CMHA CHATHAM KENT Strategic Planning Process

CMHA CHATHAM KENT
Strategic Planning Process

A Request for Stakeholder Input

CMHA Chatham Kent has initiated a process 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 and Chief Executive Officer initiated the project in early 2008. An external consultant was recruited to facilitate the process and a work plan was finalized in March.
Relevant reports and background data were reviewed by the consultant.
A questionnaire was completed by 33 staff members. Questions addressed views of the agency, perceptions about significant external factors, feedback on programs and services, and views on roles, priorities and future directions for the organization.
The consultant completed a series of interviews with external stakeholders from other agencies and community groups.
Members of the Board of Directors and management team participated in a strategy development session on May 8, 2008. They reviewed the data from the surveys and interviews and developed the preliminary versions of the 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. Focus groups with consumer survivors are also being scheduled.

Individuals, groups or organizations may complete the attached response form and fax or mail their comments directly to the planning consultant.

You may complete this form on-line below and it will go directly to the consultant. You will have a chance to edit your comments after you press "submit". Focus questions have been provided to guide discussion and feedback. Your responses must be received by Friday, May 30, 2008. The plan will be revised based on feedback received and submitted to the Board for approval.

Issued May 20, 2008

THE ENVIRONMENTAL CONTEXT

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

Strengths:	Comprehensive range of services Client focused Skilled and experienced staff Flexible and responsive to changing client needs Agency culture of dedication and caring Good community player Reputation in community Cost effective client care Central location
Weaknesses:	Low community visibility Internal communication Resources stretched thin Mandate restricted to the seriously mentally ill Need for more community education and services Low level of fundraising Salary disparities Service gaps
Opportunities:	New services to address community needs Expanded partnerships New funding Ability to bridge systems - Justice, MCSS, Education Marketing to increase profile Tri-County integration
Threats:	Funding shortfalls Competition and "turf protection" from other providers Prejudice and stereotyping Implications of unmet needs Decline of local economy Overload and staff burnout Staff recruitment and retention challenges Loss of autonomy through amalgamation
Any strategic initiatives undertaken by CMHA Chatham Kent 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. The mission statement for CMHA Chatham Kent appears below:

CMHA Chatham-Kent exists for the achievement of mental health for all people of Chatham-Kent. Further, CMHA exists to build resilience, recovery and maximum function for people experiencing mental illness through direct service, education, prevention and advocacy.

Focus Question:

Have any important elements of the CMHA Chatham Kent mission been overlooked in this statement?

Feel free to comment on any aspects of the mission.

VISION

A vision statement describes the "preferred future state" of an organization and its stakeholders. Participants at the May 8 planning session engaged in a visioning exercise that is reflected in the following elements of a "preferred future" for the agency:

Expanded programming
Integrated services across the region
A strong leadership profile
Adequate resources
Successful community outcomes

Focus Question:

Have any vision elements been overlooked?

Feel free to suggest wording for a new agency vision statement.

VALUES

Organizational values are formal statements of beliefs that guide an organization in its relationships with its stakeholders as it discharges its mission in pursuit of its vision. CMHA Chatham Kent adheres to the values adopted by CMHA Ontario:

Social justice
Individual and collective responsibility
Self-determination
Community integration
Access to appropriate and adequate resources/supports

Partnership
Excellence
Accountability
Creativity
Integrity

Focus Question:

Feel free to make any comments about the CMHA values.

EMERGING GOALS

The following high-level draft goals were developed at the planning retreat. The goals pertain to programming, system integration, profile and resource development.

Programming

1.1 Explore ways to provide services to the moderately mentally ill and general community
on mental health issues.

1.2 Explore the development of a crisis program in conjunction with the hospital crisis team.

1.3 Expand vocational rehabilitation programming.

1.4 Change the housing model to capitalize on new housing opportunities.

1.5 Expand case management to include early intervention, psychoses, use of nurses and
other specialties.

System Integration

2.1 Develop a business plan for centralized administration for the whole LHIN area
as it relates to addictions and mental health..

2.2 Establish centralized intake services for the LHIN located at a single location.

2.3 Centralize Tri-County crisis services with one access point for triage.

2.4 Establish a standardized discharge model for the whole LHIN.

2.5 Develop a matrix for utilization and measurements across the LHIN.

Profile

3.1 Raise the profile of the agency through a communication and branding program.

3.2 Increase Board and staff presence in the community.

3.3 Initiate outreach to schools, businesses, professionals and other key community groups.

3.4 Raise public awareness of mental health issues.

Resource Development

4.1 Increase financial resources through fee for service, new fundraising initiatives
and partnerships.

4.2 Maximize efficiencies through hospital/CMHA service integration, internal cost-
benefit analysis and the Tri-County agreement.

4.3 Promote the mental and physical wellness of staff.

4.4 Maximize the utilization and support of volunteers.

4.5 Launch initiatives to support the recruitment and retention of qualified staff.

4.6 Work towards centralizing all services in Chatham at a single location.

Focus Question:

Are there any suggested revisions to the draft strategic goals?

Programming:
System Integration:
Profile:
Resource Development:
Have any important goals been missed?

What do you feel should be the most important priority for CMHA Chatham Kent in the next year?

Individual/Group Completing Form (Optional):

Your input is greatly appreciated.