AIRS Conference Presentation 2014 - Ontario 211 - Service ... · AIRS Conference Workshop ... •...

Workshop Overview

• 211 in Ontario ‐ History, Overview, Context

• CASE STUDY ‐ Part I

• Transformation – Community Up and Open 211

• CASE STUDY – Part II

• Implementation – Ontario experience, Learnings to date

• Next steps – Alignment to National system

Service Delivery from the Community Up

AIRS Conference WorkshopJune, 2014

Atlanta, Georgia

211 Ontario

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Workshop Objectives

Describe 2‐3 benefits of an integrated provincial 211

service

Name 2‐3 key risks associated with system

integration

Identify 2‐3 strategies for generating Community

Intelligence

At the end of this workshop, through presentations and Case Study questions, participants will be able to:

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211 in Ontario – History, Overview, Context

Establish

211 launched by United Way of AtlantaCRTC designated 211 to improve access for Canadians to community servicesFirst 211 call centre opened in Toronto Government of Ontario and Trillium funding beginsOntario 211 Services founded to develop a province‐wide 211 service

Expand

211 service available to 56% of Ontarians7 call centres funded to deliver 211 phone service35+ data providers sharing local data to support 211 service delivery 211 service available to 100% of Ontarians

Transform

Community Up service delivery model for 211Open211 infrastructure and service platform211 Ontario system governanceSustainable funding High‐quality, standards‐based data for referral, analysis and reportingIntegrated communications and partnership development

Align 2‐1‐1 is the front door to human services in Ontario

Highly valued and recognized brandHigh public awarenessNational alignment of 211 infrastructure and practicesNational integration of 211 specialists

Funding secured to develop provincial 211 service

100% coverage of 211 service in Ontario

Integrated provincial system Integrated national system

211 Development in Ontario

Relationships

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Current State:

• Significant skills, history, and collective capacity exists in the I&R and 211 system, however:

• Relationships between national and provincial organizations ‘ebb‐and‐flow’ based on project or issue

• Intra‐provincial relationships are changing

• Inter‐provincial relationships are developing

• Roles and responsibilities in a provincial system are reforming, or are yet to been defined

National Provincial

Local Regional

Inform Canada

National Service Partners

iCarol Users Group

RegionalService Providers

Ontario 211Services

CIOC

Data Providers

Government of Ontario

Inform Ontario

United Ways of Ontario

Data Expert Group

Board of Directors Provincial

211s

Government of Canada

provide funding for national infrastructure

and service gapsUnited Way Centraide Canada

211.ca

IT/IM Working Group reporting and

information

develops service standards

provides funding and resources committees

share information

UWOCouncil

members of

provides funding

funding for resource management system

recommends data

policies

TrilliumFoundation

provides project funding



Central

CentralEast

Central South

Eastern

South West

Eastern

North

provides funding

provides funding

delivers services

provides data

provides funding

Lower‐tier municipal government

Regional government(upper‐tier)

United Ways

Regional Council

coordination and information sharing

Local United Ways

CEO member ofcoordinates with and shares information

provides funding

common community objectives

provides funding

provide information

provide information

coordinates on common objectives

provides funding

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211 in Ontario – History, Overview, Context

SWOT Analysis

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CASE STUDY – Part I

You are the incoming Executive Director for Ontario 211 Services, and you have been asked to develop a strategy to transform Ontario 211 from a network of service providers to a provincial service.

What would you do? What would be some of the key considerations and steps to making this transition successful?

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Community Up – Collaborative Approach & System Capabilities

• Grassroots collaborative approach to building out 211 that leverages community capacity, capabilities and expertise

• Agency data and content feeds community and municipal sites

• Internet searches would be optimized to return local content for the user, and provide unique opportunities for United Ways, municipalities and agencies to connect with the public

• Data can be ‘placed in the path’ of residents through forums, including popular social media channels

• Community information centers, United Ways and municipalities, use the 211 system to create information products and services such as event calendars, socio‐graphic profiles, catalogues, community apps, etc.

• Data can be shared/exchanged between 211 and other systems, such as case management (e.g. shelter beds) and geographic information applications (GIS)

• Funders and planners use data for decision‐making

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OntarioCurrent State:

• 30+ local databases and views

• 7 separate phone systems

• Multiple websites delivering information online

• Local and regional reporting/presentations

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

Challenges for an Integrated System:

• Data: duplicate records; limited access to data; different interpretations of data standards (e.g. taxonomy, inclusion, naming)

• Phone: no connections between local/regional systems (e.g. phone systems cannot overflow or skills‐route call to other service providers)

• Online: multiple websites splintering the 211 brand

• Intelligence: no virtual place for 211 service providers to collaborate or share knowledge

Community Up: Technology Shifts and Benefits

Benefits of creating an integrated provincial service:

• Quality: reduced wait times; easier access to information; consistent experience for the public

• Efficiency: lower cost per call; lower cost per record; increased utilization of limited resources; reduced capital and operating costs

• Opportunity: increased capacity to take on new initiatives (eg. emergency management support, onboarding of 10‐digit lines); greater innovation resulting from common systems and practices

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30+ local databases Multi‐tenant database

7 separate phone systems Shared unified communications system

Dozens of 211 websites 211‐branded portal

Regional information management systems Provincial collaboration and content management platform

Network of call centres & community information agencies Integrated system of 211 service providers

SHIFT FROM: SHIFT TO:

In the context of information management, Community Up envisages data collected locally, managed regionally, governed provincially, aligned nationally

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• Open 211 – Technology Framework to ENABLE Community Up

Open211 Technology Framework – concepts and capabilities that enable the Community Up model.

If Community Up answers the question of ‘what we do’, then Open211 answers the question of ‘how we do it’

CURRENT STATE

• Collection of local databases

• Schema refitted to support AIRS agency, site, service model

• Independently governed by organization holding license

• Custom APIs enable access and system integration

• Proprietary authentication method

• ‘Loose’ change control process for code and standards updates

• Membership‐based licensing model

FUTURE STATE

• Single, multi‐tenant database

• Schema designed to conform to AIRS agency, site, service model

• Collectively governed by organizations contributing data

• Open standards API enable access and integration (e.g. oData)

• Open standards authentication to secure data (OpenID / OAuth)

• Strong change control process for code and standards updates

• Creative Commons licensing model

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DATA

CURRENT STATE

• 7 separate phone systems (different vendors, different models)

• ACD routes calls across the agency

• Time call waits in queue is dependent on capacity of agency

• Process for ‘scaling‐up’ is to bring on more staff

• Bricks‐and‐mortar pool of skills (e.g. languages) for routing callers

• Caller data must be aggregated & formatted for provincial analysis

• Different applications for collecting caller needs and referral data

FUTURE STATE

• Shared unified communications platform

• ACD routes calls across Ontario

• Time call waits in queue is dependent on capacity of Ontario

• Process for scaling up is to ‘flick a few switches’ (ports, routing)

• Virtual pool of skills for routing callers

• Caller data can be automagically generated

• Single, shared system for collecting caller data (iCarol)

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PHONE

CURRENT STATE• Large number of organization‐branded websites

• Structure and style of majority of sites are outdated

• User is required to select from list of topics or search on keyword

• Search results returned using ‘hard‐coded’ SQL

• Organize results using predetermined geographies and topics

• Custom development of data sets and feeds for external parties

• Locally managed, agency‐oriented social media channels

FUTURE STATE• 211‐branded portal of community and topic‐based sites

• Responsive design for multiple devices (phones, tablets, pc)

• Content placed in context of user’s need, issue, community

• Search results returned by search engine (crawl, index, query)

• Refine (or search) results using ‘public’ terms (e.g. folksonomy)

• Authenticated services provide access to data without IT support

• Provincially coordinated, nationally branded social media channels

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ONLINE

CURRENT STATE• Manual data imports from 30+ databases required before

analyzing data at a provincial level

• Custom reports created using a variety of tools such as Excel and Crystal Reports

• Lack of tools for organizing, analyzing and distributing information restricts time available to share knowledge

• No repository for sharing files and other content

• Limited opportunities to ‘reframe’ or ‘link’ 211

FUTURE STATE• Automated loading from line of business systems into a

provincial data mart

• Standardized reporting using self‐service BI and shared reporting tools/templates (e.g. PowerPivot, PowerView)

• Tabular‐based data cubes with semantic layers will help users to focus on analyzing and broadcasting intelligence

• Service providers can collaborate using SharePoint

• Reframe data into different geographic boundaries (e.g. electoral, health, economic) and link to external data sets (e.g. Statistics Canada LFS, population forecasts)

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INTELLIGENCE

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OntarioFuture State:

• Single database that scales and extends to meet I&R needs

• Integrated phone system that enables load balancing and skills based routing of callers

• Knowledge mobilization platform that supports analysis and reporting at the local and provincial level

• Online platform that enables context‐based searching and connections to web resources

‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

• High quality data

• Quick response + consistent experience for all callers

• Easy to navigate online channels

• Valuable + accessible knowledge

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• CASE STUDY – Part 2

Any system integration of this magnitude, involving so many stakeholders from different sectors, comes with potential risks.

Identify what you believe to be the key risks, and propose mitigation strategy for each (what would you put in place to ensure the success of the project).

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Key Learnings from the Ontario experience

• Develop a shared vision of the future

• Establish principles for working together, and ‘walk‐the‐talk’

• Examine the governance model, including roles, relationships and authority of respective parties

• Design a conceptual model of how things will work (buy‐in requires debate & acceptance of ‘what’ and ‘how’)

• Engage stakeholders to discuss priorities and build support for strategic direction (e.g. Ambassadors)

• Determine how capabilities and capacity will be developed (projects versus operations)

• Leverage ‘internal’ resources possible, and complement with ‘external’ skills

• Consider ‘principles’ first when making difficult decisions

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211 in Ontario – Next Steps towards National Integration

Establish

211 launched by United Way of AtlantaCRTC designated 211 to improve access for Canadians to community servicesFirst 211 call centre opened in Toronto Government of Ontario and Trillium funding beginsOntario 211 Services founded to develop a province‐wide 211 service

Expand

211 service available to 56% of Ontarians7 call centres funded to deliver 211 phone service35+ data providers sharing local data to support 211 service delivery 211 service available to 100% of Ontarians

Transform

Community Up service delivery model for 211Open211 infrastructure and service platform211 Ontario system governanceSustainable funding High‐quality, standards‐based data for referral, analysis and reportingIntegrated communications and partnership development

Align 2‐1‐1 is the front door to government‐funded

human services in OntarioHighly valued and recognized brandHigh public awarenessNational alignment of 211 infrastructure and practicesNational integration of 211 specialists

Funding secured to develop provincial 211 service

100% coverage of 211 service in Ontario

Integrated provincial system Integrated national system

211 Development in Ontario

Aligning Ontario to Canada

Goal: All Canadians have access to 211 service

• Scale‐out operations of licensed 211 service providers to reach 100% coverage

• Implement a shared‐services model to fully utilize national capacity and skills within the 211 system

• Adopt common standards and best practices to ensure a consistent, high‐quality service for all Canadians

• Design a governance model that recognizes the contributions and defines the role of key stakeholders, including United Ways, Inform Canada, 211 service providers and funders

• Coordinate resource development and secure funding to sustain and enhance services

Alignment: people and systems working in harmony

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Andrew Benson, Executive [email protected]

Karen Milligan, Director, Partnership Development & Strategic [email protected]

211 Ontario

Service Delivery from the Community Up Case Study – Ontario Approach to Information Collaboration

Presenters: Andrew Benson, Executive Director, Ontario 211 Services

Karen Milligan, Director, Partnership Development, Ontario 211 Services

AIRS CONFERENCE 2014 ATLANTA

[blank page]


CASE STUDY – Part I

Ontario 211 Services

211 in Ontario The roots of information and referral in Ontario are very deep, and they are planted firmly in community. For decades, local agencies, public libraries, United Ways, and volunteer centres have made it their mission to help people navigate the complex system of human services and connect them to the best possible resources close to home. Enter 211… In 2002, Findhelp Information Services started the first Canadian 211 call centre with the strong support of the City of Toronto and United Way of Toronto following the CRTC (Canadian Radio-television and Telecommunications Commission) designation of the 211 number. Between 2002 and 2008, 7 other call centres opened in Ontario in Niagara, Collingwood, Thunder Bay, Ottawa, Peel, Windsor and Halton. Over the next three years, Ontario 211 Services worked closely with the call centres (now referred to as Regional Service Partners) and local United Ways to build support and systems to expand service to all Ontarians. Service was launched in phases over this time, with all Ontario residents having access by late 2011. As the first province in Canada to achieve 100% service coverage, 211 Ontario established shared protocols, processes and policies for the delivery of 211 services according to the standards set out by the Alliance of Information and Referral Systems (AIRS). Data standards were established for service records that were part of the 211 provincial database to ensure a consistent user experience for callers and web visitors alike. Structure of the 211 System in Ontario 211 calls in Ontario are answered by 7 Regional Service Partners (RSPs), who each serve a set geographic area in addition to their local community. Overnight and weekend calls to 211 are answered by Findhelp Information Services in Toronto. RSPs as well as 36 local data providers collect, maintain and update service records for their geographic area in their local


databases, and feed that information into a provincial database where it is consolidated for online searches through 211ontario.ca. The service partners are independent organizations (some non-profits, some United Ways, some municipalities, and some public libraries) with accountability to local funders and stakeholders, as well as to Ontario 211 Services as the agent of provincial funding from the Ontario Ministry of Community and Social Services (MCSS).

Business situation – the challenge

211 was layered on top of an existing network of I&R and Data providers in Ontario, many of whom had been delivering services in their communities for decades. With a requirement to expand the 211 service to all residents of Ontario, 211 was rolled out to areas that were not funding information and referral in their communities, and there was no additional infrastructure created to enable the expansion.

It was critical to align the values and vision of these organizations in relation to their role in the 211 “system”. Many of the 40 local UWs were supporting the 211 system, but many others were not (either financially or otherwise). A top-down municipal government approach was made, with little pick-up or support – other than suggesting that the province pay their share of the 211 service. Relationships between partners and between Ontario 211 and service partners were not where they needed to be. Ontario 211 had promoted and endorsed Open Data principles, but had not yet defined what that meant for 211 providers in Ontario. For organizations whose business it was to collect and maintain data for a variety of purposes – and generally with some level of compensation attached – the Open Data concept created some tension.

Finally, while there was a strong desire to move to a National 211 system in Canada, the resources were not yet in place to allow Ontario to latch onto a national infrastructure.

Technical situation When service expanded to all of Ontario, there was no additional investment in infrastructure to support system-level integration. There are more than 20 individual databases that feed information to the provincial database, and to the public website. Data standards and taxonomy were


applied and interpreted differently, depending on the organization (and in some cases, depending on the individual data editor), leading to inconsistencies in data and a less than ideal search experience for the users of the website.

Each of the Regional Service Partners (call centres) have different phone systems, presenting challenges with staffing for peak periods, and not allowing for an easy flow of calls back and forth – particularly during emergencies. The main provincial funder (MCSS) requires that services are offered equally in both official languages (English and French) with little capacity outside of Ottawa and Toronto to answer French calls.

Each of the Regional Service Partners was collecting caller data using different systems and processes, making provincial-level reporting a challenge.

Website relies on search technology that is somewhat antiquated, and not entirely user-friendly (rather than Google-like searches, requires users to be familiar with terminology to find what they are looking for).

SWOT Analysis:


Part I DISCUSSION QUESTION:

Having heard a little bit about the structure of Ontario 211 and some of the history of how service began, how it is funded, and how services were being delivered, work in groups of 2 or 3 at your tables to answer this question: You are the incoming Executive Director, and you have been asked to develop a strategy to transform Ontario 211 from a network of service providers to an integrated provincial service. What would you do? What would be some of the key considerations and steps to making this transition successfully? ____________________________________________________________

____________________________________________________________

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CASE STUDY – Part II

Proposed Solution – Community Up and Open 211 WHAT DO WE MEAN BY COMMUNITY UP?

Professional and effective information & referral relies heavily on the quality

of the resource data collected and knowledge of the local landscape.

For decades, local organizations have collected information about health, social and government services that are available to support their residents, and have shared that information through phone services, printed directories and online channels. They have built relationships with municipal governments and service providers, and understand the unique strengths and challenges within those communities.

Community Up is an approach to Information Management that sees data collected locally, managed regionally, governed provincially and aligned to a national 211 framework.

Community Up is also a model that sees local service delivery agencies, United Ways, government decision-makers and municipal partners participate in the 211 system by contributing their information and resources, and equally important, benefitting from user needs data that is collected to inform their program and investment decisions.

Community Up leverages the capacity and relationships of organizations, and the experience and expertise of their people to build a stronger system, and improve the user experience.

Ontario 211 Services plays a coordination role investing in policies, processes and infrastructure to create an integrated system and ensure maximum value for stakeholders.

OPEN 211: ENABLING AN INTEGRATED SERVICE DELIVERY SYSTEM

The 211 system relies on the capacity and infrastructure of our service

delivery partners to respond to callers and web visitors’ needs.

We have created collaborative processes and platforms to share consolidated information across the province from more than 35 separate datasets, and to flow calls across regions and across seven separate phone systems. To ensure that we maximize the resources in the system,


and to ensure a consistent user experience no matter where a user is located, investments into technology solutions are required. These investments allow for more integration within the 211 network in Ontario, such as load balancing of calls and intelligent routing of calls based on language or specific expertise.

We also believe that there is a huge opportunity to reduce the amount of duplication of data collection efforts in the system by building a platform for partners to contribute to an open data repository for planning, programming and decision-making.

Part II DISCUSSION QUESTION:

With any undertaking of this magnitude, involving stakeholders of all shapes and sizes, there are many risks. Identify what you believe to be the key risks, and propose a mitigation strategy for each (what would you put in place to ensure the success of the project). Risks may include: financial (resources); support/buy-in; technology; delays; relationships/roles/responsibilities.

____________________________________________________________

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© 2013 Ontario 211 Services. All rights reserved.

Information in this report may not be reproduced or redistributed in

any manner whatsoever without prior written permission from

Ontario 211 Services.

Contact Name: Destiny Bedwell, Marketing Coordinator

Ontario 211 Services

543 Richmond St W, Ste 125, Box 203

Toronto , ON M5V 1Y6

Tel: 416-777-0211 | e-mail: [email protected]

mailto:[email protected]

211 IN ONTARIO | SHARED VISION AND ROAD MAP PAGE 1

BACKGROUND AND PURPOSE OF DOCUMENT The roots of information and referral in Ontario are very deep, and they are planted firmly in community. For

decades, local agencies, public libraries, United Ways, and volunteer centres have made it their mission to help

people navigate the complex system of human services and connect them to the best possible resources close to

home.

The 2-1-1 number was established in North America in the late 1990’s as a way to make it easier for people to get the help they need through

one phone call. In addition, 211 would benefit agencies by reducing the amount of time spent on misdirected calls and more time spent on their

core mandate. For governments, 211 would provide a lens into the demand for services at a community level, and would help to identify where

service gaps existed. In 2002, with the launch of service in the City of Toronto, 211 began to take its place as a partner in the delivery of social

services in Ontario.

With a funding commitment from the Ministry of Community and Social Services in 2008, the focus of the next three years was on expanding

211 to communities across the province. Once that task was completed in late 2011, Ontario 211 Services turned its attention to creating a fully

integrated provincial system to realize the full benefit of 211 for individuals, agencies, funders, planners and decision-makers. In examining what

our future state would look like, we collaborated with service delivery partners and United Ways to confirm our shared vision and values that

would guide our individual and collective actions over the next three to five years.

Our Strategic Plan for the 2013-2015 period details the specific actions we will take, the associated timelines, and how we will know when we’ve

arrived. This document complements our Strategic Plan, describing the ways in which we will transform our service delivery model and

information services to enable a richer experience for users and stakeholders alike. It highlights 211’s beginnings, how far we have come, and

how we will build a stronger system and service to meet future social needs and trends.


211 DEVELOPMENT IN ONTARIO

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ESTABLISH211 launched by United Way of Atlanta

CRTC designated 211 to improve access for Canadians to community services

First 211 call centre opened in Toronto

Government of Ontario and Trillium funding begins

Ontario 211 Services founded to develop a province-wide 211 service

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08

-20

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EXPAND211 service available to 56% of Ontarians

7 call centres funded to deliver 211 phone service

35+ data providers sharing local data to support 211 service delivery

211 service available to 100% of Ontarians as of late 2011

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12

-20

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TRANSFORMCommunity Up service delivery model for 211

Open211 infrastructure and service platform

211 Ontario system governance

Sustainable funding

High-quality, standards-based data for referral, analysis and reporting

Integrated communications and partnership development

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+

ALIGN2-1-1 is the front door to human services in Ontario

Highly valued and recognized brand

High public awareness

National alignment of 211 infrastructure and practices

National integration of 211 specialists


ESTABLISH: 1997-2007 211’S ROOTS IN COMMUNITIES 211 service was first delivered in 1997 in Atlanta, Georgia, and grew out of a need to provide easier access to

Information & Referral services to the people of Atlanta.

With the leadership of local United Ways, communities began to advocate with stakeholders to bring the 211 service to their residents. Today,

211 is available in 90.6% of the United States (or 283 million Americans).

United Ways and local Information & Referral agencies in Canada soon followed suit. In 2002, Findhelp Information Services became the first to

deliver 211 service in Canada. 211 soon became the easy-to-remember number to call to access information and receive referrals to health,

government and social services in Toronto. Over the next 6 years, 7 other 211 call centres were established in Ontario, operated by Information

& Referral agencies with decades of experience in their communities and a long history of network collaboration.

In the early days of 211 in Ontario, the majority of funding for the service came from several United Ways and municipalities across the province.

Citizenship and Immigration Canada supported 211 services as they saw great value in providing information & referrals to New Canadians in

their mother tongue to improve their settlement experience. The Ontario Trilium Foundation funded key 211 projects to enable those in the 211

and agency networks to share best practices and explore collaborative solutions to community issues. The Ministry of Community and Social

Services provided funding to create Ontario 211 Services, and the Ministry of Children and Youth Services provided funding to develop and

implement a human services taxonomy for local and provincial databases.

In 2008, the Ministry of Community and Social Services made a significant commitment through their Poverty Reduction Strategy of 13.8 million

dollars over four years to develop and expand the 211 service. Ontario 211 Services was established as the governing body for a province-wide

system, responsible for distributing MCSS funding to service providers, and for developing the infrastructure required to tie the system of service

partners and stakeholders together.


EXPAND: 2008-2011 TOWARDS A PROVINCIAL SERVICE Over the next three years, Ontario 211 Services worked closely

with Regional Service Partners and local United Ways to build

support and systems to expand service to all Ontarians. Service

was launched in phases over this time, with all residents having

access by late 2011.

As the first province in Canada to achieve 100% coverage, 211 Ontario established

shared protocols, processes and policies for the delivery of 211 services according to

the standards set out by the Alliance of Information and Referral Systems (AIRS). Data standards were established for service records that were

part of the 211 provincial database to ensure a consistent user experience for callers and web visitors alike.

STRUCTURE OF THE 211 SYSTEM IN ONTARIO 211 calls in Ontario are answered by 7 Regional Service Partners (RSPs), who each serve a set geographic area in addition to their local

community. Overnight and weekend calls to 211 are answered by Findhelp Information Services in Toronto. RSPs as well as 36 local data

providers collect, maintain and update service records for their geographic area in their local databases, and feed that information into a

provincial database where it is consolidated for online searches through 211ontario.ca.

While there has been some progress in aligning processes and systems to better integrate information and resources, there remains today

several different local and regional databases containing 211 service records and 211 caller needs data. In addition, while the functionality exists

to transfer calls to other RSPs to accommodate temporary operational needs, there are 7 separate phone systems across the province with

different functionality and capacity.


United Ways and Local and Regional Governments in Ontario play a key role in the network, as they act as ambassadors for 211 in their

communities. In many cases, local United Ways develop the relationships with social service agencies and municipalities and advocate for their

support – and use – of 211’s services. And many municipalities have been strong champions for 211, helping with awareness and outreach

efforts to their residents.

A significant amount of time and effort has been given by Regional Service Partners, Data Partners, staff at Ontario 211 Services, United Ways,

municipalities and agency partners in pursuit of a fully-integrated, high-performing and efficient provincial service. While 211 is still a very new

service, the expertise and history of the agencies involved have allowed the system to deliver award-winning service to callers, support the work

of Emergency Responders, and to provide community data back to planners to assist with decisions around programs and investments. And in

the process, call volumes have grown to over 530,000 calls in 2012, and over 2 million web visitors. These are significant achievements in a very

complex social services sector.

TRANSFORM: 2012-2015 WHERE TO FROM HERE? In 2013, Ontario 211 Services undertook a strategic planning initiative to establish the priorities for the next 3-5 years. Part of this process

included an honest assessment of where our organization is at today in the context of the external environment and system constraints. This

analysis allows us to focus our resources on promoting our strengths, building our capacity and infrastructure where needed, building plans to

capitalize on opportunities, and mitigating against potential risks.


The chart below reflects a point in time assessment of 211 in Ontario:

This assessment, combined with the external context and considerations, have framed our strategic priorities for the coming years. We believe

that our strengths and opportunities position us well to build a stronger system and service for Ontarians.

STRENGTHS

Service delivery capacity

Standards-driven practices

Certified call & dataspecialists

Award-winning quality service

24/7/365 bilingual live answer

100% provincial coverage

Community connections

WEAKNESSES

Service delivery integration

Aging technical infrastructure

Limited resources for marketing

Integration of resources & knowledge

Connections to national 211

OPPORTUNITIES

Increased integration with government services

Program intake and scheduling

Data integration across sector

Support funders & agencies to demonstrate impact of services

Emergency response support

CHALLENGES

Commercial online search engines

Public dollars invested in speciality lines/10-digit toll free numbers

Low awareness of 211's value among funders & service providers

Low public awareness


EXTERNAL CONTEXT Governments at every level are being challenged to reduce spending and to balance

budgets. For the non-profit sector, this has meant less dollars for social programs and more

competition for government funds. At a provincial and municipal level, governments are

looking for efficiencies in program delivery and oversight, as well as encouraging

collaboration among social service agencies more than ever before.

As a result of budget pressures, agencies and governments are improving their capacity to

strategically partner with others to achieve their goals. Examples of shared services, shared

infrastucture, and shared resources among agencies are becoming more and more

common.

From an end-user perspective, it is increasingly difficult to increase awareness of any one

service or product due to the sheer volume of messages that people are exposed to each

day. Public awareness campaigns in Canada and elsewhere have invested millions of dollars

to move the needle on public awareness – with modest results. In the world of social and

health services, the majority of people asked are motivated to connect with an agency or

program based on advice or information provided by a trusted intermediary (word of mouth).

The same technology that has increased the volume of messages that reach us each day, provides opportunities for working differently and

amplifying the capacity of the physical work resources to achieve similar, and many times improved results. Companies or agencies who wish to

stay current and competitive are investing in technology and infrastructure to meet their clients’ needs and to deliver services in the way people

wish to receive them.

211 will be the

first and best source of information for individuals and planners regarding human services.


211 ONTARIO IMPROVING OUR SERVICE, IMPROVING THE SYSTEM In creating a strategic plan to support our transformation, we engaged our Regional Service Partners and worked

closely with United Ways in Ontario to ensure a collective understanding of our vision for the future.

211 ONTARIO VISION The vision for 211 Ontario is consistent with the vision for 211 in Canada – to be the primary source of information and gateway to human

services for individuals and planners.

What this means for individuals – or their family members, neighbours, friends & colleagues — looking for help is that 211 is a number they

know and trust to provide the right resources, the first time. 211 will help people connect to their communities and maintain a good quality of

life.

For agencies, 211 will be a trusted resource to help them find services for their clients, and to receive qualitative caller needs data that provide

additional insight about the needs in the community.

For Emergency responders and Emergency Managers, 211 will provide a channel for authoritative information to the public regarding non-

urgent needs and services, allowing them to focus their resources on their core mandate.

Finally, for government planners and other decision-makers, 211 will provide rich data about caller/user needs that will help inform their

investment and policy decisions regarding social, health and government services. Through the adoption of Open Data principles, 211 will also

provide the authoritative source of human services data that can be accessed and leveraged to support community development initiatives at all

levels.


211 ONTARIO VALUES The vision for 211 is ambitious – but the network of Regional Service Partners, Data Partners, United Ways of Ontario and Ontario 211 staff and

Board of Directors are committed to achieving it. 211 in Ontario is not about any single organization, but rather a network of professionals with

various skills and capacities, that when properly structured and supported, can achieve very lofty goals. In the world of human services, how we

operate is sometimes even more important than what we deliver. The following is a list of our core values that guide our interactions:

People are at the core of our work. We strive to ensure that program or policy decisions are based on what is

best for those we serve.

Inclusion and diversity are part of our culture. We serve all residents of Ontario and strive to deliver services in

the way that people wish to access them. We provide service in both official languages, as well as in more than

150 other languages and TTY.

211 is built from the Community Up. This means that we value and leverage the knowledge and expertise that

exists in communities to provide a better service to our stakeholders.

Community data belongs to the community. Resource data and caller needs data is shared openly with

governments, planners, agencies and other funders to inform their decisions about human services.

We are a standards-based service. Our Information & Referral Specialists and Resource Specialists are certified

by AIRS, and our Regional Service Partner organizations are accredited by AIRS. This means that we adhere to

consistent standards that guide the information and referral sector across North America.

211 is Powered by Partnerships. 211 is committed to working in partnership with governments and community

organizations to achieve the best outcomes for residents of Ontario.

We are accountable to our stakeholders. 211 relies on public dollars to deliver services to all of Ontario. We are

committed to investing those dollars wisely to deliver results at an individual, an organizational, and a

community level.


WHAT DO WE MEAN BY COMMUNITY UP? Professional and effective information & referral relies heavily on the quality of the resource data collected and

knowledge of the local landscape.

For decades, local organizations have collected information about health, social and government services that are available to support their

residents, and have shared that information through phone services, printed directories and online channels. They have built relationships with

municipal governments and service providers, and understand the unique strengths and challenges within those communities.

Community Up is an approach to Information Management that sees data collected locally, managed regionally, governed provincially and

aligned to a national 211 framework.

Community Up is also a model that sees local service delivery agencies, United Ways, government decision-makers and municipal partners

participate in the 211 system by contributing their information and resources, and equally important, benefitting from user needs data that is

collected to inform their program and investment decisions.

Community Up leverages the capacity and relationships of organizations, and the experience and expertise of their people to build a stronger

system, and improve the user experience.

Ontario 211 Services plays a coordination role investing in policies, processes and infrastructure to create an integrated system and ensure

maximum value for stakeholders.


OPEN 211 ENABLING AN INTEGRATED SERVICE DELIVERY

SYSTEM The 211 system relies on the capacity and

infrastructure of our service delivery partners to

respond to callers and web visitors’ needs.

We have created collaborative processes and platforms to share

consolidated information across the province from more than 35

separate datasets, and to flow calls across regions and across seven

separate phone systems. To ensure that we maximize the resources in the system, and to ensure a consistent user experience no matter where

a user is located, investments into technology solutions are required. These investments allow for more integration within the 211 network in

Ontario, such as load balancing of calls and intelligent routing of calls based on language or specific expertise.

We also believe that there is a huge opportunity to reduce the amount of duplication of data collection efforts in the system by building a

platform for partners to contribute to an open data repository for planning, programming and decision-making.


THE ELEMENTS OF OPEN 211

Maximizing I&R resources

• Virtually integrated phone system for load balancing andintelligent routing (every day and during Emergencies)

• Standardized processes for data collection and call handling

• Single database for caller needs tracking

Consistent user experience

• Portal of integrated regional and local 211 websites with commonlook and feel — and customized content relevant to local users

• Common set of tools and practices

• Standardized user needs reporting (community intelligence)

Reduce duplication

across system

• Create an open repository of resource data that is available for the sector to access for a variety of public good initiatives


STRATEGIC PRIORITIES: 2013-2015 The next three years will be a critical period for 211 in Ontario – focused on formalizing and strengthening

relationships, creating efficiencies through the use of technology, and improving our ability to report back to

communities on user needs.

With a continued focus on partnerships, the priorities identified will allow us to demonstrate the full value of 211 for all stakeholders, and will

build the foundation for 211 to be leveraged fully by others in the sector. Building greater general awareness of 211 at an individual, community,

and system level will be critical to our success and we will fully engage our partners towards this goal.

Ontario 211 Services has set out the following key priorities and objectives, and has consulted with Regional Service Partners and United Ways to

ensure that there is a shared understanding of the body of work required to set the stage for the future.

1. ALIGN SERVICE PROVIDERS AND KEY STAKEHOLDERS WITHIN AN INTEGRATED 211 PROVINCIAL

SYSTEM THAT VALUES COMMUNITY EXPERTISE AND PROMOTES PARTNERSHIPS The Community Up service delivery model requires a coordinated effort and strong partnerships to make

it work. Our work in this area will focus on formalizing roles and responsibilities of stakeholders,

establishing and ensuring compliance with standardizes processes, implementing fair and consistent

resource allocation and evaluation processes. In addition, we will continue to create formal and informal

channels for stakeholders to participate in the management and development of the 211 system.

2. BUILD A STRONG 211 BRAND THAT IS CREDIBLE AND TRUSTED BY ONTARIANS. Increasing general public awareness of 211 will be a key focus in the next few years. Creating materials

and campaigns that make an emotional connection with Ontarians by addressing key issues that are

important or relevant to them, and demonstrating the value of the service through story telling and

reporting on our successes. We will also develop a toolkit of messages, collaterals and best practices to

enable Ambassadors in the community to tell the 211 story and will further expand our reach and visibility

at a local level.


3. INVEST IN TECHNOLOGIES THAT ENABLE SYSTEM INTEGRATION AND CREATE NEW

OPPORTUNITIES FOR PARTNERSHIPS AND EFFICIENCIES. Creating a shared database of human services to facilitate delivery of 211 services across the province,

and an integrated phone system that allows for load balancing and intelligent routing of calls through 211

will be prioritized as a way to achieve efficiencies within our 211 system. Building an open, collaborative

repository to house data on human services as well as other statistical and research information will

reduce duplication of data collection and maintenance efforts across the sector, and will create

efficiencies for governments and other funders in Ontario.

4. BUILD A FULLY SUSTAINABLE FUNDING MODEL THAT SUPPORTS SERVICE DELIVERY AND

EXPANSION. Fully describing 211’s value proposition to municipalities and provincial ministries, and implementing the

collective funding model with United Ways in Ontario will be key activities in the next 12-18 months to

secure adequate core funding for the future. In addition, we will leverage our core strengths to compete

for new funding opportunities locally, regionally and provincially, including the pursuit of private sector

funding for capital investments. We will also work with United Ways to engage the private sector for in-

kind support and expertise.


ALIGN: 2016+ TOWARDS A 211 NATIONAL SYSTEM The benefits of 211 to people in the community, to social service agencies, to funders and decision-makers, and to

Emergency Management professionals are numerous.

Our experience at the provincial level is that when we work collectively to offer services to people, we multiply our capacity to create innovative

solutions and outcomes. At the same time, we benefit from the collective knowledge and best practices built from decades of experience in the

Information & Referral sector. At a National level, we know the same will hold true.

We are committed to working in alignment with our provincial partners, and with United Way Canada, to create an integrated network that

delivers a consistent user experience for those who need information about social services in Canada. From research projects, to community

development initiatives, to identifying needs and trends in demands for social services, 211 data and expertise can play a vital role.

Continuing to build partnerships that leverage 211’s phone capacity and Information & Referral expertise will not only ensure that public dollars

invested in this sector are maximized, but will provide people in our communities with an easy way to access all kinds of human services.

Providing an open data repository will ensure that information on social services is collected and maintained consistently, and is complemented

by other statistical data to create community intelligence.

This information is key to funders, planners and decision-makers to be able to make the right services available to the right people at the right

time and in the right place.


Our long-term vision for 211 Ontario can be summarized by describing the future state as follows:

2-1-1 is the front door to government-funded and community-based human services in Ontario

Individuals, social service workers, planners, funders and decision-makers use 211 data to inform their decisions

on human services

211 is a highly valued and recognized brand

There is strong public awareness of 211 and it’s utility

There is national alignment of 211 infrastructure and practices

Our service providers and 211 specialists pursue and model best practices to ensure a consistent and high

quality experience for our callers and stakeholders

There is much work to be done, and we believe that our investments over the next three years will position us well

to achieve our long-term goals. We are confident that with the help of our partners, we will build a stronger 211

system and ultimately, build the capacity of

our sector to address community needs.

AIRS Conference Presentation 2014 - Ontario 211 - Service ... · AIRS Conference Workshop ... •...

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