Addictions Ontario Conference June 5, 2006

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Addictions Ontario ConferenceJune 5, 2006

• Human Resource Planning in the Not for Profit
  Sector

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What do we know?

• Key internal issues
• Key external issues

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HR Management in NFP

• Key research
• Funding Matters, Scott 2003
• Passion and Commitment Under Stress, Saunders
  2004
• Capacity to Serve, Voluntary Sector Initiative,
  2003
• Optimizing Canadas Addiction Treatment
  Workforce, Ogbourne Graves 2005

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Funding Matters (Scott, 2003)

• Research documenting the changing funding
  landscape in Canada.

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Key Findings

• Targeted approach to funding
• Short-term contracts
• No core funding
• Creates an unpredictable environment
• Small organizations most vulnerable

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Considerations

• How to balance short-term projects
• Decision-making linked to sustainability
• What are the real costs
• What will it accomplish

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Saunders, 2004

• Passion and Commitment Under Stress Human
  Resource Issues in Canadas Non-profit Sector A
  Synthesis Report.
• Saunders, Ron.(2004)

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Saunders, 2004

• Research into NFP human resource management is in
  its infancy
• Very little information about paid workers in the
  sector
• Demographic characteristics
• Working conditions
• HR challenges in the labor market

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Saunders, 2004

• Statistics Canada Workplace and Employee Survey
  2000
• Distinguished NFP employees from the other
  sectors
• Made comparisons to other sectors
• Created possibility for Saunders research

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Saunders, 2004

• Compilation of four papers
• Mapping the NFP Sector
• Job Quality in the NFP Sector
• Skills and Training in the NFP Sector
• Coping With Change HR Mgmt in the NFP Sector

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Job Quality - Key Findings

• Job Quality
• Temporary, part-time and contract work
• Unpaid overtime prevalent
• Lots of flexible work hours
• Less earning potential esp managers
• Pay linked to performance not prevalent
• NFP often dont have benefits

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Key Findings- Job Quality cont

• Intrinsic rewards eg help others, flex schedules
• 2/3s satisfied with job and benefits
• 45yrs employees not satisfied

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HR Mgmt - Key Findings

• HR Management
• Emphasis on increasing employee skills
• Improve service and reduce cost
• Shared decision-making models
• Less hierarchy
• High of educated professionals
• Decisions in external environment

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Key Findings HR Mgmt

• personal/family supports
• Quango unions
• NFP non union
• NFP dispute resolution mechanisms

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Skills Training Key Findings

• Believe post secondary education required to do
  their job
• Perceive an increase in skill required
• Aware of technology impact
• Low tech environment
• NFP more likely to provide training

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Saunders Recommendations

• Funders need to consider a mix of long-term and
  grant funding
• Establish a Human Resource Sector Council
• NFP employers need to address compensation
  disparities
• Recruitment should focus on unique advantages

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HR Planning Considerations

• ½ employees work in workplaces lt50
• Women account for the majority
• Mgrs must be able to manage the special needs of
  this sector
• Large of university educated employees

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HR Planning Considerations

• Issues related to recruitment and retention
• 1in 5 have kids lt 12yrs
• Sensitive to the needs of competing demands for
  work/family balance
• Intrinsic motivators

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Ogbourne Graves, 2005

• Optimizing Canadas Addiction Treatment Workforce
• Canadian Centre on Substance Abuse project

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Key Findings

• Most managers view a university degree as a
  minimum standard for counsellors and managers
• Supports previous research regarding the growing
  professionalism of the addictions sector
  workforce
• Trend could lead to organizational shifts in the
  workforce related to qualifications

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Key Findings

• Assimilation of Health Canada Best Practices
  material
• Respondents believed they were getting good
  professional development activity
• Certification significant by region
• Professional association (nursing, social work)

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Ontario Context

• Compilation of TPAs
• Diversity in qualifications for staff
• Disparity in compensation
• Problem severity not linked to higher skill set
• No standards for caseloads, qualifications,
  compensation

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Current challenges (internal)

• Staff recruitment
• Staff retention
• Shrinking stable resource base
• Escalating costs of benefits
• Reliance on project funding/fundraising
• Reduced/non existent professional development
  funds

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Current challenges (external)

• Social policy implications for client population
• Increased complexity of client presentation
• De facto responsibility for Concurrent
• Health Accord/service enhancement funding
• LHINs

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Agency Example

• Changing academic profile of employees
• Increases competition for employees
• Increases in compensation rates related to new
  funding
• New programs impacting caseloads

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Agency example
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Agency Example

• Health Accord/Enhancement Funding
• 3.3 million
• 39 FTEs

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Agency Example

• 120/FTE admissions to 160/FTE
• Wait lists
• Increase complexity/collaterals
• Concurrent Disorders

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Precedents to consider

• Problem Gambling 120/FTE
• Mental health case managers 40/FTE
• New MOHLTC funding sets benchmark for FTE
  allocation

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Options..?
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Research

• http//www.cprn.com/en/doc.cfm?doc504 Saunders
• http//www.ccsd.ca/pubs/2003/fm/ Scott
• http//www.vsi-isbc.ca/eng/knowledge/pdf/capacity_
  to_serve.pdf VSI
• http//www.ccsa.ca/CCSA/EN/Training/Workforce_Surv
  ey/ CCSA