has initiated a strategic planning project to refresh its strategic plan and identify future directions and priorities. The new strategic plan for the organization is being developed with the extensive involvement of our internal and external stakeholders. This discussion paper has been prepared to inform you about the project and solicit your input to OANHSS's emerging strategic directions.

The Process to Date

• The OANHSS Board and senior management team established project terms of reference and selected an external consultant to help facilitate the planning process in September 2005.

• The consultant conducted an "environmental scan" through a review of documented information, a focus group session with OANHSS staff and interviews with representatives from the OANHSS regions and other key external stakeholders.

• The Board and senior management team participated in two separate strategy development sessions in December 2005 and June 2006. They reviewed the information from the environmental scan, engaged in various planning exercises and drafted some preliminary strategic directions.

What Happens Next?

The next step of the consultation process begins with this discussion paper, which reflects the thinking of the participants in the planning process so far. This is "work in progress" that will evolve as we hear more from our various stakeholders. Please read it carefully and consider the questions posed.

Individuals may complete the attached response form and fax or mail their comments directly to the planning consultant. Focus questions have been provided to guide discussion and feedback. Regional representatives may also want to convene meetings to formulate joint responses to the focus questions.

Responses must be received by Tuesday, October 31, 2006.

OANHSS's new strategic plan will be finalized in November 2006 and used to guide the Association's growth and development over the coming challenging years.

Issued August 2006

THE ENVIRONMENTAL CONTEXT

An environmental scan was carried out to ensure that the planning deliberations were linked to the internal and external realities of the Association. The scanning process drew on four major sources:

1. A review of relevant documents and records including OANHSS reports, minutes and newsletters, external reports and web sites.
2. Semi-structured key informant interviews conducted by telephone with OANHSS Regional Chairs as well as other "key informants" drawn from the housing and long term care field. Questions included views of the Association and perceptions about significant external factors.
3. A two-hour focus group session conducted with all OANHSS staff members on November 30, 2005. The group provided input to the strategic plan and offered views on the organization's strengths, weaknesses, opportunities and threats.
4. Input from the OANHSS Board and Management Team.

The scan covered a range of topics related to the internal and external environment of OANHSS. Key points are reported below.

• The OANHSS staff is seen to be approachable and helpful.
• Advocacy, issue management and communication services provided by OANHSS are very highly rated by its members.
• The OANHSS education program is also well regarded, but members would like to see more educational events held in the regions.
• OANHSS group programs, such as gas bulk purchasing, are well received and members would like to have more programs of this type.
• OANHSS services related to benchmarking and performance data need to be enhanced and strengthened.

The Local Health Integration Networks (LHINs) will have a significant impact on member needs for services in several areas:

• There will be a need to develop the advocacy capacity in the regions.
• There could be a role for OANHSS to play in coordinating and brokering partnerships within the LHIN areas.
• OANHSS members will need higher levels of change management support as the government's transformation agenda is rolled out.
• The LHINs could offer central services on their own, having a potential impact on the current OANHSS service mix.

Some associations were eliminated when the provincial governments in Western Canada moved to a regionalized health system, a fact that key informants cited as a potential threat in Ontario.

• OANHSS members provide a continuum of not-for-profit services which include LTC, seniors' community services and seniors' housing.
• A recent membership survey revealed high levels of member satisfaction.
• The membership is very heterogeneous in terms of size and types of organizations represented. This presents some programming and communication challenges.
• Overall, there is an active and vital regional structure, although levels of participation are higher in some regions than in others.
• Many member organizations have been preoccupied with the expansion program and facilities construction over the past few years. The bed expansion is complete.
• There are an increasing number of new leaders in member organizations who are unfamiliar with OANHSS.
• There are many best practices among the membership that need to be shared.
• Maintaining and growing the OANHSS membership base will continue to be a priority.

• Priorities continually need to be evaluated because of limited resources.
• Some infrastructure improvements in technology, systems and procedures have been made.
• OANHSS dues are a concern for some members.

• The rollout of the government's transformation agenda is proceeding. LHINs have been established, the alignment of the CCACs is underway and regional offices are to be phased out by April 2007.
• The LHIN legislation specifically recognizes the not-for-profit sector.
• New Long Term Care Homes legislation is anticipated to be released in the fall and will have implications for resident rights and safety, standards and licensing. Regulations will be drafted following the legislation and will probably be complete by the spring/summer of 2007.
• The new federal/provincial affordable housing agreement may provide opportunities for seniors' housing.
• Government focus is to transfer people no longer requiring acute care to other settings.
• Shift in homecare focus to support post-acute clients vs. chronic support.
• Supportive Housing is on the government radar screen now more than ever.
• The government's funding promise of $6,000 per long term care resident has so far amounted to just over $2,000 per resident.
• The overall level of funding in Ontario will not sustain the long term care system.
• Regulation and compliance issues remain a concern with many OANHSS members.

Consumer trends:

• Consumers are more informed and demanding of the health care system.
• The population is aging and becoming more multicultural.
• Increasing numbers of younger adults with physical and developmental disabilities are being served by the long term care sector
• The number of seniors will triple in the next 25 years, creating demands for seniors' housing, LTC and other services.
• People are entering long term care later in life, with the average age of entry now in the mid-80s.
• There is limited public understanding about the long term care system and little differentiation between for-profit and not-for-profit long term care.
• The Internet is now a major source of consumer information.

System trends:

• Supportive housing and assisted living services are increasingly recognized as gaps in service delivery in Ontario.
• Mental health issues will become a bigger factor in long-term care and present significant challenges and opportunities.
• The long term care system has generated significant media coverage in recent years.
• Technology and the advances in assistive devices will keep seniors in the community longer.
• Complex care functions are being shifted from hospitals to the long term care system, causing some resource challenges.
• Wait lists dropped following the bed expansion but are starting to grow again.

• Some other associations offer similar programming and services and can be competitors for membership.
• Other associations may be a partner or a competitor, depending on the issues in question.
• OANHSS has engaged in a wide range of collaborative initiatives with many other organizations and associations, and continues to expand its partnering activities.
• The LHINs will provide further impetus for collaboration, partnering and strategic alliances.
• Aside from the Canadian Healthcare Association, there is no federal level association representing long term care.
• Growing recognition and involvement of consumer groups in advocacy for long term care

SWOT ANALYSIS

The following "SWOT" analysis (strengths, weaknesses, opportunities and threats) for OANHSS was assembled from the environmental scan data and from deliberations at the December and June strategy development sessions:

ASPIRATIONS

Participants at the December planning session engaged in a visioning exercise for the association and identified the following organizational aspirations for OANHSS as it pursues its vision: