Brain Injury Services 2009 Strategic Planning Process

BRAIN INJURY SERVICES
2009 Strategic Planning Process

A Request for Stakeholder Input

Brain Injury Services (BIS) has initiated a project to update its 2007-2001 strategic plan and identify new directions and priorities to shape the continued evolution of the agency. The new strategic plan is being developed with extensive stakeholder involvement. This discussion paper has been prepared to inform you about the project and solicit your responses to the emerging strategic directions.

The Process to Date

The Board Chair and Executive Director established project terms of reference and selected an external planning consultant to help facilitate the process. A work plan was approved in May 2009.
An "environmental scanning" phase involving a document review, analysis of staff, client and family satisfaction survey data, and interviews with partner agencies, funders and other key stakeholders was carried out in June and July of 2009.
In early October, about 35 participants drawn from the Board, management and staff attended an eight-hour strategic planning retreat. They reviewed the data from the environmental scan and developed the preliminary versions of the vision, mission and strategic goals that are reflected in this paper.

What Happens Next?

The next step of the consultation process begins with this discussion paper, which reflects the thinking of the participants in the planning process so far. This is "work in progress" that will evolve as we hear more from our various stakeholders. Please read it carefully and consider the questions posed. It is not necessary to answer all the questions - just pick the items that you are interested in. Responses must be received by Friday, November 27, 2009.

Individuals, groups or organizations may complete the attached response form and fax or mail their comments directly to the planning consultant. BIS participants and family members will be interviewed and staff will be invited to focus group sessions run by the consultant in November.

The plan will be revised based on feedback received and an implementation planning session will be held with staff in early December. The final plan will then be reviewed and finalized by the Board at its meeting in January 2010.

Issued October 26, 2009

THE ENVIRONMENTAL CONTEXT

The following "SWOT" analysis (strengths, weaknesses, opportunities and threats) for BIS was assembled from stakeholder feedback and input at the planning session.

Strengths:	Well run and managed Dedicated Board, staff and volunteers Positive internal culture Facilities and homes Success with hard to serve clients Breadth of geography and services Quality and evidence-based standards of care Client satisfaction Progressive, flexible and innovative Strong community partnerships Relationship with funders Leadership profile in the community
Weaknesses:	Long wait lists Funding and resource constraints Low public profile Retention/turnover of relief and contract staff Technology Need for more culturally diverse staff
Opportunities:	Expanding services to other age groups Recreation therapy Increased caregiver supports Increased partnering Community connections Innovative delivery models New sources of revenue Technological applications Research Adopting a prevention focus
Threats:	Economy and stability of funding Government and legislative change Insurance becoming more restrictive Growth outpacing infrastructure Aging clients and families Competition vs. collaboration
Any strategic initiatives undertaken by BIS should build on strengths, rectify weaknesses, capitalize on opportunities and address threats.

Focus Question:

Should any other strengths, weaknesses, opportunities or threats be considered?

Strengths:
Weaknesses:
Opportunities:
Threats:

MISSION

A mission statement should be a clear description of the purpose, mandate and "business" of an organization. Participants at the October planning retreat reviewed the current mission statement and made revisions to better capture the essence of BIS in 2009. The proposed new mission statement appears below:

Brain Injury Services offers individuals with an acquired brain injury opportunities for education, community integration and increased independence through innovative goal-focused services.

Focus Question:

Have any important elements of the BIS mission been overlooked in this statement?

Feel free to suggest revisions to the mission statement.

VISION

A vision statement describes the "preferred future state" of an organization and its stakeholders. Participants at the October planning retreat engaged in a visioning exercise for the agency and identified the following elements of a preferred future for BIS:

Vision Elements - BISH in 2015

Expanded programs and facilities
High profile and recognized leadership in service and research
Successful client outcomes

The current BISH vision statement was then reviewed, and a slightly revised version appears below:

Brain Injury Services will be the leader in the provision of innovative services, the development of best practices and the achievement of successful program outcomes. Through productive partnerships Brain Injury Services of Hamilton will develop a barrier free and inclusive model of community integration.

Focus Question:

Have any vision elements been overlooked?

Feel free to suggest revisions to the agency vision statement.

EMERGING GOALS

The following high-level draft goals were developed at the planning retreat and pertain to expanding programs, developing the organization and raising its leadership profile.

Program Development

1.1  Provide services to seniors with ABI in partnership with a LTC facility.
1.2  Provide outreach, education and navigation services for youth with ABI.
1.3  Explore accessing federal funding for special groups.
1.4  Increase services and supports for caregivers and families on waiting lists.
1.5  Expand client-specific recreational programs.
1.6  Continually improve quality in all existing and new programs and services.

Organizational Development

2.1  Expand staff development opportunities.
2.2  Continue to develop new media and forums to facilitate horizontal and vertical
        communication within the agency.
2.3  Foster a positive worklife culture across the organization.
2.4  Enhance the use of technology in clinical and administrative operations.
2.5  Promote participant and staff safety through enhanced policies and safety practices.
2.6  Increase visibility and public awareness of the organization across the region.

Leadership and Collaboration

3.1  Promote and support research and knowledge transfer in ABI.
3.2  Advocate for the creation of an ABI-specific curriculum at colleges and universities.
3.3  Work with other ABI agencies to establish a standard strategy and criteria for waitlists.
3.4  Foster ABI education and awareness through partnering and involvement in community
        relations.

Focus Question:

Are there any suggested revisions to the draft strategic goals?

Program Development:
Organizational Development:
Leadership and Collaboration:

Have any important goals been missed?

What do you feel should be the most important priority of BIS in the next year?

COMMENTS & SUGGESTIONS

Feel free to make any other comments or suggestions to assist with the BIS strategic planning process:

Individual/Group completing form: (optional)