BRAIN INJURY SERVICES OF HAMILTON Strategic Planning Process

BRAIN INJURY SERVICES OF HAMILTON Strategic Planning Process

A Request for Stakeholder Input

Brain Injury Services of Hamilton (BISH) has initiated a project to update its strategic plan and identify future directions and priorities. 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 internal planning consultant to help facilitate the process. A work plan was approved in April 2006.
An "environmental scanning" phase involving a document review, reference to previous staff planning sessions, and interviews with partner agencies, funders and other key stakeholders was carried out in May and June of 2006.
In June, members of the Board, management and some designated staff participated in a 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.

Individuals, groups or organizations may complete the attached response form and fax or mail their comments directly to the planning consultant. BISH staff, participants and families will also be invited to focus group sessions run by the consultant in August.

Focus questions have been provided to guide discussion and feedback. Regardless of which method you chose to reply, your responses must be received by Thursday, August 31, 2006.

The plan will be revised based on feedback received and an implementation planning session will be held with staff in September. The final plan will then be reviewed and finalized by the Board at its meeting in October 2006.

Issued July 2006

THE ENVIRONMENTAL CONTEXT

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

Strengths:	High quality, well grounded and innovative programming Broad range and variety of services Dedicated Board, staff and volunteers Well trained staff with clinical expertise Multidisciplinary approach Focus on participant needs Reputation as a leader in ABI Mix of Ministry funding and fee-for-service revenue Flexible and adaptable Willingness to take on new challenges
Weaknesses:	Long wait lists Funding and resource constraints Physical space limitations Internal communication and operational consistency Low community profile Retention/turnover of relief and contract staff
Opportunities:	New programming initiatives to address needs Funds from Foundation Increased fee for service activities Corporate partnerships Innovative delivery models Expansion in other regions Partnering through LHINs Research Technological applications
Threats:	Government and legislative change Uncertainty re: LHINs Growth outpacing resources Workload and burnout Negative publicity Opposition from neighbours Unionization Safety and liability issues Aging clients with higher levels of need
Any strategic initiatives undertaken by BISH 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 June planning retreat reviewed the current mission statement, and while they had some minor wording suggestions, they felt that overall the statement was clear and accurate. The BISH mission statement appears below:

Brain Injury Services of Hamilton provides an holistic and enabling environment in which to increase opportunities for independence for adults with acquired brain injury. Skilled staff, respecting individual preferences, empower each individual to achieve goals and learn strategies to maximize potential.

Focus Question:

Have any important elements of the BISH 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 June planning retreat engaged in a visioning exercise for the agency and identified the following elements of a future for BISH:

Vision Elements - BISH in 2010

Expanded programs and services
High profile and recognized leadership
Effective client outcomes

The current BISH vision statement was then reviewed and appears below:

Brain Injury Services of Hamilton will be the leader in the provision of innovative services, the development of best practices, the delivery of public education 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. The goals pertain to program development, organizational development, outreach, profile and resources.

Program Development

1.1  Assess community needs for programming and expanded services for different
       age groups and in different regions.
1.2  Enhance access to addiction services for ABI.
1.3  Develop a paid work program for participants.
1.4  Continually ensure that all programs are goal oriented, evidence based and
       guided by best practices.

Organizational Development

2.1  Establish an ongoing Board development program.
2.2  Expand and promote staff development opportunities.
2.3  Improve horizontal and lateral communication within the agency.
2.4  Continually monitor and improve policies and practices related to staff and
       participant safety.

Outreach/System Development

3.1  Continue to participate in the development of the LHIN.
3.2  Provide leadership for the development of a LHIN-wide ABI network
3.3  Foster capacity building of other agencies through information, support and training.

Profile

4.1  Increase visibility and public awareness of the organization.
4.2  Foster ABI education and awareness through partnering and involvement in
       community relations.
4.3  Advocate for improved ABI resources.

Resources

5.1  Seek opportunities for increased efficiencies and creative deployment of
       resources that enhance the agency's capacity to provide services.
5.2  Increase staff retention through incentives/staff recognition initiatives.
5.3  Promote and support research and development in ABI.
5.4  Review office and programming space requirements and identify an appropriate
       location to which to relocate.
5.3  Increase revenue from fee for service initiatives.

Focus Questions:

Are there any suggested revisions to the draft strategic goals?

Program Development:
Organizational Development:
Outreach/System Development:
Profile:
Resources:
Have any important goals been missed?
What do you feel should be the most important priority of BISH in the next year?

COMMENTS & SUGGESTIONS

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

Individual/Group completing form: (Optional)

Your input is greatly appreciated.