STRATEGIC PLAN 2013 - 2016

1. STRATEGIC PLAN 2013 - 2016 Partners in Independent Living

2. PARTNERS IN INDEPENDENT LIVING Welcome to the Nucleus Independent Living 2013-2016 Strategic Plan. We continue to believe that our consumers come first. We have a deep commitment to ensure our consumers have the services they need to live full, meaningful and independent lives in their own homes. The quality of our care and services is front of mind. We work within a quality improvement framework in all aspects of our organization. We know we play a valued role in our integrated health system. Our ability to attract and retain great people together with our solid partnerships enables us to deliver services that meet the needs of the communities we serve. As we face the next critical steps in Ontario’s health system transformation, our highly motivated team, stewarded by a deeply committed Board of Directors will be charged with finding and participating in new and innovative ways of collaborating with our consumers, their families, other service and community partners to deliver quality, consumer focused service delivery together. In setting this strategic plan Nucleus’ Board of Directors consulted with our internal and external stakeholders. They generously offered their input and perspectives which have significantly influenced the directions and priorities set forth in this plan. We thank everyone for their candid and valuable contribution and look forward to working with you to realize our possibilities. Yves Belanger, President and Board Chair, on behalf of the Nucleus Independent Living Board of Directors “Individually, we are one drop. Together, we are an ocean.”

3. OUR CONTEXT Nucleus Independent Living is a Non-Profit Organization that has been providing Attendant Services to individuals with Physical Disabilities Since 1983. • Our 2013-2016 Strategic Plan builds on Nucleus Independent Living’s successes and seeks to solidify the role we will play in transforming community care, together with our partners. As the government takes steps to “bend the cost curve” and establish an integrated system of care we believe that Nucleus Independent Living is uniquely positioned to play an important role. • During consultations with our stakeholders we affirmed that some of our greatest strengths include: • Availability (24/7 service) • Dependability • Caring • Teaming up with other organizations to move service forward • Meeting consumer needs • Quick response to referrals and intake • Internal leaders are attentive and visionary • Coordinated service delivery • Innovative in program design We will use our strengths and strong community relationships to enhance the role we play in providing timely access to quality care within an increasingly integrated health system. Our Organization • Non-Profit Health Service Provider (Community Support Services) • Funded by Mississauga Local Health Integration Network and the Ontario Ministry of Health and Long Term Care • Began providing Attendant Services to individuals with physical disabilities in 1983 in two supportive housing projects in Toronto • Successfully implemented an Attendant Outreach Program for individuals with physical disabilities in their own homes in 1999 • Significant expansion in 2009 of our service delivery basket with the addition of the 24-hour mobile Supports For Daily Living Program for seniors in Mississauga Halton LHIN • ReCharge in-home respite services was developed in 2010 and delivered in partnership with Able Living in Mississauga Halton LHIN • Service Philosophy: Nucleus embraces and has adopted the fundamental concepts of the Independent Living Philosophy • Nucleus Independent Living serves the communities of Mississauga, Oakville, South Etobicoke, and 2 Supportive Housing sites in Toronto • Total Budget 2012/13: $10,551,000 • Number of employees: 234 • Total number of consumers served 2012/13: 1,027 • For more information visit www.nucleusonline.ca

4. Mississauga Halton LHIN Demographics • Home to a population of 1,156,734 which is 8.7 percent of Ontario’s population • Population has grown approximately 23.5 percent since 2001 • Population is expected to grow a further 10.4 percent by 2015 which translates to an additional 120,000 residents • 5th largest region in Ontario based on population and the 2nd fastest growing region in the Province • Proportion of immigrants and visible minorities higher than the province as a whole • Francophone population is small with most residing in the City of Mississauga • Aboriginal people make up a very small portion of the population at 0.4 percent • Per MH LHIN Annual Report 2011-12. Please visit www.mhlhin.on.ca for more details about our community health profile OUR COMMUNITY • Nucleus Independent Living provides the majority of its services to individuals living in the Mississauga Halton Local Health Integration Network (LHIN). This area continues to see strong growth and development with a population that is increasing in size, diversity and complexity of care needs. • During consultations with we confirmed that some of our challenges include: • Changing government priorities • Emerging trends in the healthcare environment • Delivering quality services within a fixed funding envelope • Integration within the CSS sector • Increasing demand for services We will pay close attention to all of our communities’ needs and will work together with our service delivery partners to ensure timely access to quality service for everyone.

5. Mississauga Halton LHIN Integrated Health Services Plan Mississauga Halton Integrated Health Service Plan is based on local population health needs, health system trends, and stakeholder input. It focuses on five strategic priorities: • Accessible and Sustainable Health Care • Family Health Care When You Need It • Enhanced Community Capacity • Optimal Health – Mental and Physical • High Quality Person- Centred Care • Please visit www.mhlhin.on.ca for details about the Mississauga Halton LHIN OUR LHIN 2 Hospitals 1 Community Care Access Centre 12 Community Mental Health Services 28 Long Term Care Homes 33 Community Support Services “In our current changing environment we need to be flexible and able to address challenges in new, innovative ways. We need to be evidence-informed, connected to our community and confident to respond in the appropriate manner.” Mississauga Halton LHIN Integrated Health Service Plan 2013-2016 pg 1 In implementing our 2013-2016 strategic plan Nucleus Independent Living will ensure that our efforts are aligned with our LHIN’s directions for the benefit of our entire community.

6. OUR CORE COMMITMENTS As part of developing our 2013-2016 Strategic Plan we asked our stakeholders to review our vision and mission statements. Feedback indicated that they were accurate, but should be refreshed to include enablers which will provide us with the leverage to achieve our overarching vision and fulfil our mission. With guidance from our stakeholders’ input we have refreshed our core commitments. We believe that our Mission, Vision and Values will move us forward, keep us focused and enable us to achieve our planned goals. Together, our commitments inspire us to contribute in a meaningful way, with purpose and focus and will act as our ultimate measures of success. OUR VISION OUR MISSION Nucleus enables adults who require assistance in their daily activities to live independently in their own homes. Advancing consumer care and compassionate service delivery. OUR VALUES • Quality and Safety • Collaboration • Respect • Responsibility

7. OUR STRATEGIC LENSES • Adaptive Thinking :Apply innovative and creative approaches to new and existing challenges as they arise • Relationships: Take the time and energy to fully develop our relationships with all our key stakeholders • Consumer First: Develop our strategies and initiatives with our consumers • Entrepreneurship: Think and act with the spirit of entrepreneurs • Technology: Leverage technology to enhance service to our consumers In our 2013-2016 Strategic Plan we have considered deeply our role as a system leader. Our understanding and awareness of systems thinking and the responsibilities of working within our health system is exciting. We realized that working in these times requires nimbleness, flexibility, fluidity and adaptability. Collectively with input from our stakeholders we identified a set of lenses that we must apply to each and every plan and initiative as we move forward. We will actively seek to increase our understanding of systems thinking and leadership and apply it in our work with others in our collective system.

8. OUR BALANCED SCORECARD In our 2013-2016 Strategic Plan we have adopted a “balanced scorecard” framework to ensure that our priorities work in harmony to achieve our mission and vision. Our priorities build on the strengths of our achievements and challenge us to reach new heights. All of our priorities focus on supporting and advancing the accessibility and quality of our services to our clients. Each of our priorities has been set by analyzing our consumers' needs, utilizing the identified lenses and by considering the many shifts that are currently underway in our health care system. This information, along with the input received from our stakeholders gives us confidence that when executed, our plan will enable Nucleus Independent Living to contribute to the transformation of the way service is delivered in our community. Despite uncertainties in the healthcare environment, we will set and actively pursue long-term goals that enhance our role and value in the evolving health care system.

9. OUR STRATEGIC PRIORITIES

10. OUR STRATEGIC PRIORITIES • Collaborative system leadership to influence change • Goals • Optimize organizational resources to improve health system performance • Expand stakeholder engagement to maximize knowledge exchange • Cultivate synergistic partnerships to further integration The Mississauga Halton LHIN has a growing pool of talented care and community partners. The reality of organizational partnerships and collaborations is one of the newer trends faced by the Community Support Services sector. Nucleus is aware that this trend is likely to continue and will explore opportunities to collaborate with our other community partners to review core programs and back office supports as a means to identify opportunities to make services more efficient, accessible and cost effective.

11. OUR FINANCIAL COMMITMENTS OUR STRATEGIC PRIORITIES • Accountability and transparency in use of resources • Goals • Ensure financial sustainability • Commit to rigorous internal controls • Leverage resources to maximize service capacity Global economic conditions have put increased pressure on governments and their service delivery agents throughout the health system. These conditions are likely to continue into the foreseeable future and will require Nucleus Independent Living to continually monitor and reconcile the tension between increasing demand and limited resources. We will continue to work closely with our funders, the Mississauga Halton LHIN and the Ministry of Health and Long Term Care and other funding partners to find the most reasonable, innovative and sustainable solutions. Nucleus will continue to explore and develop new and more effective service delivery models to add value to the service continuum.

12. OUR STRATEGIC PRIORITIES • Inspiring service design through adaptive thinking • Goals • Apply creative approaches to address service gaps and barriers • Develop opportunities through provider and supplier partnerships • Apply innovative strategies to extend care at home service options Accessible, quality consumer-focused service is and will remain Nucleus Independent Living’s primary focus. Our consumers expect to have reasonable access to the service they need, when they need it. They also expect that the service will be delivered by professional, skilled and compassionate people. Our organization’s goal is to assemble the right skills to deliver services to our consumers. As the needs of our community evolve we will pay close attention so that together with our other community partners, we can continue to provide access to the comprehensive services that our consumers need.

13. OUR STRATEGIC PRIORITIES • Skilled workforce driving a quality culture • Goals • Engage consumers to inform our choices and decisions • Quality improvement becomes an intrinsic part of everyone’s job • Invest in a skilled and sustainable workforce Nucleus Independent Living is able to deliver the variety of quality of service for which we are known for through the dedication of talented, passionate and flexible employees. Throughout our organization, staff take pride in their work and find new ways to work together to continuously improve the access and service we deliver to our consumers.

14. OUR STRATEGIC PRIORITIES • Leveraging technology to elevate our performance • Goals • Establish integrated processes to support technological advancement • Strategically invest in new and evolving technology to advance consumer services Balancing resource efficiency, effectiveness, safety, quality, consumer satisfaction and stakeholder accountability is a delicate act. Nucleus Independent Living will continually seek out ways to use technology and evidence-informed practices to enhance accessibility and service delivery. New technology has heightened the need for us to be aware of how to apply these to effect system and process improvements. As demand for services increases and surpasses our own capacity we will look to new ways and partnerships to ensure those needs can be met in the community. Along the way we will ensure that we track and report the indicators and outcomes which illustrate the impact of the quality and depth of our service delivery to our consumers. This will attract funding and resources for future growth and enrich our quality capacity.

15. EXCELLENCE AND TEAMWORK “Many hands make light work.” Excellence and Teamwork Helping frail seniors and adults living with physical disabilities to live independently for as long as possible in their own homes is not only a privilege for those of us at Nucleus Independent Living, it is a passion. Guided by our core commitments and history of success, our people will be instrumental in achieving the important goals set out in this strategic plan. We have the utmost trust in our people and will be monitoring and reporting on our progress as part of our commitment to responsible stewardship and good governance. We will remain prepared and nimble so that we can respond quickly to the new, unforeseen opportunities and challenges that are likely to arise along the way. We will do it together! Beverley JohnCEO/Executive Director

16. BOARD OF DIRECTORS “ Good governance is the cornerstone of organizational and service excellence.” Good Governance “We can’t keep spending our health dollars the way we used to. If we don’t change, we simply won’t be able to guarantee sustainable universal public health care for ourselves, our children and our grandchildren. That’s why our Action Plan will get better value for our health dollars and put patients first.” Deb Matthews, Minister of Health and Long-Term Care At a time when healthcare is increasingly moving towards home-based models of care, Nucleus Independent Living is rapidly establishing itself as a respected leader in delivering innovative solutions that encourage and support independence for high-risk seniors and those living with physical disabilities. To do this our Board of Directors will continue to develop and apply sound governance practices, improved accountability and transparency. This is our commitment to you and our health system. Yves Belanger, President and Board Chair, on behalf of the Nucleus Independent Living Board of Directors • Board of Directors • Yves Belanger (President) • Margaret Bachle (Vice President) • Manny Bettencourt (Treasurer) • Rose Alcamo (Secretary) • Cyrus Durzi (Director) • Vivek Joseph (Director) • Joe Scarfo (Director) • Jonathan Wahba (Director) • Marnie Lynn (Director) • Garvin Linley (Director)

17. Consumers and Family Members Employees Senior Management Team Board Members MHLHIN Health Care Service Providers Community Partners OUR THANKS Internal & External Contributors • This 2013-2016 Strategic Plan would not have been possible without the thoughtful input received from so many of our stakeholders. The perspectives provided through our online survey and telephone interviews shaped our thinking and our plan. • It is an ambitious plan but we are confident that by working together it is realizable. Thank you.