CMHA - Brant County Branch Strategic Planning Process

CMHA - Brant County Branch Strategic Planning Process

A Request for Stakeholder Input

The Brant County Branch of the Canadian Mental Health Association (CMHA Brant) has initiated a strategic planning project to review its priorities and establish future goals for 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 for CMHA Brant.

The Process to Date

In January 2004 an external consultant was selected to facilitate the planning process, subject to funding from the Trillium Foundation. Funding was confirmed and the Board Executive Committee approved a finalized work plan on February 27.
An internal survey was distributed to all CMHA Brant employees in April 2004. The questionnaire contained questions about key strategic issues facing the agency and solicited views on future directions and priorities. Two thirds of the staff completed and returned the questionnaire by the April 30 deadline.
Eleven semi-structured key informant telephone interviews with funders, local partners, agencies and other key community players were carried out by the consultant during the weeks of April 26 and May 3.
On Saturday, May 8, members of the Board of Directors, management team and selected staff members participated in a strategic planning retreat. The group conducted an environmental scan, reviewed the mission, vision and values statements and drafted some possible future goals for the organization. Their work is documented 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" which 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 following response form and their comments will be sent directly to the planning consultant. Staff members will also be invited to focus group sessions run by the consultant in June. Focus questions have been provided to guide discussion and feedback.

Deadline for responses has been extended to July 12, 2004.

The plan will be revised based on feedback received and an implementation planning session will be held with staff in July. The final plan will then be presented to the Board for approval in early September and presented to the Annual General Meeting on September 14, 2004.

THE ENVIRONMENTAL CONTEXT

The following "SWOT" analysis (strengths, weaknesses, opportunities and threats) for CMHA Brant was assembled from stakeholder feedback and expanded and refined at the planning session:

Strengths:	Seasoned and dedicated front-line staff The CMHA affiliation A broad range of programs Flexibility, responsiveness and perseverance in meeting needs The downtown location Advocacy and empathy for people supported Consumer and family involvement Efficiency in delivering services
Weaknesses:	Inadequate levels of funding Programs spread too thin Lack of a clear vision Low profile in the community Lack of partnering Tendency to be reactive rather than proactive Some staff morale and communication issues The building and physical plant
Opportunities:	Mental health is on many agendas Developing partnerships Outreach and awareness building New funding sources New programming to address identified needs Enhancing existing programming to meet demand Utilizing best practices Mental Health Implementation Task Force recommendations
Threats:	Funding uncertainties Competition for funds Loss of critical mass through erosion of programs Increasing gaps between needs and services Staff burnout and retention
Any strategic initiatives undertaken by the CMHA Brant 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 May planning retreat reviewed the current mission statement and suggested minor revisions. Mission statements from other CMHA branches were also reviewed. The suggested mission statement for CMHA Brant, reflecting some minor revisions, appears below:

To promote a positive approach to mental health among all people in Brant County and to enhance the quality of life of individuals through leadership, education, partnership, advocacy, empowerment and support.

Focus Question:

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

Feel free to suggest revisions to the mission statement.

VISION AND ASPIRATIONS

A vision statement describes the "preferred future state" of an organization and its stakeholders. CMHA Brant supports the CMHA Ontario vision statement of:

A society which values human dignity and enhances mental and emotional well being for all.

Participants at the May planning retreat engaged in a more specific visioning exercise for the agency and identified the following organizational aspirations for CMHA Brant as it pursues its vision:

Aspirations - CMHA Brant in 2007

Recognized for providing quality programming for persons affected by mental health issues and homelessness
Expanded programming that meets community needs
Adequate levels of resources
A high public profile
A valued leader in the community

Focus Questions:

Have any organizational aspirations been overlooked?

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 Brant proposes to continue to adhere to the following values adopted by CMHA Ontario:

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

Integrity
Partnership
Excellence
Accountability
Creativity

Focus Question:

Have any important values been missed?

Feel free to suggest revisions to the values.

EMERGING GOALS

The following high-level draft goals were developed at the planning retreat. The goals pertain to rationalizing and integrating programs, reaching out to the community, addressing internal issues, and expanding the agency's resource base:

1.0 Programs and Services

1.1  Create a clear service philosophy for CMHA Brant.
1.2  Review all current programs in terms of needs, strengths, gaps and resource levels.
1.3  Locate and review different service models to determine best practices for
       CMHA Brant.
1.4  Establish procedures to continually evaluate programs and change as needed.
1.5  Develop relevant programs for "invisible" individuals such as young adults and the
       older population.

2.0 Outreach

2.1  Increase liaison and partnerships with community agencies.
2.2  Increase community education to address stigma re: mental health.
2.3  Raise the agency profile through external liaison, media relations, advertising
       and special events.
2.4  Promote the new "mental health works" initiative to the private sector.

3.0 Organizational Development

3.1  Pursue agency accreditation.
3.2  Increase partnerships and linkages to CMHA at all levels.
3.3  Create an open, inclusive and flexible decision making process.
3.4  Establish programs and practices that build on core competencies, foster teamwork
       and improve staff morale.
3.5  Create an accurate and comprehensive information system about programs
       and services.

4.0 Resource Development

4.1  Develop an effective fundraising program with a major annual fundraising event,
       planned giving and an expanded volunteer network.
4.2  Cultivate private sector financial support through board members, staff and volunteers.
4.3  Work cooperatively with existing funders to identify new sources of funding.
4.4  Identify fee-for-service opportunities.

Focus Questions:

Are there any suggested revisions to the draft strategic goals?

Programs and Services:
Outreach:
Organizational Development:
Resource Development:
Have any important goals been missed?
What do you feel should be most important priority of CMHA Brant in the next year?

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

Individual/Group completing form: (Optional)

Your input is greatly appreciated.