Core Service User Survey 2006

Recommendations

1. Engage in a multi-pronged approach to address client needs. This approach means:

• Establishing a priorities list based on a client’s identified needs. Integrate the work of service providers (i.e. community service workers, mental health workers, food bank operators, meal program operators, church groups) to deal with specific needs identified by the client. This is more efficient and has a more positive impact on the client.
• Adopting the determinants of health criteria as the guiding principle that moves this multi-pronged process forward.
• Involve and actively connect all government departments and agencies involved in service delivery i.e. department of health, education, community services, justice.
• Build intersectoral collaboration among community based groups, businesses and governments to achieve a common end goal.

2. Establish a community client service improvement committee to monitor and track client concerns regarding their experiences with the following:

• Challenges and/or barriers to accessing information and/or services.
• The appearance of inequitable treatment or service provided.
• Perceived ineffective communications regarding being informed of services and/or resources that may be available to them.
• Being unclear as to why decisions regarding their eligibility or referral or recommendation to resources is not recommended or approved.
• The composition would include representatives from community and government service providers including but not limited to; Capital District Health Authority, the Department of Community Services, the Canadian Mental Health Association and independent client advocates. The committee would assist to delegate persons within their organizations to act as ‘point of contact’ for timely response to client service delivery concerns.
• This committee would report quarterly on emerging concerns and/or trends to provide valuable feedback to service providers for process improvement opportunities. This would increase consistency in client access to their services, information and resources and transparency of the decision making process.

3. For the Government of Nova Scotia to work toward a strategy aimed at poverty reduction. Using such a strategy, success and progress can be tracked and best practices established. A couple of key tenants of that progressive strategy could include:

• Adjust personal allowances to come closer to real costs. Include telephone as ‘basic necessity’.
• Adjust shelter rates to be more in tune with the market; actual heating cost, especially during the winter and actual power usage cost.
• Consider training and labour force incentives.
• Strengthen the mandate of rate review process to encourage movement towards meeting market costs.

4. Develop models and strategies to facilitate and support increased access to information and services within government and community resource systems through:

1. Active cooperation between Capital District Health Authority (CDHA), Department of Community Services, other government departments and community service providers and community organizations
2. An advisory committee comprised of community-based service providers to identify and address gaps and inequities in existing services. This advisory committee would also develop a go-forward strategy to be used by similar facilitation initiatives in the future.
3. The pursuit of funding avenues to link clients with existing services and opportunities.
4. The creation of a position such as a Community Access Worker to assist individual clients.
   • This position would help facilitate the sharing of accurate information and streamline the process of accessing services that the client needs in a timely manner, with the aim of helping the client achieve personal success and independence.
   • The strength of the enhanced individualized approach, which would increase client service process improvements and have the greatest positive impact for clients, would also empower service providers to build capacity and increase consistency in effective access and service for clients.
5. The cornerstones of this model and strategy should be respectful communication, accountability, accessibility and transparency for the service providers and the clients.

5. Continue changes to the Pharmacare Act to make it more accessible to the most vulnerable. There should not be co-pay for prescription drugs for income assistance clients. Additionally, continue the expansion of pharmacare benefits to low-income households i.e.: working poor, pensioners.

6. Strengthen access to the labour market and sustainable employment with improved transitional supports and increased incentives. Increase the ceiling on earned income before reducing income assistance benefits to strengthen sustainable labour market inclusion for clients to participate in their communities through employment.

7. Utilize the existing affordable housing funds and the Nova Scotia Housing Trust Fund to increase the number of affordable housing spaces. The Government of Nova Scotia should put priority on new units for single person households. These could be regulated rooming houses or flats, providing safe, affordable housing.

8. Promote affordable housing through:

• Encouraging municipalities to plan and maintain balanced communities with mixed income households and affordable housing.
• Supporting the involvement of non-profit groups and agencies in starting up and managing affordable housing stock. There is demonstrated success with this method. Non-profits need the support of governments to be sustainable and provide a long-term supply of affordable housing stock.

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