Human Services Integration

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What is the District of Muskoka's Human Services Integration Review?

KPMG has been engaged by the District Municipality of Muskoka (District) to complete a review of human services programs in an effort to move toward an integrated service delivery model. The analysis and related deliverables will meet the twin challenges of improving services and reducing costs, and one that is effectively coordinated, seamless, and tailored to the needs of clients so that clients can maximize their potential, enhance their quality of life and contribute fully to their communities.

Project Objectives – How will we define success?

Overall, the outcome of the project will provide a road map for a responsive, integrated human service system at the District, with the goal of identifying opportunities and making recommendations for the following objectives:

  • Modernized, simplified, and enhanced service delivery;
  • Improved, coordinated client support (e.g. wrap-around service) and improved client satisfaction and improved client outcomes (e.g. clients do not fall through cracks and thrive);
  • An efficient and agile system with streamlined processes and reporting mechanisms to enhance capacity to deliver innovative, responsive services;
  • Reduced duplication (e.g. staff efforts, time, resources, administration) and more efficient allocation and use of resources and cost efficiencies to meet budget goals and/or provide additional targeted services;
  • Provide information to support evidence-based strategic planning, more informed decision making at the senior management level, and strengthened accountability at all levels (e.g. front line staff to management).

Project Drivers – What problem are we trying to solve?

  • The ongoing pandemic has changed how services are delivered and accessed by clients
  • In September 2020, the province announced the Social Assistance Recovery and Renewal Plan, identifying their vision for the future of social assistance, resulting in the transfer of some responsibilities such as centralized intake and financial assistance to province, and a renewed service delivery approach that is person-centered, focused on life stabilization, individualized support, and system navigation for the local service manager
  • The District has also recently undergone a significant change with the responsibility of employment services transferred to a third party as part of the province’s Employment Services Transformation initiative.
  • Currently, human services at the District are delivered through two main departments (CAPS and Health Services) and multiple business units. Although there is some synergy and generally good communication between the program and service areas, there is no integrated intake function or integrated delivery.
  • The current system places an unnecessary burden on the client, requiring the client to navigate multiple processes, policies and procedures, and interact with multiple staff and multiple staff teams. This fragmented approach could result in gaps in service, and contributes to inefficiencies in service delivery.
  • Human Services staff see value in an integrated approach to service delivery and are ready and open for change. Initial steps toward a case conferencing approach with clients has been very effective.

Project Principles – What is Important to Us?

  • The knowledge and expertise of the District staff will be fully engaged and built upon, to arrive at recommended actions through a transparent, participative and inclusive process facilitated by KPMG.
  • The integration review process will be conducted in a way that engage District employees and multiple internal and external stakeholders.
  • Project guiding principles and shared community vision for human service integration will be established to help solidify thinking, guide efforts, and support future decision making, with consideration for the client and the community always at the centre of our focus.
  • The aim is to, wherever possible, transfer knowledge and necessary “tools” to District staff to enable them to develop their own solutions to operational and process issues and challenges over time.
  • The framework and approach will be based on leading practices from other consolidated municipal service managers in Ontario.
  • The integration review will aim to alleviate unnecessary administrative burden for staff and create capacity for staff to focus on high value work.
  • The future state approach to client service will be predicated on key enablers such as integrated consents, technology systems, and records management practices that are foundational to an integrated service delivery model and client case-conferencing.

What is the District of Muskoka's Human Services Integration Review?

KPMG has been engaged by the District Municipality of Muskoka (District) to complete a review of human services programs in an effort to move toward an integrated service delivery model. The analysis and related deliverables will meet the twin challenges of improving services and reducing costs, and one that is effectively coordinated, seamless, and tailored to the needs of clients so that clients can maximize their potential, enhance their quality of life and contribute fully to their communities.

Project Objectives – How will we define success?

Overall, the outcome of the project will provide a road map for a responsive, integrated human service system at the District, with the goal of identifying opportunities and making recommendations for the following objectives:

  • Modernized, simplified, and enhanced service delivery;
  • Improved, coordinated client support (e.g. wrap-around service) and improved client satisfaction and improved client outcomes (e.g. clients do not fall through cracks and thrive);
  • An efficient and agile system with streamlined processes and reporting mechanisms to enhance capacity to deliver innovative, responsive services;
  • Reduced duplication (e.g. staff efforts, time, resources, administration) and more efficient allocation and use of resources and cost efficiencies to meet budget goals and/or provide additional targeted services;
  • Provide information to support evidence-based strategic planning, more informed decision making at the senior management level, and strengthened accountability at all levels (e.g. front line staff to management).

Project Drivers – What problem are we trying to solve?

  • The ongoing pandemic has changed how services are delivered and accessed by clients
  • In September 2020, the province announced the Social Assistance Recovery and Renewal Plan, identifying their vision for the future of social assistance, resulting in the transfer of some responsibilities such as centralized intake and financial assistance to province, and a renewed service delivery approach that is person-centered, focused on life stabilization, individualized support, and system navigation for the local service manager
  • The District has also recently undergone a significant change with the responsibility of employment services transferred to a third party as part of the province’s Employment Services Transformation initiative.
  • Currently, human services at the District are delivered through two main departments (CAPS and Health Services) and multiple business units. Although there is some synergy and generally good communication between the program and service areas, there is no integrated intake function or integrated delivery.
  • The current system places an unnecessary burden on the client, requiring the client to navigate multiple processes, policies and procedures, and interact with multiple staff and multiple staff teams. This fragmented approach could result in gaps in service, and contributes to inefficiencies in service delivery.
  • Human Services staff see value in an integrated approach to service delivery and are ready and open for change. Initial steps toward a case conferencing approach with clients has been very effective.

Project Principles – What is Important to Us?

  • The knowledge and expertise of the District staff will be fully engaged and built upon, to arrive at recommended actions through a transparent, participative and inclusive process facilitated by KPMG.
  • The integration review process will be conducted in a way that engage District employees and multiple internal and external stakeholders.
  • Project guiding principles and shared community vision for human service integration will be established to help solidify thinking, guide efforts, and support future decision making, with consideration for the client and the community always at the centre of our focus.
  • The aim is to, wherever possible, transfer knowledge and necessary “tools” to District staff to enable them to develop their own solutions to operational and process issues and challenges over time.
  • The framework and approach will be based on leading practices from other consolidated municipal service managers in Ontario.
  • The integration review will aim to alleviate unnecessary administrative burden for staff and create capacity for staff to focus on high value work.
  • The future state approach to client service will be predicated on key enablers such as integrated consents, technology systems, and records management practices that are foundational to an integrated service delivery model and client case-conferencing.
Page last updated: 25 November 2021, 09:58