CMHA - Peterborough Branch 2010 Strategic Planning Process

CMHA - Peterborough Branch 2010
Strategic Planning Process

A Request for Stakeholder Input

The Peterborough Branch of the Canadian Mental Health Association (CMHA Peterborough) has initiated a process to establish a new three-year strategic plan identifying 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

Members of the Board of Directors established project terms of reference and selected an external planning consultant to help facilitate the process. A work plan was approved in February 2010.
An "environmental scanning" phase involving a document review, staff survey and interviews with partner agencies, funders and other key stakeholders was carried out in March and April of 2010.
In early April members of the Board and Senior Management Team 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 this form on-line below and it will go directly to the consultant. CMHA staff and clients will also be invited to focus group sessions run by 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. Responses must be received by Wednesday, May 5, 2010..

The plan will be revised based on feedback received and an implementation planning session will be held with staff in May. The final plan will then be reviewed by the Board on May 19 and presented to the Annual General Meeting on June 23.

DRAFT April 19, 2010

THE ENVIRONMENTAL CONTEXT

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

Strengths:	Staff dedication and experience Responsiveness to community needs Broad range of mental health services offered High levels of client satisfaction An efficient and well run organization Positive internal culture Excellent community reputation Well linked and networked Accreditation and continuous quality improvement focus
Weaknesses:	Space and facilities Funding and resource challenges System gaps and unmet needs Wait lists Communication Wage disparities with other organizations
Opportunities:	Increased partnering Fundraising New building and facilities Transfer of services from hospital Increased public awareness of mental health issues Potential new funding sources Addressing needs of aging population Addressing medical and physical health needs
Threats:	Funding cutbacks Competition for fundraising Pressure on limited capacity Growth outpacing resources Increasing client acuity of illness Potential for staff burnout Changes in government policy
Any strategic initiatives undertaken by the CMHA Peterborough 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, VISION AND VALUES

Mission

A mission statement is a clear description of the purpose, mandate and "business" of an organization. The mission statement for CMHA Peterborough appears below:

To work with individuals, families and community partners in providing services to promote and enhance the mental health and wellness of those living within the communities we serve.

Focus Questions:

Feel free to suggest revisions to the mission statement.

Vision

A vision statement describes the "preferred future state" of an organization and its stakeholders. CMHA Peterborough's vision statement is the following:

Our vision is of a community which values human dignity and is dedicated to supporting mental health and wellness for all.

In pursuing this vision, CMHA Peterborough will be a collaborative partner and leader in the delivery of effective and high quality innovative services that support mental wellness.

Focus Questions:

Feel free to suggest revisions to the 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 Peterborough adheres 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
Partnerships
Excellence
Accountability
Creativity

Focus Questions:

Have any important values been overlooked?

EMERGING GOALS

The following high-level draft goals were developed at the planning retreat. The goals pertain to services to clients, the agency in the community, and developing the organization and its resources.

Services

1.1 Develop programs to address identified gaps in services for clients

1.2 Develop and promote ongoing client and family educational opportunities

1.3 Combine evidence-based best practices with client and family consultation to
incorporate continuous quality improvement in client service delivery

1.4 Promote client safety, health and wellness

1.5 Recognize and celebrate client achievements to promote a positive public
image and inspire other clients to success

The Agency in the Community

2.1 Increase awareness of mental health in the community

2.2 Enhance relationships with corporate partners to assist with employment,
housing and funding initiatives

2.3 Continue collaboration and partnering with other service providers

Organizational and Resource Development

3.1 Review, continue and enhance initiatives to create a positive workforce culture

3.2 Secure funding for capital projects and service growth and expansion

3.3 Develop and review a human resource plan to address service needs

3.4 Implement an integrated quality improvement framework that incorporates
staff and client safety, risk management, resource utilization and ethics

Focus Questions:

Are there any suggested revisions to the draft strategic goals?

Clients:
Community:
Organization and Resources:

Have any important goals been missed?

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

Individual/Group completing form (Optional):