FCMHS Strategic
Plan
Strategies
For Success
Strategy
1 - Client/Consumer Focus
1.1
Programs and Services
Over the next three to five years FCMHS will ensure that the
primary focus of the agency’s programs and services is one of
recovery, based on the principles of psychosocial rehabilitation.
This sharpening of focus may require adjusting some programs
and services as well as strengthening practices and skill sets in
other areas.
All efforts will be made to ensure that evidence based Best
Practices are in place. Approaches will be made with the post
secondary institutions in Kingston regarding partnering and
alliances in the pursuit of relevant research projects that will aid
us in contributing to the Best Practice inventory.
Additional partnerships and alliances will be undertaken with
other community stakeholders to ensure that all available community
resources are marshaled in the pursuit of the recovery goal.
1.2
Client/Consumer Group
Consultations will be held with our community-based partners
to ensure that we are giving priority to those most in need.
Strategy
2 - Stakeholder Focus
2.1
Partnerships and Alliances
The road to recovery of those with a serious and persistent
mental illness is complex and the needs are numerous. All available
resources of the community are required to assist the individual in
becoming an active and participating member of the Frontenac
community. Both social and medical interventions and supports are
required for a person with a serious and persistent mental illness.
To this end we will seek out and use every available resource in our
community to ensure that we achieve success in our mission.
Partnerships and alliances with other service providers will be a
cornerstone of our approach. Medical,
social, research and educational partnerships and alliances will be
entered into to achieve our end goal while maintaining our
perspective as a community based service provider.
2.2
Community Profile
Beyond partnerships and alliances within the healthcare,
social, educational and research communities there is a broader
community that lacks a full and complete understanding of the person
with a serious and persistent mental illness. People still have
persisting fears concerning those with whom we work.
Better education and understanding is required if trust and
support for our activities is to be garnered in the Frontenac
community. We will undertake a broad based community education and
support initiative that will seek to raise the understanding and
support of not only our programs and services but direct support in
facilitating the recovery of those with a serious and persistent
mental illness. Kingston and Frontenac County will become a model
community in supporting those with a serious and persistent mental
illness in becoming active and participating members of the
community.
Strategy
3 – Organizational Excellence Focus
3.1
Management Infrastructure
FCMHS has grown significantly over the past several years. It
is and will be an increasingly complex organization to manage at all
levels. To this end we will be ensuring that our leadership and
management practices will be above reproach and current with leading
edge practice.
3.2
Clinical Infrastructure
We will be examining our approach to staffing needs,
recruitment and staff development to ensure that we have amongst our
staff the necessary skill sets to achieve success in our mission.
Given the nature of the fiscal environment and the
availability of highly trained specialists in mental health this
strategy will be worked out with the support and cooperation of
government, other health care organizations, post secondary
resources and the community at large.
Over the next three to five years we will be upgrading
the professional qualifications of our staff through a variety of
initiatives. We will be looking for support for in-service training
in partnership with the post-secondary facilities in Kingston as
well as the hospital community. We will be looking to the MOHLTC to
support us in recruiting qualified staff with salaries that are
competitive with other health care professionals in the area.
3.3
Resources Infrastructure
An immediate review of our fiscal position will be
undertaken to determine pressure points on a short, medium, and
long-term basis. Strategies will be determined to deal with these
pressure points with a view to long-term sustainability.
Options will be determined for the development of
alternative funding strategies that will include some form of fund
raising to assist with emergency and developmental situations and
opportunities. In addition we will develop an investment strategy
for income in excess of our present needs.
3.4
Technology Infrastructure
If we are to be fully accountable to the public whose
funds are committed to us we must have the information available
that can account for our actions, decisions and results.
To this end, over the next three to five years, we will be
developing leading edge information systems and data bases that will
meet the demands and needs of these various other components and
factors that make up our environment. We will work with our other
key stakeholders in our community to seek the most desirable
solutions for our purposes.
Strategy
4 – Strategic Directions Focus
4.1
Strategic Review Process
Time will be set aside each year by the Board and
Agency staff to undertake a full status review of our Strategic Plan
with a view to making the necessary adjustments due to whatever
circumstances. It is not anticipated that the Mission or Vision will
vary over our three to five year planning horizon but rather there
may be some adjustments in our strategies at the operational level
4.2
Business Planning Cycle
We
will introduce a three-year business planning process that will flow
directly from our Strategic Plan. This goals, objectives and
projects incorporated in this document will be based directly on the
Strategic Plan. It will encompass the requirements and priorities of
our funding partners which in turn may vary from our priorities.
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