A case study of how Barnes Management Group (BMG) collaborate with our client to create and to build capacity. This case study illustrates the complexities with strategic issues in Northern Ontario Agencies and the requirements for complex solutions. It also shows BMG's approach in engaging with our partners. Our sensitivity and respect are key factors that allow us to have the opportunity in working with our partners and creating positive social change.

1. Creating Capacity
A case study

2. Setting the Context
What does capacity building mean in the
context of a Northern Remote Agency?

3. Challenges Faced by the Agency
• Geography
• Nature disasters
• Recruiting and retention of qualified staff
• Housing
• Lack of funding

4. Finding Complex Solutions to Complex
Problems
• No one solution will solve the systemic problems
that exist
• As providers of service, we need to find ways to
partner in ways that we might never have
explored before
• We have some expertise and knowledge but only
some. Our Northern Partners, have a critical role
in helping us to understand the complexities and
the strategies that may work.

5. Finding Complex Solutions to Complex
Problems
• What do we need to bring to the table to be
effective in supporting and delivering the
services that are critical to building strong
vibrant communities?

6. How to approach
• The ability to listen without judgement
• To understand what may be going on when we might
feel that there is not equal commitment by everyone
to work together to find solutions and to implement
them.
• To create mentoring partnerships where it is
understood that learning is taking place for all involved.
• The passion to support change and empower those
that are seeking our support and resources
• To show up when you say you will

7. How to approach
• Work hard to build trusting relationships that
will transform how we all work together
• Seek ways to bring our Northern Partners into
our organizations so that they can mentor our
staff to better understand our differences
• To move forward at pace that is respectful of
our partners so that no one is left behind

8. Collaborative Initiatives
• Leading strategic planning initiatives to help
set priorities and strategic directions
• Lead processes to rethink the service delivery
model
• Support thinking to move towards being
community focused and to support innovative
approaches to engage communities and
people

9. Collaborative Initiatives
• Bringing clinical resources to the table to
support the Clinical services becoming more
family focused so that the potential
interventions are holistic and addresses the
needs of the child within the family context
• To broker partnerships to build expertise and
resources to care for their children in their
own community

10. Collaborative Initiatives
• Addressing barriers to achieving the goal of
bringing children home by working with our
partner to create a Housing Authority to build
homes for staff and carers
• Supporting the creation of a HR Strategy to
address recruitment, retention and wellness.
• Supporting the potential to build research
initiatives that will guide the future development
of new innovative ways to work together

11. Collaborative Initiatives
• Support the vision and development of a
foundation that will raise awareness,
resources and partnerships that will support
healthy communities to raise their families.
• To be a bridge between the agencies we have
the honour of serving and the resources that
are necessary, if we are to live in a society
where we are all treated equally .

12. Triple Bottom Line
• Our belief is that we must always keep in
mind, in whatever we do, the importance of
what is known as sustainable development to
build the desired future
• Our Service, Our People , Our Communities