July 23, 2015
2015 – 2016 Operational/Quality Improvement Plan
ITEMS FROM STRATEGIC PLAN
Strategic
Direction
Increase
Integration
Operational
Objective
Achieve
complete
human
resource
integration of
AOMPS and
MPSCMHS
Actions
Resources
Finish Human Resources (HR)
integration including
compensation equity review for
addiction staff and integrate HR
policies and procedures as
required. Adjust budget to
reflect achieving compensation
equity
Manager of
Human
Resources and
Administration
Managers
Addiction Staff
Pay Equity
Committee
Finance
Officers
Deliverable
Measure of
Success
1. Recommendations as to
Addiction staff
equitable compensation for
are equitably
addictions staff involving a
compensated
revisit, if necessary, of pay scales as compared to
for administrative assistant, the mental health
addiction counsellor, addiction
staff, the
supportive housing worker and
agency has a
addiction team leader positions single set of
Human
2. An analysis of losses and gains Resources
to be experienced by each
policies and
addiction staff in moving from
procedures and
current compensation to
budgets for the
equitable compensation and an remainder of
individualized communication
the fiscal year
plan for reviewing the outcome
reflect
of the process with each worker equitable
compensation
3. Revised budgets for the
for all staff
remainder of the fiscal year
incorporating the compensation
adjustment
4. An integrated and unified HR
policy for the agency
Lead
Responsibility
For 1, 2, & 4 Manager of
Human
Resources and
Administration
Timeline
For Deliverable #1, 2
July 23, 2015
For 3 – Executive
Director
For Deliverable #4 –
January 1, 2016
For Deliverable #3
October 1, 2016
Strategic
Direction
Operational
Objective
Continued
participation in
the North
Simcoe
Muskoka LHIN
(NSM LHIN)
Care
Connections
process
Actions
Appropriate representatives of
the Board of Directors
participate in NSM LHIN
processes as required
Other staff serve on the Care
Connections committees as
necessary
Resources
Board of
Directors
Executive
Director
Muskoka
Manager of
Operations
Senior
Management
Muskoka
Addictions
Team Lead
Financial and
human
resources
necessary to
participate
Deliverable
To be determined by the
process
Measure of
Success
To be
determined by
the process
Lead
Responsibility
Executive
Director
Timeline
Ongoing
Strategic
Direction
Increase
Integration
(Continued)
Operational
Objective
Maximize
opportunity to
participate in
the North East
LHIN planning
process
Actions
1) Maintain the District of
Parry Sound Addiction and
Mental Health System
Planning Committee and
ensure that the appropriate
NE LHIN staff is kept in the
loop.
2) Participate as non-voting
members of the Nipissing
Mental Health and
Addictions Committee.
Resources
Executive
Director
Parry Sound
Manager of
Operations
Deliverable
Our agency is recognized as a
necessary participant in
addictions and mental health
planning by the
NE LHIN
Measure of
Lead
Success
Responsibility
Being asked to
Executive
participate in the Director
NE LHIN
planning process Parry Sound
Manger of
Operations
Timeline
Ongoing
Finance and
Human
Resources
necessary to
participate
3) Attend pertinent events in
the NE LHIN as resources
allow.
4) Lobby for a place at the
table on all pertinent NE
LHIN working groups
Ensure
Continuous
Quality
Improvement
and Client
Safety
Prepare for
Qmentum
Accreditation
via
Accreditation
Canada
Maintain and
refine our
quality focused
common
annual work
cycle
5) Participate in meetings of
the NE LHIN CMHA EDs
Develop and begin to implement Manager of
work plan to achieve Qmentum Quality
Accreditation by 2017
Improvement
Accreditation
Working Group
Follow through process as
articulated in that document
All staff
Senior
Managers
Work plan for achieving
Qmentum Accreditation by
2017. Implementation of
component of work plan
scheduled for implementation
by end of the 2015 calendar
year
Plan in place
Manager of
and
Quality
implementation Improvement
of plan is on
track
Plan ready by July 31,
2015
Targets set for 2015-2016
2015-2016
objectives met
2015-2016 Objectives
met by January 1, 2016
Events occur/tasks completed in
accord with Common Annual
Work Cycle
Common
Annual Work
Cycle
maintained
Senior Managers
Report on 2015-2016
Implementation of plan
due January 1, 2016
See Common Annual
Work cycle for timing
of events/task
completion
Strategic
Direction
Ensure
Continuous
Quality
Improvement
and Client
Safety
(Continued)
Operational
Objective
Further work
on becoming a
trauma
informedagency
Further
develop
capacity to use
social media
and renew our
website
Increase
Resources
Developing as a
branch of the
Canadian
Mental Health
Association
Be nimble and
flexible to
maximize
opportunities
that arise out
of provincial
government
and LHIN
processes
Actions
A written plan for moving
forward with this objective by
building on the inclusion of
trauma into the agency provided
Non-Violent Crisis Intervention
will be drafted.
Non-Violent Crisis Intervention
training provided will include
trauma training
Incorporate Board portal with
required functionality into
website
Resources
Managers of
Operations
Manager of
Quality
Improvement
Sandra
MacLennan
Deliverable
A work plan as to how we move
forward to become a traumainformed agency
Become more aware of what
resources are available to use as
a part of the CMHA family (i.e.
from National, Ontario Division,
and the other branches)
Until the opportunity arises
action is limited to ongoing
participation in LHIN processes
and monitoring provincial
developments
Senior
Management
Training
provided
Trauma informed Non-Violent
Crisis Intervention training is
provided to those staff due for
re-training
Lead
Responsibility
Managers of
Operations and
Manager of
Quality
Improvement
Timeline
Plan drafted by July 31,
2015
Training provided to
50% of staff by January
1, 2016
Board communication managed
through Board portal in website
Directors able
to access
required
material
electronically
Executive
Director
January 1, 2016
Increased awareness of
resources
That we are
taking
advantage of
additional
resources
As unfolds
Executive
Director
January 2016
Executive
Director
Ongoing
Kat Johnson
Manager of
Quality
Improvement
Executive
Director
and/or
alternate
Measure of
Success
Plan developed
As unfolds
Strategic
Direction
Increase
Resources
(Continued)
Operational
Objective
Lobby the
North Simcoe
Muskoka LHIN
to continue to
address
existing
inequitable
distribution of
mental health
and addiction
resources
within the LHIN
Continue to
lobby the
LHIN to recognize
Canadian Mental
Health
Association,
Muskoka-Parry
Sound as the
primary
providers of
addiction and
mental health
services in the
District of Parry
Sound.
Fundraising
Actions
Resources
Deliverable
Participate in the process
including the NSM LHIN Care
Connections Mental Health and
Addictions Coordinating Council
and ensure any additional
investment for the community
addictions and mental health
system in 2015-2016 on the part
of the NSM LHIN is processed
using the plan for achieving
geographic equity over time
Executive
Director
Additional resources, if any, are
allocated using the plan for
achieving geographic equity
Maintain relationship with
Sudbury/Manitoulin Hub lead
staff and Nipissing/Temiskaming
lead staff
Executive
Director
Maintain relationship with the
Sudbury/Manitoulin Hub lead
staff and Nipissing/Temiskaming
lead staff.
Proposal for a peer Recovery
Home in the Town of Parry
Sound
Parry Sound
Manager of
Operations
Implement proposal if approved
Review the implementation of
the Resource Development
Strategic Plan to date, revise (if
necessary) to reflect what was
learned from the first year of
implementation and continue
implementation
Resource
Development
Committee
Raise $34,000 for a 0.40 FTE
Public Education Worker by June
2016
Parry Sound
Manager of
Operations
Resource
Development
Strategic Plan
Executive
Director
Measure of
Success
The distribution
of community
addictions and
mental health
resources
within the NSM
LHIN is more
equitable at the
end of the
process than it
was at the
beginning
NE LHIN
Nipissing/
Temiskaming
Hub lead staff
visit our
Sundridge
office for an
orientation to
the services we
provide in that
Hub
Proposal
implemented
Lead
Responsibility
Executive
Director
Have raised
enough funds
to for a Public
Education
Program with
0.40 FTE
staffing
Timeline
Ongoing
Parry Sound
Manager of
Operations
Ongoing
Parry Sound
Manager of
Operations
Ongoing
Board Resource
Development
Committee
The Resource
Development
Committee will have
realized their funding
goal by the June 2016
AGM
Executive
Director
Strategic
Direction
Taking Care
of Staff
Operational
Objective
Pursue
competitive
compensation
and benefit
equity with the
hospital sector
Improve the
environmental
work life of staff,
including health
and safety issues
related to the
office
environments
Actions
Resources
Deliverable
Raise this issue and the
necessity of regular base
funding increases with funders
and government
Executive
Director
Dependent on funder and
government
Complete leasehold
improvements and relocation
within the Town of Parry Sound
Parry Sound
Manager of
Operations
Dependent on funder
Continue process of improving
our accommodation in
Bracebridge
Muskoka
Manager of
Operations
Pursue current opportunity of
Cottage Country Family Health
Team, Simcoe County Children’s
Aid Society, et al.
Measure of
Success
Competitive
equity with the
hospital sector
Lead
Responsibility
Executive
Director
Timeline
A new location
is established
which provides
an improve
work life for
staff in terms of
the office
environment
and health and
safety
Current
opportunities
pursued to
fruition
Parry Sound
Manager of
Operations
Dependent on funder
Muskoka
Manager of
Operations
Report by January 1,
2016
Ongoing
Obtain policies and procedures
for staff working from home
ADDITIONAL OBJECTIVES (NOT FROM STRATEGIC PLAN)
Operational Objective
Revised Agency Mission (Ends),
Values and Vision Statements (and
incorporate addictions and
consolidate functions)
Actions
Board to
determine and
implement
process
Resources
Board of Directors, Executive
Director, other staff, (possibly
consultant)
Deliverable
Revised mission
(Ends), values and
vision statements
Measure of Success
Statement that incorporates
addiction, reduces complexity
but remains consistent with
Policy Governance standards
Lead Responsibility
Board of Directors
Timeline
By June 2016
Operational Objective
Prepare for the triggering of the
Greater Public Sector Accountability
Act
Carry through with investment in
staff (Mandy Kennedy and Mike
Kuntz )having been trained in Mental
Health First Aid (MHFA)
Develop and implement a structure
to implement Public Education
Program
Actions
Manager of Human
Resources and
Administration to
review and to
determine with
Finance and Senior
Management
actions to be taken
MHFA to be
organized and
delivered
throughout agency
catchment area
Resources
Manager of Human
Resources and Administration
Finance
Deliverable
Written plan for
becoming
compliant with the
Act
Measure of Success
Agency is compliant when the
Act is triggered
Lead Responsibility
Manager of Human
Resources and
Administration
Timeline
Written plan
ready by
January
2016
Mental Health First
Aid events
Events delivered
Muskoka Manager
of Operations
By January
2016
A structure for
Public Education
Program
Public Education delivered and Executive Director
program structure results in
further building Public
Education Program
Senior Management
Two staff concerned
Financial resource re: MHFA
events
Public Education resources
raised by Resource
Development Committee (if
required)
Executive Director
Determine with
Finance and
Resource
Resource Development
Development
Committee
Committee funds
available, and how Senior Management
much will be used
for Public
Education activities
associated with
Resource
Development
process. If
additional funds
are available,
explore with Senior
Management a
structure for
implementing this
process
Structure
identified
and Public
Education
being
provided by
January
2016
Operational Objective
Formalize a long-term maintenance
plan and budget for 127 Manitoba
Street
Actions
Review information
gathered and craft
a budget that
ensures the
maintenance of
127 Manitoba
Street and, if at all
possible, covers the
“landlord” staffing
costs of the
building
Resources
Manager of Human
Resources and Administration
Finance
Executive Director
Deliverable
A written longterm plan and
budget
Measure of Success
127 Manitoba Street is
properly maintained and (if
possible) is self-funded (in
regard to “landlord” staffing
costs)
Lead Responsibility
Manager of Human
Resources and
Administration
Timeline
January
2016