Strategic PlanStrategic Plan

Sept. 2017 – Sept. 2020

Approved: Sept.21/17

Table of Contents

1 Strategic Plan Process

2 Initiatives and Roadmap

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Approach

The following process was used to perform a thorough organizational analysis, inform strategic priorities, define

GHC’s strategic focus, and inform how goals will be achieved.

Step Approach

1. Review of Mission, Vision and Values

1. Agree on stakeholders to review mission, vision and values

2. Draft a 1-2 page document with mission, vision and values if none exists

3. Send an email to agreed upon stakeholders with the mission, vision and values document to specifically ask if they have any requested changes

4. If any changes are requested, these requests will be integrated into Board discussion. If no changes are requested, the mission, vision and values will be signed off to be included in the strategic plan

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values will be signed off to be included in the strategic plan

2. Environmental Scan

1. External - Create a series of questions to be answered by the most appropriate staff / stakeholders at George Hull

2. Internal – Create questions to be sent to each program team to answer. Results to be consolidated into a SWOT analysis to inform strategic priorities

3. Identification of Functional Gaps1. Develop first iteration of functional gaps based on environmental scan

2. Proposed functional gaps discussed at Board meeting to inform strategic priorities

4. Identification of Strategic Directions and Priorities

1. Develop facilitation approach

2. Facilitate Board strategic planning session

5. Produce Strategic Plan Document1. Produce strategic plan

2. Final sign off on strategic plan

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Strategic Planning Objectives

The Board and Executives came together to agree on strategic priorities, and develop an action plan to achieve

goals.

The following was achieved;

1. Agreed on strategic priorities

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2. Defined goals for each strategic priority

3. Defined how goals will be achieved for each strategic priority

4. Defined who is required to achieve each goal

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Topics for Discussion

The following topics were agreed to be in scope of the strategic plan.

Opportunity Context

Technology

• Staff reported that using technology for schedules, filing, and other administrative tasks would improve efficiency and alleviate some of the burden of paper work

• Directors reported that GH is lagging behind in technology, and proper use of technology could improve the overall client experience, and ensure we remain relevant in how children and families want to receive care

Marketing• Improving our positioning as a centre for clinical excellence would possibly open new doors for funding opportunities• There is an opportunity to improve our ability to talk about how good we really are and increase our profile within the mental health community

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• There is an opportunity to improve our ability to talk about how good we really are and increase our profile within the mental health community

Diversity• We have an ethical duty to ensure that folks of diverse background have equal access to mental health services to those within affluent communities• Since our move, we are less able to respond to the racially diverse community

Measuring

Outcomes

• There is increasing pressure from the Ministry as well as our funders to quantify our impact and prove outcomes• Clearly communicating our outcomes will energize our staff, and ensure they recognize the impact they are having

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Topics Out of Scope

A number of important topics were brought up by staff and executives, but were out of scope for strategic

planning because they were operational and being addressed.

Opportunity Context

Staff Satisfaction

and Internal

Communication

• This has been an ongoing focus of the executive team

• This is an operational mandate that has been receiving significant attention to date

Mental Health • There are many organizations that have a specialty in, and are doing mental health advocacy and promotion in a meaningful way (e.g. Bell Let’s Talk, Jack.org)

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Mental Health

Promotion in a

Systemic Way

• There are many organizations that have a specialty in, and are doing mental health advocacy and promotion in a meaningful way (e.g. Bell Let’s Talk, Jack.org)

• Our specialty is providing services to children and families, and all our energy and resources should remained focused on our strengths

Wait List• This is an operational mandate and we have been focusing very heavily on reducing the wait list over the past year, and this work will continue for the foreseeable

future

Staff Development • This is an item that can be addressed at the executive level based on the needs and desires of their specific team, and does not require a strategic focus

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Table of Contents

1 Strategic Plan Process

2 Initiatives and Roadmap

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Mission, Vision and Values

Mission Statement

Through clinical excellence and a continuum of mental health services, our mission is to reduce suffering, provide hope and enhance the quality of life of infants, children, youth and families.

Vision

Mental wellness from infancy to adulthood.

Philosophy

The George Hull Centre regards each child as an individual, a member of a family and a member of the community. The George Hull Centre works in partnership with families and children, with other community services and with community groups to improve the mental health of the children and youth of Toronto.

The Centre works to develop an accessible, flexible and responsive continuum of service delivery for the community, and to provide specialized services for the Greater Toronto Area, as mandated.

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Core Values

Innovation - Creativity in programming and therapy

Passion - Doing whatever it takes to make a positive difference

Skill - Seeking, nurturing and teaming with the best professionals in our field

Systemic View - Improving children’s lives within the context of their families and communities

A commitment to gender equality, cultural sensitivity and accessible economic opportunities provides an organizing framework to the philosophy of the Centre. The Centre takes into account imbalances of power as they exist in the culture and as they affect the lives of children, and advocates accordingly on behalf of marginalized groups.

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TechnologyWork Stream: Technology

As digital becomes the new normal, the GHC must adapt its processes and services to save space, ensure staff

are operating efficiently, and clients remain supported using best practice, while ensuring the security and

privacy of client, staff and donor information.

� Become a paperless organization

� Modernize interactions with clients

� Stay ahead of tech trends

� Project Manager (Dianne Bartlett, Rick Arseneau)

� Cross-functional team under leadership of project manager

� Consultants for technology implementation and change management

� Other mental health agencies

� Key Board members with relevant experience in this area

Goals Who is Involved?

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Initiatives

Goal ID # Name Description Precursors Input For

Become a paperless

organization

T1Digitalize Clinical

Process• Design and implement process and templates for digital client intake, progress notes, case closing and evaluations N/A N/A

T2Digital CYSIS Consensus

• Work with other agencies to determine common short term needs and agree on long term needs for a digital solution for clinical processes

N/A N/A

T3Digitalize Human

Resources & Finance• Migrate all human resources and financial functions (e.g. petty cash) to digital platforms N/A N/A

Modernize interactions

with clientsT4

Create Digital Client Experience

• Design and implement process and technology for managing wait list (e.g. appointment reminders and scheduling)• Develop regular digital communication with clients on relevant GHC and community services

N/A M4

Stay ahead of tech trends

T5Explore Digital Service

Delivery• Build a knowledge base about digital mental help services, assess clients’ evolving needs and expectations N/A N/A

T6Explore Digital Business Tools

• Explore and implement digital business tools to increase efficiency across the organization N/A N/A

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MarketingWork Stream: Profile

To attract additional funding and develop new capacity through partnerships, the GHC will refine its core

message, and customize how we communicate with specific audiences and stakeholders.

� Develop Targeted Communication Strategy

� Refine brand image

� Creative agency partner

� Director of Development (Seana Massey)

� Group of representatives from Board, management, staff, and clients

Goals Who is Involved?

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Initiatives

Goal ID # Name Description Precursors Input For

Develop Targeted

Communication

Strategy

M1Create Stakeholder

Map

• Create a map of all stakeholders relevant to the GHC, their value to the Centre, and the Centre’s value to the stakeholders

• Agree on purpose and desired outcomes for communicating with each stakeholder• Prioritize stakeholders by level of importance to the growth and sustainability of the Centre

N/A M2, M4, O4

M2Create Targeted

Messaging• Define custom messaging for interactions with each prioritized stakeholder• Train applicable GHC staff, executives and Board members on custom messaging

M1, M3, O5 M2, M4

Refine Messaging and

Brand Image

M3 Distill Our Message• Develop a clear message for how to explain the GHC• Train all Board and staff on exactly how to communicate the GHC• For consideration: Develop an updated brand image

N/A M2, M4

M4 Update Website • Update web and mobile presence with refined messaging and brand imageM1, M2, M3,

T5N/A

Measuring OutcomesWork Stream: Profile

GHC relies on evidence based practice to provide the best services. Outcomes measured and reported will focus

on criteria of clinical excellence to build the profile of the Centre.

� Define clinical excellence

� Develop process for measuring clinical excellence

� Identify how and to whom outcomes should be communicated

� Director of Research and Evaluation

� Senior leadership team

� Colleagues in other agencies

� TBD based on scorecard

Goals Who is Involved?

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Initiatives

Goal ID # Name Description Precursors Input For

Define Clinical

Excellence

O1 Develop Criteria • Develop specific criteria for being clinically excellent N/A O2, O3, O5

O2 Create Scorecard• Create a balanced scorecard that clearly articulates clinical excellence criteria (e.g. specialized expertise,

diverse population served, number of children, etc..)O1 O3, O5

Develop process for

measuring clinical

excellence

O3Develop

MeasurementProcess

• Identify data sources and develop process for measuring each criteria O1, O2 N/A

Identify how/to whom

outcomes should be

communicated

O4 Identify Audience • Determine which stakeholders outcomes should be reported to M1 N/A

O5Communicating

Outcomes• Determine how outcomes should be communicated to prioritized audience O1, O2 M2

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DiversityWork Stream: Diversity

GHC Board agreed that the Centre has a community responsibility, and therefore has made it a priority, to better

serve and meet the needs of a more diverse population.

� Identify highest priority populations not appropriately being supported by

GHC

� Identify barriers for highest priority populations

� Design and implement solution to address barriers

� Service partners (inform external scan)

� Lead Agency (provide data on community needs)

� Ethno-specific agencies (inform specific needs)

� Mental Health Commission of Canada (inform priorities)

� Children’s Mental Health Ontario (inform priorities)

� GHC Management Group

Goals Who is Involved?

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Initiatives

Goal ID # Name Description Precursors Input For

Identify highest priority

populations not

appropriately being

supported by GHC

D1Identify Priority

Populations• Determine which populations (races, religions, LGBTQ, etcK) GHC should prioritize for improved support N/A D2, D3

D2Communicate

Diversity Priorities• Determine how to communicate which populations will be prioritized internally to staff, and externally to

supporters, government and other stakeholdersD1 N/A

Identify barriers for

highest priority

populations

D3 Identify Barriers• Clearly articulate all barriers currently preventing prioritized populations from accessing or realizing the full

benefits of GHC’s programs and services (e.g. geography, space, cultural needs, awareness etc..)D1 D4, D5

Design and implement

solution to address

barriers

D4Measure Diversity

Outcomes• Establish key success metrics, and measure and report against metrics D3 N/A

D5 Address Barriers• Develop and implement solutions to overcome barriers to prioritized population accessing and benefitting

from GHC’s services. (training, partnerships, advertising, hiring, tailoring programs, etc..)D3 N/A

� GHC Management Group

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Roadmap

The following timeline will guide GHC’s work over the next 3 years. This timeline is subject to change as

executives design project plans to achieve strategic goals.

Sept. 2017 - Aug. 2018 Sept. 2018 – Aug. 2019 Sept. 2019 – Aug. 2020Work Streams

Technology

T1 – Digitalize Clinical Process

T4 – Create Dig. Client Exp.

T2 – Digital CYSIS Consensus

T5 – Explore Digital Service Delivery

T3 – Digitalize Human Resources & Finance

M1 – Create Stakeholder Map M2 – Create Targeted MessagingM3 – Distill our Message

T6 – Explore Digital Business Tools

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LegendTechnology Initiative

Marketing Initiative

Measuring Outcomes Initiative

Diversity Initiative

Profile

M1 – Create Stakeholder Map M2 – Create Targeted MessagingM3 – Distill our Message

M4 – Update Website

O4 – Outcomes AudienceO5 – Communicating

Outcomes

O1 – Develop Criteria O2 – Create Scorecard O3 – Develop Measurement Process

Diversity

D1 – Identify Priority Populations

D2 – Communicate Diversity Priorities

D3 – Identify Barriers

D4 – Measure Diversity Outcomes

D5 – Address Barriers