CMHA - Peterborough Branch Strategic Planning Process

CMHA - Peterborough Branch Strategic Planning Process

A Request for Stakeholder Input

The Peterborough Branch of the Canadian Mental Health Association (CMHA Peterborough) 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.

The Process to Date

Members of the Board of Directors established project terms of reference and selected an internal planning consultant to help facilitate the process. A work plan was approved in December 2005.
An "environmental scanning" phase involving a document review and interviews with partner agencies, funders and other key stakeholders was carried out in February and March of 2006.
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 the following submission form or mail their comments directly to the planning consultant. CMHA staff and consumers will also be invited to focus group sessions run by the consultant in early May. Focus questions have been provided to guide discussion and feedback. Regardless of which method you chose to reply, your responses must be received by May 19, 2006.

The plan will be revised based on feedback received and an implementation planning session will be held with staff in June. The final plan will then be reviewed by the Board on June 21 and presented at the Annual General Meeting on June 28.

Issued April 24, 2006

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 Continuum of mental health services across four counties Well linked and networked Strong leadership role Responsive to needs Ability of organization to adapt to change Focus on wellness Consumer orientation Positive internal culture Positive relationships with funders
Weaknesses:	Inadequate levels of funding Some unmet needs Staff turnover Wage disparities with other organizations Space and facilities Low public awareness of mental health issues
Opportunities:	Well positioned for growth and new funding Increased partnering Increased role for consumers Community awareness/education MCSS transformation of developmental services Transfer of services from hospital Increased use of technology Introduction of new Local Health Integration Networks (LHINs)
Threats:	Competition for fundraising Loss of qualified staff Pressure on limited capacity Rapid expansion leading to loss of focus Aging population "Turf protection" among agencies Potential for burnout Changes in government policy and funding priorities Uncertainty re: the impact of LHINs
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

A mission statement should be a clear description of the purpose, mandate and "business" of an organization. Participants at the April planning retreat reviewed the current mission statement and suggested minor revisions. Mission statements from other CMHA branches were also examined. The suggested revised mission statement for CMHA Peterborough appears below:

To work with individuals, families and community partners to promote and enhance the mental and emotional well being of those living within the communities we serve.

Focus Question:

Have any important elements of the CMHA Peterborough 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 Peterborough 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 April planning retreat also engaged in a more specific visioning exercise for the agency and identified the following organizational aspirations for CMHA Peterborough as it pursues its vision:

Aspirations - CMHA Peterborough in 2010

Expanded services and facilities
Shared leadership through effective partnerships
Recognized for innovation and excellence
Effective program outcomes with a positive community impact

The suggested organizational vision statement, reflecting the above aspirations, is the following:

CMHA Peterborough will be valued as a collaborative partner and employer of choice in the delivery of a continuum of effective and high quality services that support mental wellness and have a positive impact on clients and the community.

Focus Question:

Have any organizational aspirations been overlooked?

Feel free to suggest revisions to the agency vision statement.

VALUES

A number of broad strategic directions that could be undertaken by agencies in the Toronto DS sector have emerged from the process so far:

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 Branch will incorporate the following CMHA-Ontario values into its operating principles:

We value social justice. We believe that social justice includes a commitment to a basic sense of fairness, a respect for differences among people, and that every human being deserves an equal opportunity in life.

We value individual and collective responsibilities. We believe that both individuals and society as a whole share in the tasks of informing the public, eliminating causes of mental illness, and caring for those individuals who want or need care.

We value access to appropriate and adequate resources/supports. We believe that people require friendships and other natural supports. When formal supports are needed people should be able to choose the least intrusive option from a comprehensive range of appropriate mental health programs and services, without undue delay, and as close to their home community as possible.

We value self-determination. We respect differences among people and the right of every individual and community to make choices and decisions based on unique individual beliefs and community norms. Basic to this right of self-determination is the need of people to be involved in decisions that affect their lives.

We value community integration. Community integration of all people is an essential prerequisite to the development of healthy communities. We are committed to removing the barriers that prevent people, especially those with mental disorders, from fully participating in the life of the community.

We value integrity. We believe that our day-to-day work must be true to our shared values and beliefs, and dedicated to promoting public trust and a sense of confidence within the organization.

We value partnership. Partnership is dependent upon shared values and the cooperative efforts of all those working towards a responsible and accessible mental health system. One important partnership includes consumer/survivors, families, service providers and the community. We are committed to sharing, and view participation and partnership as essential to realizing our goals and objectives.

We value excellence. We are committed to developing and maintaining the highest possible standards of management and operation to ensure that programs and services meet the needs and expectations of the community.

We value accountability. We are guided by our shared mission, values, goals and objectives. As a publicly funded charitable organization we are committed to using our funds as efficiently and effectively as possible, and to being open to the highest standards of public scrutiny.

We value creativity. As an organization we must encourage innovative ideas and new ways of doing things that are responsive to changing attitudes and needs in the community as well as to ongoing organizational changes.

Focus Question:

Feel free to make any comments about the CMHA values

EMERGING DIRECTIONS

The following high-level draft goals were developed at the planning retreat. The goals pertain to services to clients, the agency in the community, leadership and organizational development.

Clients

1.1  Expand the client base by providing services to those of all ages.
1.2  Promote communication with clients during periods of organizational transition.
1.3  Address the need for specifically trained professional staff to provide and direct client service.
1.4  Develop methods to recognize and celebrate client success.
1.5  Recognize consumer/survivor and family driven initiatives in program development.

Community

2.1  Develop a communication strategy to increase awareness of mental health issues by the
       public, media and government.
2.2  Foster the community integration of those living with mental illness.
2.3  Expand community support for corporate and public fundraising.
2.4  Increase community participation of volunteers, members and corporate partners.

Leadership

3.1  Enhance and increase opportunities that support principles of mental health systems
       restructuring, growth and development.
3.2  Develop a systems model of delivery that coordinates and integrates services based on
       best practices, in conjunction with existing mental health and addictions services

Organizational Development

4.1  Develop and implement a strategy for accreditation.
4.2  Increase the use of technology in all agency operations.
4.3  Develop and implement a Board development program.
4.4  Focus on staff recruitment, retention and succession with the primary objective of
       ensuring all staff shares the organizational vision and mission.
4.5  Secure capital funding for the purchase of a new building, or renovation of the existing
       building, in collaboration with community partners.

Focus Questions:

Are there any suggested revisions to the draft strategic goals?

Clients:
Community:
Leadership:
Organizational Development:
Have any important goals been missed?
What do you feel should be the most important priority of CMHA Peterborough in the next year?

COMMENTS & SUGGESTIONS

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

Individual/Group completing form: (Optional)

Your input is greatly appreciated.