CMHA Business Plan 2006-2009 by ygs12945

VIEWS: 0 PAGES: 20

									      Durham Branch



Strategic Business Plan
      2008–2010




        February 22, 2008
CMHA DURHAM BRANCH                           STRATEGIC BUSINESS PLAN: 2008-2010




                             TABLE OF CONTENTS

                1.0 Introduction         ………………………………                  page 3
                2.0 Methodology          ………………………………                         3
                3.0 Vision, Mission & Statement of Values     ………             4
                4.0 Organization Overview:
                      4.1 Background     ………………………………                         5
                      4.2 Community Services           ………………                 6
                5.0 Environmental Scan ………………………………                           7
                6.0 System Integration & Service Co-ordination Initiatives    8
                7.0 Strategic Goal & Objectives ………………………                     8
                8.0 Commitments & Strategies 2008-2010        ………            10



                Appendix ‘A’ – Background Resources
                Appendix ‘B’ – Strategic Business Plan Contributors
                Appendix ‘C’ – Glossary of Terms
                Appendix ‘D’ – Strategic / Business Planning Framework




February 22, 2008                                                            Page 2
CMHA DURHAM BRANCH                             STRATEGIC BUSINESS PLAN: 2008-2010


1.0 INTRODUCTION
       For almost fifty years, the Canadian Mental Health Association (CMHA) Durham
       Branch has developed a reputation as a key provider of community-based mental
       health services in the East GTA. CMHA Durham has found its success to be the
       result, in part, of its ability to be innovative and to evolve as the needs of the
       community have changed. In recognition of its success CMHA has received full
       accreditation standing in both 2003 and 2006. Planning has become a mission-
       critical activity for this agency.
       In 2004, CMHA Durham published a Strategic Business Plan for the planning
       period 2004-2007, and subsequently prepared an update in 2006 for the period
       2006-2009. These plans have served the agency well, providing it with a vehicle
       for communicating its strategic priorities, a goal to focus the organization, and
       key objectives to drive results.
       Throughout this period the health care sector has continued to undergo
       significant change. The most significant change to impact the sector is the
       implementation of the Local Health Integrated Network (LHIN), and in particular,
       the Central East LHIN. This has significantly impacted the way health care
       providers/transfer agencies are thinking about how to position their organizations
       for success within the still unfolding planning and funding frameworks.
       CMHA Durham continues to explore opportunities to align the organization
       across the entire heath care system.
       The 2010 Strategic Business Plan is a summary of the Branch’s proposed
       responses to the on-going changes in the health care sector that are anticipated
       to unfold during the planning period.


2.0 METHODOLOGY
       The 2010 Strategic Business Plan was developed using the following process:
          Reviewed the Integrated Health Service Plan (IHSP) published in late 2006 by
           the Central East LHIN and utilized gap analysis to identify where CMHA
           activities could be enhanced to align with the IHSP.
          Reviewed internal documents including the Branch’s current Business Plan:
           2006-2009, and external documents. (Refer to Appendix ‘A’).
          Facilitated a series of visioning sessions with the Board President and Vice-
           President, Senior Management Team, Psychiatrist, and other consultants
           retained by CMHA Durham (refer to Appendix ‘B’ for a list of contributors).
          Consulted with the Senior Management Team to identify Strategic Priorities:
           Goals, Objectives and Strategies.
          Consulted with the Branch’s Quality Council to ensure a strong link between
           quality indicators and agency priorities.
          Sought Board of Directors approval of the Business Plan in February 2008.




February 22, 2008                                                                 Page 3
CMHA DURHAM BRANCH                              STRATEGIC BUSINESS PLAN: 2008-2010


3.0 BRANCH MISSION, VISION & STATEMENT OF VALUES
       Vision:
       We envision a community in which individuals are valued and respected. The
       community is a diverse, accepting one, mobilized to empower all residents.
       CMHA Durham strives to nurture and promote that healthy community.


       Mission:
       CMHA Durham exists to promote and enhance the mental and emotional well
       being of the residents of Durham Region.
       In its work CMHA Durham strives to…
                provide a range of responsive programs in an atmosphere of mutual
                  sharing
                educate the wider community regarding mental health issues
                develop and operate community-based mental health programs for
                  people requiring support
                work closely with other related services in the community
                participate in developing other suitable programs in the community

       Statement of Values:
       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.
       Individual & Collective Responsibility: we believe that both individuals and society
       as a whole share in the task of informing the public, eliminating causes of mental
       illness, and caring for those individuals who need or want care.
       Access to Appropriate & 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.
       Self-Determination: we respect differences among people and the right of every
       individual and community to make choices and decisions based upon unique
       individual beliefs and the community norms. Basic to this right of self-
       determination is the need of people to be involved in decisions that affect their
       lives.
       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.
       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.


February 22, 2008                                                                   Page 4
CMHA DURHAM BRANCH                              STRATEGIC BUSINESS PLAN: 2008-2010


       Partnership: Partnership is dependent upon shared values and the co-operative
       efforts of all those working towards a responsive 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.
       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.
       Accountability: We are guided by our shared mission, vision, 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.
       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.




4.0 ORGANIZATION OVERVIEW

       4.1 Background
       The Canadian Mental Health Association Durham Branch has a well-established
       history of serving the Durham community for 49 years. It is part of the national
       association founded in 1918. The mission of CMHA Durham is to promote and
       enhance the mental and emotional well being of the residents of Durham Region.
       CMHA Durham has evolved into an effective multi-service agency offering a full
       range of services and supports, which greatly benefit our consumers and their
       families. In recognition of its work and practices, CMHA has received full
       accreditation standing in both 2003 and 2006.


       CMHA Durham has successfully integrated its range of mental health services
       onto one site, with outreach to the entire Durham Region. The agency has
       continued to extend its collaborative relationships with traditional and
       nontraditional partners to better enhance the delivery of services within the whole
       health care system. CMHA Durham has achieved significant success by
       providing service integration and simplified centralized access within its own
       range of diverse services and supports.




February 22, 2008                                                                   Page 5
CMHA DURHAM BRANCH                            STRATEGIC BUSINESS PLAN: 2008-2010


       4.2 Community Services
       CMHA Durham provides the following programs and services to the community:
       Community Access Services
           Intake Services (for all CMHA services including ACTT)
           Immediate Services:
             - Brief Case Management
             - Court Support Case Management
             - Public Trustee Service
             - Short-term, Solution-focused Counselling
             - Family Linkages
           Client File Management
           Common Intake Process with Durham Mental Health Services.
       Community Health Promotion
           Youth Programs (e.g. TAMI Coalition)
           Whole-Person Health Promotion/Education
           Wide range of Presentations to Schools, Businesses and the Community
           Educational Partnerships with Other Community Organizations
       Clinical Services
            Assertive Community Treatment (ACT) Team
            Community Treatment Order (CTO) Program
            Community Mental Health Nursing – internal & external
            Early Psychosis Intervention – EPI (in partnership with Lakeridge Health)
            Concurrent Disorders (in partnership with Pinewood Centre, Lakeridge
               Health)
            Psychiatric Consultations
            Medication Management Training – internal & external
            Clinical Training & Development
       Housing & Case Management Services
           Multi service Teams providing an array of services supporting:
             - Independent apartment units
             - Group living homes
             - Case management services to the community
       Rehabilitation & Employment Services
           Day Program
           Employment Skills Training
           Training, Employment Services, & Small Business Initiatives
           Transitional Employment
           Peer Support Program
           Business Partnerships: Hubbell Canada – Pickering, Manufacturing
              Technology Centre (MTC) – Whitby.




February 22, 2008                                                               Page 6
CMHA DURHAM BRANCH                             STRATEGIC BUSINESS PLAN: 2008-2010


       Consulting: Leading Practices
           Accreditation Advisory Services to Community Organizations – within the
              Central East LHIN and Provincially
           Continuous Quality Improvement (CQI) Partnerships
       Corporate Services
           Back Office Services - internal & external (HR, IT, Admin, and Finance)
           Property Management/Maintenance – internal & external
           Housing Unit Acquisition & Lease Management
           Database Management


5.0 ENVIRONMENTAL SCAN: A REVIEW OF FACTORS AND FORCES DRIVING CHANGE
The health care system in Ontario continues to undergo extensive change. In response
to these changes CMHA Durham identified four (4) external influences that will shape
the agency between now and 2010.

   1. CELHIN Relationship:
       It is anticipated that the agency will negotiate its Community Service
       Accountability Agreement in the fall of 2009. It is unclear what direction the
       CELHIN will take in terms of the scope of services CMHA is to provide.
       Uncertainty exists about how service coordination will evolve under the direction
       of the CELHIN.

   2. Finding New Ways to Enhance Capacity:
       The IHSP set forth the expectations of an integrated health care system. The
       agency will continue to pursue strategic alliances with traditional and
       nontraditional partners in order to enhance capacity across the health care
       continuum.

   3. Changing Population and Communities:
       A growing population base, increased cultural diversity, and an ever increasing
       aging profile of the communities served will impact and direct service delivery.

   4. Changing Workforce:
       Health care professionals including doctors, RN’s and other providers will
       continue to be in strong demand in this competitive labour market. Increased
       cultural diversity within the workforce and the changing expectations of younger
       workers are expected to present challenges in service delivery.




February 22, 2008                                                                  Page 7
CMHA DURHAM BRANCH                              STRATEGIC BUSINESS PLAN: 2008-2010


6.0 SYSTEM INTEGRATION AND SERVICE CO-ORDINATION INITIATIVES

Integration requires all health service providers to work together to find more effective
and more efficient ways of delivering services to the health care consumers. CMHA will:
       Continue to work collaboratively with other community partners (traditional and
        non-traditional), leveraging each other’s unique capabilities/specialities to
        improve coordination and integration of services.
       Negotiate our Community Service Accountability Agreement with the CELHIN
        and be accountable to the CELHIN for performance effectiveness and
        efficiencies.
       Continue to expand and refine the use of multi service teams (MST’s) in the
        provision of services.
       Enhance accessibility through innovation within the health care community and
        continue to provide the community with centralized access to service.
       Maintain its accreditation standard by retaining its continuous quality
        improvement philosophy as it prepares for it 2009 accreditation review.
       Continue to provide back office services to community organizations and expand
        these services to other community organizations.
       Continue to invest in skill enhancement of all CMHA staff and where applicable
        community partners through training, mentoring and collaboration.



7.0 STRATEGIC GOAL & OBJECTIVES
As a result of changes occurring in the external environment, and based on significant
progress achieved internally in addressing previous year’s objectives, the Branch has
updated its Strategic Goal & Objectives.


        Strategic Goal

        Develop the strategic flexibility to position CMHA Durham for change that
        will enhance our ability to deliver quality services, and our ability to
        initiate/respond to new opportunities throughout the health care sector.

        The agency is seen as an organization that promotes excellence through
        collaboration, quality management, innovation and accreditation.




February 22, 2008                                                                  Page 8
CMHA DURHAM BRANCH                            STRATEGIC BUSINESS PLAN: 2008-2010


       To achieve this goal, Durham Branch will pursue the following Key Objectives.

        Key Objectives
       1. Build upon and further develop the agency’s culture of an integrated, multi-
          service systems approach throughout the organization and community
       2. Continue to develop and promote strategic partnerships and linkages with the
          broader healthcare sector
       3. Continue to enhance our profile through partnerships in public education to
          increase the community’s understanding of mental health and illness within
          the LHIN framework
       4. Continue to promote and support an organizational culture that values the
          health & safety of clients, staff and volunteers
       5. Build upon and promote the culture of a learning organization
       6. As an equal opportunity employer, the agency will continue to attract and
          retain highly competent staff to position the agency as a provider of quality
          services
       7. Continue to thrive as a leading mental healthcare provider in this changing
          healthcare environment.


       Filters
       Each of these Objectives was analyzed through a set of ‘filters’ to ensure focus
       and alignment with key external and internal priorities. Consideration was given
       to the following:
           Balanced Scorecard (4 Outcomes): Patient Access & Outcomes, Financial
            Health, Organizational Health, and System Integration
           Integrated Health Service Plan (IHSP), Central East LHIN
           IHSP Performance Dimensions: Safe, Effective, Person-centred,
            Accessible, Efficient, Equitable, Integrated, Appropriately Resourced,
            Focused on Population Health
           Ongoing Accreditation requirements
           CMHA Durham vision, mission, and values
           Current funding objectives



       Terminology
       Change brings with it new ideas, new ways of doing business, and sometimes
       new terminology. Please refer to Appendix ‘C’ – Glossary of Terms.




February 22, 2008                                                               Page 9
CMHA DURHAM BRANCH                            STRATEGIC BUSINESS PLAN: 2008-2010


8.0 COMMITMENTS & STRATEGIES: 2008-2010
CMHA has specific strategies to achieve each of the Key Objectives. These strategies
will be refined throughout the implementation period.


OBJECTIVE #1: INTEGRATED, MULTI-SERVICE SYSTEMS APPROACH

Build upon and further develop the agency’s culture of an integrated, multi-service
systems approach throughout the organization and community

                        Key Initiatives                              Accountability

1.1 Continue to refine the organization’s ability to adapt to       Quality Council
    changing client and service system demands and develop
    opportunities both within the organization and the broader
    community.
1.2 Continue to utilize the multi-service systems approach. The     Quality Council
    Quality Council will promote and encourage the integration of
    client services within the organization. (e.g. community
    access, centralized intake, psychiatric nursing consults &
    clinical services).
1.3 Continue to utilize the multi-service systems approach as an    Quality Council
    integral part of the accreditation process.
1.4 Continue to develop the multi-service systems approach to       Community
    our centralized intake and common referral & assessment          Access Service
    processes, internally and with community partners (e.g.
    DMHS, WMHC, etc.)
1.5 Continue to strengthen the abilities of the Team Leaders &      Senior
    Coordinators to lead and facilitate multi-service teams          Management
    through ongoing training and support.                            Team
1.6 Continue      to     work collaboratively with external         Senior
    partners/agencies to further enhance clinical services           Management
    available to all clients.                                        Team




February 22, 2008                                                              Page 10
CMHA DURHAM BRANCH                             STRATEGIC BUSINESS PLAN: 2008-2010


OBJECTIVE #2: PARTNERSHIPS & LINKAGES WITHIN HEALTHCARE

Continue to develop and promote strategic partnerships and linkages with the broader
healthcare sector

                        Key Initiatives                                Accountability

2.1 Strengthen and expand existing partnerships and linkages to       Quality Council
    enhance client care.                                              Community
                                                                       Access Service
2.2 Identify opportunities to successfully promote holistic health    Community
    through partnering and self-care, both with traditional and        Health Promotion
    non-traditional partners.                                          & Public Relations
                                                                      Quality Council
2.3 Work collaboratively with other healthcare providers within       CEO & Board
    the Central East LHIN planning framework and processes to          President
    form an integrated system of care.                                Sr. Managers
2.4 Continue to demonstrate innovation and leadership by              Quality Council
    sharing expertise and leading practices within the healthcare     Nursing Council
    system.                                                           Accreditation
                                                                       Teams
2.5 Continue to develop the agency’s ‘back-office’ services both      Corporate
    internally and within the community.                               Services




February 22, 2008                                                                  Page 11
CMHA DURHAM BRANCH                             STRATEGIC BUSINESS PLAN: 2008-2010


OBJECTIVE #3: AGENCY PROFILE

Continue to enhance our profile through partnerships in public education to increase the
community’s understanding of mental health and illness within the LHIN framework

                        Key Initiatives                               Accountability

3.1 Identify successful coalition-based practices (e.g. TAMI) and    CEO
    explore opportunities to replicate and expand.                   Sr. Managers
                                                                     Community
                                                                      Health Promotion
                                                                      & Public Relations
3.2 Identify vehicles to communicate our services and promote        CEO
    our brand (e.g. website, print materials, etc.)                  Sr. Managers
                                                                     Community
                                                                      Health Promotion
                                                                      & Public Relations
3.3 Seek-out      traditional and    non-traditional, strategic      CEO
    partnerships with other community agencies and develop           Sr. Managers
    new opportunities for enhancing understanding of mental          Community
    health and illness. Example:                                      Health Promotion
    Design and deliver sessions focused on:                           & Public Relations
     Depression/mental health issues linked to chronic              Quality Council
        illnesses
     Families and care givers


3.4 Plan and celebrate the 50th Anniversary of CMHA Durham           Board of Directors
    Branch.                                                          CEO
                                                                     Community
                                                                      Health Promotion
                                                                      & Public Relations




February 22, 2008                                                               Page 12
CMHA DURHAM BRANCH                             STRATEGIC BUSINESS PLAN: 2008-2010


OBJECTIVE #4: HEALTH, SAFETY & RISK MANAGEMENT

Continue to promote and support an organizational culture that values the health &
safety of clients, staff and volunteers

                        Key Initiatives                                 Accountability

4.1 Ensure client/staff safety and risk management policies and        Corporate
    procedures are in compliance with current accreditation             Services
    standards, and with applicable legislation/regulations.            Quality Council
4.2 Maintain or improve upon CMHA Durham’s low rate of                 Board of Directors
    incidents by:                                                      Quality Council
    a) increasing awareness about client safety and risk               Nursing Council
        management,                                                    Health & Safety
    b) regularly reviewing and updating all related policies and        Committee
        procedures, and
    c) providing relevant education/training at all levels of the
        organization.
4.3 Continue to have the Health & Safety Committee and the             Quality Council
    Quality Council review all incidents.                              Health & Safety
                                                                        Committee
4.4 Continue to refine quality indicators, and monitor and report      Board of Directors
    trends and issues to the Board, Quality Council, Nursing           Quality Council
    Council, Management Team, and Staff.                               Nursing Council
                                                                       Management
                                                                        Team
                                                                       Staff
4.5 Continue to support the efforts of the Quality Council to          Quality Council
    review best practices and policies, and make                       Nursing Council
    recommendations for improvements.                                  Team Leaders &
                                                                        Co-ordinators




February 22, 2008                                                                 Page 13
CMHA DURHAM BRANCH                             STRATEGIC BUSINESS PLAN: 2008-2010


OBJECTIVE #5: LEARNING ORGANIZATION

Build upon and promote the culture of a learning organization

                        Key Initiatives                                Accountability

5.1 Ensure organizational CQI practices are integrated into all       Senior
    facets of the organization including: Financial Health,            Management
    Organizational Health, Client Access & Outcomes, and               Team
    System Integration.                                               Quality Council
5.2 Continue to provide and expand ongoing personal and               Senior
    professional development opportunities to staff at all levels,     Management
    supporting the agency’s vision, values and strategic               Team
    directions, (e.g. High-Performance Teams, Dealing With            Quality Council
    Change, Navigating The Waters, etc.)                              Clinical Training &
                                                                       Development
5.3 Maintain and prepare Individual Development Plans for all         Corporate
    staff                                                              Services
                                                                      Senior Managers
                                                                      Quality Council
5.4 Maintain and enhance innovative educational partnerships          Community
    with the community.                                                Health Promotion
                                                                       & Public Relations
                                                                      Nursing Council
                                                                      Quality Council
5.5 Continue to seek-out and disseminate best practices, from         Quality Council
    both internal and external sources.                               Nursing Council
                                                                      Team Leaders &
                                                                       Co-ordinators
5.6 Enhance and refine our central clearing house for                 Clinical Training &
    professional development opportunities and evaluation of           Development
    same.
5.7 Refine our comprehensive New Employee Orientation                 Corporate
    Program.                                                           Services
                                                                      Senior Managers
                                                                      Clinical Training &
                                                                       Development
5.8 Enhance and promote strategies for work-life balance              Quality Council
    through vehicles such as our Wellness Committee.                  Wellness
                                                                       Committee




February 22, 2008                                                                Page 14
CMHA DURHAM BRANCH                            STRATEGIC BUSINESS PLAN: 2008-2010


OBJECTIVE #6: ATTRACT & RETAIN HIGH-PERFORMING STAFF

As an equal opportunity employer, the agency will continue to attract and retain highly
competent staff to position the agency as a provider of quality services

                         Key Initiatives                               Accountability

6.1 Continue to review and update the agency’s compensation           Board of
    plan.                                                              Directors
                                                                      Corporate
                                                                       Services
6.2 Continue to implement a competency-based performance              Corporate
    management process that further reinforces accountability for      Services
    results, and supports ongoing personal and professional           Sr. Managers
    development.                                                      Quality Council


6.3 Expand the integration of competency profiles into the            Corporate
    agency’s recruitment process to ensure that new hires not only     Services
    possess the technical/professional skills, but also have the      Sr. Managers
    ability to fit into the transitioning culture.


6.4 Continue to train and develop our management teams at all         Sr. Managers
    levels, enhancing their abilities to support a culture of change
    and increased emphasis on achieving organizational
    goals/objectives in day-to-day operations.
6.5 Refine and expand competency-based HR management                  Corporate
    systems.                                                           Services
                                                                      Sr. Managers
                                                                      Quality Council
6.6 Continue to develop and implement diversity initiatives and       Quality Council
    provide training to build awareness and understanding of the      Diversity
    changing needs within the community and our client                 Committee
    population; and provide direction and guidance on how best to
    ensure that we interact appropriately with our communities –
    both internally and externally.




February 22, 2008                                                              Page 15
CMHA DURHAM BRANCH                               STRATEGIC BUSINESS PLAN: 2008-2010


OBJECTIVE #7: THRIVE AMIDST CHANGE

Continue to thrive as a leading mental healthcare provider in this changing healthcare
environment.

                         Key Initiatives                                  Accountability

7.1 Successfully negotiate a multi-year Accountability Agreement         Board Executive
    with the Central East LHIN                                            & CEO
                                                                         Director of
                                                                          Corporate
                                                                          Services
7.2 Successfully achieve a third, full 3-year accreditation in 2009      Board of Directors
                                                                         Quality Council
                                                                         Accreditation
                                                                          Teams
7.3 Research and explore the requirements of establishing a              Board President &
    Foundation to support the work of CMHA Durham                         CEO
7.4 Research the availability of federal government sponsored            CEO
    mental health initiatives                                            Senior Managers
7.5 Continue to explore with our Psychiatrists opportunities to          Manager, Clinical
    attract medical residents and family physicians                       Services
                                                                         Psychiatrists
7.6 Continue to work within the Central East LHIN planning               Board President &
    framework to position the organization for success within the         CEO
    changing healthcare environment
7.7 Develop a high-level, strategic report card that summarizes          Board of Directors
    organizational performance measures, enabling the Board              Senior
    and Senior Management to monitor organizational                       Management
    effectiveness on an ongoing basis                                     Team
                                                                         Quality Council




February 22, 2008                                                                   Page 16
CMHA DURHAM BRANCH                             STRATEGIC BUSINESS PLAN: 2008-2010


Appendix ‘A’

                              Background Resources


Annual Report: 2006-2007, CMHA Durham Branch, June 2007
Balanced Scorecard, Central East LHIN, December 2007
Caring Together: Families As Partners In The Mental Health And Addiction System,
Family Mental Health Alliance. November 2006
Chief Executive Officer’s Report, CMHA Durham Branch. September 2007
Delivering Mental Health Services in Context, Provincial and Central East Region,
Health Systems Planning. CMHA Durham Branch
Integrated Health Services Plan, Central East Health Integration Network. November
2006
Navigating New Waters: Understanding the Emerging Political Environment. CMHA
Durham Branch, November 2007
Putting The Pieces In Place: Adapting To A Changing Environment. CMHA Durham
Branch, November 2007
Strategic Plan 2007, Whitby Mental Health Centre.
Strategic Plan 2007–2010, Canadian Mental Health Association, Ontario. September
2007 (Draft)




February 22, 2008                                                               Page 17
CMHA DURHAM BRANCH                            STRATEGIC BUSINESS PLAN: 2008-2010


Appendix ‘B’           Strategic Business Plan Contributors


                            Futuring Session Participants
      J. Hunt               President, Board of Directors, CMHA Durham
      T. Aldridge           Vice-President, Board of Directors, CMHA Durham
      L. Gallacher          CEO, CMHA Durham
      Dr. E. Sagi           Chief of Psychiatry, Lakeridge Health Corporation
      S. Rundle             Director of Corporate Services, CMHA Durham
      L. Johnston           Program Manager, Clinical Services
      P. Secord             Program Manager, Housing, Vocational & Employment Services
      E. Miller             Continuous Quality Improvement Co-ordinator
      H. Metcalfe           Principal, Metcalfe Consulting
      L. Yeates             Senior Consultant, ROCG Consulting
      P. Spratt             Facilitator, ROCG Consulting




                    Quality Council Members, CMHA Durham Branch
      L. Gallacher          CEO, CMHA Durham
      S. Rundle             Director of Corporate Services
      L. Johnston           Program Manager, Clinical Services
      P. Secord             Program Manager, Housing, Vocational & Employment Services
      E. Miller             Continuous Quality Improvement Co-ordinator
      F. Spurway            Co-ordinator, Community Access Services
      K. Hill               Co-ordinator, Financial Services
      P. Batten             Co-ordinator, Housing & Case Management Services
      L. Venning            Co-ordinator, Vocational & Employment Services
      C. Papadopoulos       Co-ordinator, Community Health Promotion & Public Relations
      S. Pepin              Co-ordinator, ACTT Services
      L. Thompson           Co-ordinator, Training & Development




February 22, 2008                                                               Page 18
CMHA DURHAM BRANCH                                STRATEGIC BUSINESS PLAN: 2008-2010


Appendix ‘C’                   Glossary of Terms



Holistic Care: a health care practice that takes into account total client care, considering
the physical, emotional, social, economic, and spiritual needs of clients, their response
to their illnesses, and the effect of illness on clients' abilities to meet self-care needs.
(College of Nurses of Ontario)

Integration: all parts of the health system should be organized, connected and work
with one another to provide high quality care. (CE LHIN)

Learning Organization: a learning organization is one in which all systems, processes,
and structures–at all system levels (individual, group, department, system-as-a-whole)–
constantly seek data on system performance and use it at all levels to make the
organization more productive /creative now (integration) and position it as best it can to
succeed in an uncertain future and an uncertain environment (adaptation). The central
feature of the learning organization is its commitment to seeking and using feedback for
development. (KERKA, 1995)

Multi-Service Approach: the ability to provide more than one or two types of services
or interventions. Where applicable, multiple services are provided by a single staff.
Service provision is not restricted to/by a specific discipline orientation.

Self Care/Self Management: a client-centered, collaborative approach to care that
promotes client activation, education and empowerment.

Strategic Partnerships: a type of cooperative strategy in which alliances are made
between organizations - A Strategic Partnership is defined as a mutually advantageous,
joint venture between one or more agencies and one or more suppliers, that (1)
produces a commodity or service that may or may not otherwise be available in that
existing form, and/or (2) results in the sharing of expertise, resources, services or
commodities among agencies. (Centre for Strategic Relations)

Work/Life Balance: achieving work/life balance means having equilibrium among all the
priorities in your life – this state of balance is different for every person. It is achieved
when one experiences meaningful daily achievement and enjoyment in each of four life
quadrants: Work, Family, Friends and Self.




February 22, 2008                                                                    Page 19
CMHA DURHAM BRANCH                                                              STRATEGIC BUSINESS PLAN: 2008-2010

                                    APPENDIX ‘D’: STRATEGIC PLANNING FRAMEWORK


                    1. Vision                                              2. Environmental Analysis
                     Values & Beliefs                                      External Environment
                     Statement of Purpose                                  Internal Environment
                     Mission                                               S.W.O.T.
                                                                            OE Indicators / Macro-measures

                                             3. Strategic Priorities
                                              Directional Emphasis                              Continuous
                                              Goals                                              Quality
                                                                                                Improvement
                                                                                                 Processes

                                             4. Strategic Business Plan 2010
                                              Transition / Change Mgmt
                                              Budgets

                                                    5. Annual Plans
          Current                                                                                   Future
          State                                                                                     State
                             2004                       2005                     2007
                               2004                       2005                     2007
                                 2008                        2009                    2010




February 22, 2008                                                                                             Page 20

								
To top