The Developmental Services Human Resource Strategy (DSHRS) The Core Competencies (2008)
In 2008 the Developmental Services Human Resource Strategy (DSHRS) was launched, as a partnership between the Ministry of Community and Social Services (MCSS) and the Provincial Network on Developmental Services (PNDS). It was initiated with a vision to professionalize the sector and ensure the best quality supports for people with developmental disabilities in Ontario. Guided by a steering committee, the DSHRS was co- chaired by MCSS and PNDS representatives. As a multi-faceted strategy six sub-committees were established. One of these sub-committees was responsible for the development of Core Competencies for seven key positions within developmental services sector:
- Direct Support Professionals
- Direct Support Supervisors
- Specialized Support Staff
- Clinical Specialists
- Managers, Directors
- Executive Directors.
The provincial implementation of these Core Competencies was an important and critical key driver for all aspects of DSHRS and laid the foundation for strengthening human resource development, recruitment and retention practices for the sector.
The Competency model focused on Behavioural (Core) Competencies and not technical competencies, concentrating on the behaviours that drive superior job performance – the core competencies – of highly effective people in these job roles.
To identify core competencies for the seven (7) positions, focus groups were conducted across the province with individuals from all job roles, as well as interviews with Executive Directors. The purpose of the focus groups and interviews was to identify both the core competencies for the job roles as well the strategic challenges facing the sector. In total, 188 employees, families and members of self-advocate groups provided input to the development of the core competency models. Seventeen focus groups were held in total, and resulted in the following Core Competencies:
- Advocating for Others
- Collaboration
- Creative Problem Solving and Decision-Making
- Developing Others
- Fostering Independence in Others
- Holding People Accountable
- Initiative
- Interpersonal Relations and Respect
- Leading Others
- Managing Change
- Relationship/Network Building
- Resilience
- Resource Management
- Self-Development
- Strategic Thinking
In addition to the Core Competencies, four baseline Threshold Competencies were identified to be assessed during recruitment:
- Flexibility
- Self-Control
- Service Orientation
- Values and Ethics
Core Competencies Implementation:
To support the implementation of Core Competencies, a Core Competencies Implementation Guide was developed, along with three training modules.
Sixteen agencies were involved in the Pilot launch of the Core Competencies. The Leads from these agencies included an Management and a Direct Support Lead, who provided training and led the implementation of the Core Competencies in their own agency, and also provided training to other agencies throughout the province.
Support for Core Competencies:
To support the implementation of Core Competencies, a Core Competencies Implementation Guide was developed, along with three training modules.
Sixteen agencies were involved in the Pilot launch of the Core Competencies. The Leads from these agencies included an Management and a Direct Support Lead, who provided training and led the implementation of the Core Competencies in their own agency, and also provided training to other agencies throughout the province.
- Recognize the professional nature of direct support work
- Recruit the right people
- Provide job enhancement opportunities and make career paths more transparent
- Engage and inspire direct support employees to remain in the sector
- Provide a strength-based approach to developing and enhancing direct support work
- A foundation for increased and sustainable human resource capacity.
Since the launch of the Core Competencies the competencies continue to be used within agencies and taught as part of the DSW program in Colleges.
In 2021 the Ministry of Children and Community Social Services released Journey to Belonging: Choice and Inclusion, a long-term vision for Ontario’s Developmental Services. A key pillar of this vision is to focus on launching a strategy that will support a skilled, diverse and professional workforce to help people participate meaningfully in their communities and live good lives. Integral to this is ensuring that the strategy recognizes that an employer is not just an agency, but can also be a family, individual or other support group, aligning with the person-directed focus of Journey to Belonging. To do this, the MCCSS partnered with the Provincial Network on Developmental Services to launch the Developmental Services Workforce Initiative Committee (DSWIC), and develop a long-term workforce strategy so that people and their families have access to high-quality support staff.
Building on the work of the DS HR Strategy, DSWIC’s focus is on the following areas:
- Modernize the Developmental Services Core Competencies that reflect next generation expectations (e.g., individualized supports; skilled practitioners in other key sector(s))
- Operational-Leaders Training to improve retention of both management and skilled direct support staff, as well as to improve leadership capabilities to advance new workforce models and enable diversity in service models;
- A Recruitment-Focused Marketing Campaign to ensure a diverse, stable and sufficient workforce that enables people to choose supports responsive to their individual needs.
