Interior Native Alcohol & Drug Abuse Society STRATEGIC PLAN

Transcription

1 Interior Native Alcohol & Drug Abuse Society (Round Lake Treatment Centre) STRATEGIC PLAN September 2012

2 Table of Contents Section 1 The INADAS Strategic Plan 1.1 Introduction Methodology Human Resources strategy Strategic Overview Section 2 Strategy Descriptions Part 1: Develop a Comprehensive Human Resources Strategy Strategy 1: Develop a Workplace Skills Plan Strategy 2: Revise Job Descriptions and Reporting Relationships. 7 Strategy 3: Review and Recommend a Reward System... 8 Strategy 4: Develop a Performance Management System.. 8 Strategy 5: Become an Employer of Choice Strategy 6: Enhance Training Programs Strategy 7: Develop a Succession Plan Part 2: Secure Current Revenues and Develop New Revenues Strategy 1: Develop a Strategy for Recognition by FNHA.. 11 Strategy 2: Secure Long Term Funding Contracts from FHNA and IHA. 11 Strategy 3: Develop a Strategic Marketing Plan Part 3: Upgrade Infrastructure Strategy 1: Upgrade Information Technology Infrastructure.. 13 Strategy 2: Upgrade Equipment and Facilities 13 Appendices Diagrams Diagram 1: Strategic Overview Diagram 2: Strategies Gantt chart

3 Section 1 - The Interior Native Alcohol and Drug Abuse Society Strategic Plan 1.1 Introduction This document is the Strategic Plan for the Interior Native Alcohol and Drug Abuse Society (INADAS). The set of strategic initiatives contained in the Plan will move the Society steadily forward over the next two to five years. INADAS recognizes that strategic plans are not static documents and strategic planning is not an event: it is an ongoing process. It is also a skill that must be practiced. The Strategic Plan captures a comprehensive set of strategies that are right for As initiatives are completed, feedback will be gathered and incorporated into future planning sessions, resulting in a revised and always-current Strategic Plan. The Plan is therefore an organic document: growing and changing; capturing and reflecting the organization s accomplishments, growth, challenges and renewed aspirations. 1.2 Methodology The strategic planning process involved the board of directors, managers and selected staff in a five-step process. Prior to commencement of the planning sessions, participants were provided with the following information: Financial Statements, annual budget and contracts Annual Statistics Client Survey Questionnaire summaries Critical Incident Summaries NNADAP Statistical Analysis of Canadian Treatment Centres Steps 1, 2, 3 and 4 were undertaken in a full day planning session June 14, 2012 in Vernon, BC. Step 5 was undertaken over the summer of 2012 under the leadership of the Executive Director. Step 1: Vision Statement. The board, management and selected staff established common understanding of the organization s stakeholders (see Appendix B) and values (Appendix C) and then developed a vision statement for the organization. The Vision Statement is reprinted in Appendix A. Step 2: SWOT Analysis. The group analyzed the current environment, first from an internal viewpoint (strengths, weaknesses) and then from an external perspective (opportunities, threats). See Appendix D. Step 3: Visioning Exercise. This phase of work required the group to articulate a vision for the Round Lake Treatment Center (INADAS) using an arbitrary time period of five years. This exercise drives detail into the vision statement; it is intended to be a fully articulated, detailed description of all that INADAS aspires to be. See Appendix E. Step 4: Crafting the Strategies. With these two important stakes in the ground (i.e. where INADAS is in 2012 (step 2) and where INADAS aspires to be in 2017 (step 3)), the working group generated a number of strategies designed to move INADAS towards the vision with increasing momentum. See Appendix F. Step 5: Prioritizing strategies, allocating resources. The board and management developed a concise and targeted set of strategies, with the result that all could be incorporated into the Plan 3

4 and none left behind. However the strategies needed to be more fully described and accountabilities built in. They also had to accommodate the Human Resources strategy recently developed by the Executive Director and adopted by the Board. The time spent on Step 5 was used to ground proof the initiatives, establish the scope of the proposed work and allocate resources (people, time, money). The results are this Strategic Plan. 1.3 Human Resources Strategy Earlier in 2012 a Human Resources strategy was developed by the Executive Director, with input from the management group, and presented to the board of directors, where it was adopted. The HR strategy is consistent with initiatives developed by the board/managers/staff at the June 14/12 planning session. Rather than attempting to implement and track the HR strategy separately but in parallel, the HR strategies have been incorporated into the INADAS Strategic Plan. 1.4 Strategic Overview The Interior Native Alcohol and Drug Abuse Society is adopting a three-pronged strategy, comprised of 11 initiatives, for forging its own vision. The focus of the strategy is people, money and technology: Develop and implement a comprehensive human resources plan Secure current revenues and establishing new revenues Upgrade infrastructure The first strategy is a comprehensive human resources plan which incorporates and builds upon the existing (board endorsed) HR strategy. The aim of the strategy is to properly recognize and develop the facility s most valuable resource: its people. This strategy is comprised of seven initiatives. The second strategy aims to achieve financial stability by securing current revenue sources and levels, and create new revenues. This will be achieved through three mutually supportive initiatives. The third strategy is to support the first two strategies as well as the overall operation by upgrading the infastructure in place at INADAS. Note: it is not necessary for one strategy to be completed before moving on to the next. A number of initiatives will be launched immediately, and additional initiatives will commence as quickly as is feasible, provided the planning and consultations are in place. Diagram 1 on page 5 displays the three-tiered Strategic Plan. The diagram on page 6 is a Gantt chart which displays the timelines and project lead for each of the Foundational Strategies. 4

5 Round Lake Treatment Centre 2012 Strategic Plan People Money Infrastructure Develop an ongoing strategy to ensure that RLTC is recognized by the First Nations Health Authority as a priority component and contributor to First Nations wellness. Secure long-term funding contracts from FNHA and ifnha Develop a strategic marketing plan and feasibility study to increase revenue sources and levels through a various approaches. Develop and implement a comprehensive workplace skills plan. Review and revise job descriptions and reporting relationships. Review and recommend a reward system; salary and benefits (including health & retirement plan). Develop a solid performance management system including tools and processes. Become an employer of choice in a competitive job market and where top applicants apply in numbers. Enhance training programs to build individual and institutional capacity. Develop a succession plan. Explore options to upgrade Infrastructure, especially regarding information technology system and facilities and equipment 5

6 ROUND LAKE TREATMENT CENTRE STRATEGIES WORKPLAN PL: Project Lead ED = Executive Director BP = Board President DP = Director, Programs MA = Manager, Adm. Services Strategies PL Sept 12 Oct Nov Dec Jan 13 Feb 13 Mar 13 Mar 14 STRATEGY 1: Develop a comprehensive workplace skills program STRATEGY 2: Develop job descriptions & reporting relationships STRATEGY 3: Develop a reward system ED ED ED STRATEGY 4: Develop a performance management system STRATEGY 5: Become an employer of choice STRATEGY 6: Build individual & institutional capacity through training STRATEGY 7: Develop a succession plan STRATEGY 8: Create strategy to ensure recognition by IHA & FNHA STRATEGY 9: Secure long term funding from IHA & FNHA STRATEGY 10: Increase revenues through a variety of approaches ED ED DP ED BP, ED ED ED Ongoing Ongoing Ongoing STRATEGY 12: Upgrade infrastructure ED MA Ongoing

7 Part 1: Comprehensive Human Resources Strategy Strategy 1: Develop and implement a comprehensive workplace skills plan Champion: Executive Director Additional resources (people): Director: Programs and Manager: Administrative Services Budget: 0 Estimated completion date: March 2013 Measurable criteria for completion: Gap analysis and workplace skills plan in place Required steps: 1. Evaluate skills gaps 2. Outline plan to fill gaps 3. Revise job descriptions and training plan to reflect gap analysis Strategy 2: Review and revise job descriptions and reporting relationships Champion: Executive Director Additional resources (people): Director: Programs, Manager: Administrative Services, and Board of Directors Budget: 0 Estimated completion date: March 2013 Measurable criteria for completion: New Job descriptions and organizational chart approved by BoD. Required steps: 1. (This will become part of the compensation review)

8 Strategy 3: Review and recommend reward system; salary and benefits (including health and retirement plan) (conduct formal consultants review for use in contract negotiations) Champion: Executive Director Additional resources (people): Director: Programs and Director: Administrative Services Budget: Unknown at this time. Consultants to be contacted. Estimated completion date: December 2012 Measurable criteria for completion: Project in place Required steps: 1. Request proposals from Human Resources Consultants 2. Review proposals and select consultant 3. Work with consultant to complete compensation and wage parity review. 4. Present results to BoD. 5. Seek additional funding and/or revise budget to meet targeted salaries over the long term. Strategy 4: Develop a solid performance management system including tools and processes Champion: Executive Director Additional resources (people): Director: Programs and Manager: Administrative Services Budget: 0 Estimated completion date: November 2012 Measurable criteria for completion: In progress Required steps: 1. Promote open communication between supervisor and employee. 2. Coach, mentor, and develop employees on an ongoing basis. Employee concerns/issues are addressed as soon as they occur and notes are placed in the employee s file. 3. New performance appraisal forms have been developed and used. Forms including career goals, training, and development and wellness plans. 4. Performance evaluations using new forms took place in November 2011 and will take place in November Personnel policies are currently under revision to reflect new processes. 8

9 Strategy 5: Become an employer of choice in a competitive in job market and where top applicants apply in numbers by; developing a staff team building strategy fostering bonding amongst the RLTC managers and staff developing a mentoring strategy offering competitive wages and benefits developing actions for recruiting and retaining employees Champion: Executive Director Additional resources (people): Director: Programs and Manager: Administrative Services Budget: $5,000/year Estimated completion date: Ongoing Measurable criteria for completion: Required steps: 1. employee satisfaction questionnaire completed in November 2011 and actions taken to address concerns. 2. staff meetings held on a monthly basis to open lines of communication. Every other month part time employees are paid to attend staff meetings so they also are included. 3. employees are encouraged to speak to their supervisor about any concerns they may have 4. twice-yearly training sessions include team building exercises 5. twoonie Wednesday (weekly coffee break for all employees) instituted. 6. compensation and wage parity review will address competitive wages and benefits concerns. 7. mentoring is carried out as part of performance management system. 8. another employee satisfaction questionnaire will be sent out in November develop a set of actions for recruiting and retaining employees. Strategy 6: Enhance training programs to build individual and institutional capacity Champion: Director: Programs Additional resources (people): Executive Director and Manager: Administrative Services Budget: $10,000 Estimated completion date: Ongoing Measurable criteria for completion: Required steps: 1. Training is discussed with each staff member during performance appraisal in conjunction will skills gap, performance issues, and career goals. 2. Skills gap analysis completion will inform future individual and group training 9

10 Strategy 7: Develop a succession plan Champion: Executive Director Additional resources (people): Director: Programs and Manager: Administrative Services Budget: Estimated completion date: March 2013 Measurable criteria for completion: Plan approved by BoD Required steps: 1. Prepare spreadsheet of positions, employees, ages, etc. 2. Canvas employees with regard to possible retirement date and future career plans and add to spreadsheet 3. Highlight high risk areas 4. Consider succession plan in all employee recruitment endeavors and in restructuring and job description development. 10

11 Part 2: Secure Current Revenues and Develop New Revenues Strategy 1: Develop an on-going strategy to ensure that Round Lake Treatment Center is recognized by the First Nations Health Authority as a priority component and contributor to First Nations wellness. Champion: Board President and Executive Director Additional resources (people): Board members, Director Programs, and Manager, Administrative Services. Budget: No cost Estimated completion date: On going Measurable criteria for completion: Continued funding contracts with inflationary index. Required steps: 1. Board and ED to develop strategy Strategy 2: Secure long term funding contracts from FNHA and IHA Champion: Executive Director Additional resources (people): Director Programs, Manager; Administrative Services Budget: NIL Estimated completion date: March 2014 Measurable criteria for completion: Long term funding contracts in place Required steps: 1. Ensure statistics and facts for budget negotiations in place (eg., wage parity review, OKIB lease, facilities audit, harm reduction statistics) 2. Negotiate with FNHA and IHA 11

12 Strategy 3: Develop a strategic marketing plan and feasibility study to increase revenue sources and levels through various approaches such as: providing consulting and individualized training services to fee paying individuals, corporate clients researching the possibility of satellite offices in other parts of the province exploring business opportunities such as herbal medicine sales Champion: Executive Director Additional resources (people): Director; Programs and Manager: Administrative Services, in consultation with Board of Directors Budget: depends on feasibility studies Estimated completion date: January, 2014 Measurable criteria for completion: (feasibility study followed by marketing plan completed) Required steps: 1. Research potential for various initiatives listed above. 2. Conduct a brainstorming session with board and staff for ideas; evaluate and synthesize these ideas and build into a strategy 3. Prepare feasibility study and eliminate/add initiatives 4. Prepare marketing plan for initiatives with potential 5. Marketing plan will outline actions and costs. 12

13 Part 3: Upgrade Infrastructure Strategy 1: Explore options to upgrade information technology: RLTC current has 1) satellite connectivity and 2) old servers Champion: Manager; Administrator Services Additional resources (people): Director: Programs and Executive Director Budget: Estimated completion date: 1) completed 2) ongoing until successful Measurable criteria for completion: Required steps: RLTC s information system providers have reviewed all possible alternatives to the satellite system to no avail. Last Fall I contacted Shaw Cable and TELUS regarding the possibility of cable service. Both organizations advised that the population in this area was not sufficient to support the capital costs of installing the system to RLTC. Future steps would be to 1) work with Okanagan Indian Band to negotiate cable internet for this region when TELUS or Shaw requests access to band lands for other installations. Strategy 2: Explore options to upgrade facilities and equipment as per facility assessment review by MQN Architects Champion: Executive Director Additional resources (people): Director: Programs and Manager: Administrative Services Budget: Estimated completion date: 1) ongoing until successful Measurable criteria for completion: New and renovated facilities Required steps would be to 1) in cooperation with MQN Architects develop recommendation report for Board of Directors. 2) garner Board of Directors input and approval 3) Fund raising campaign (including development of prospectus and grant applications. 4) Explore other sources of funding (ie., mortgage, etc) 5) Undertake renovations/rebuild 13

14 Appendix A RLTC Vision Statement A vision statement describes what an organization aspires to be. It answers the question what do we want to become? Interior Native Drug & Alcohol Abuse Society has crafted the following vision statement: RLTC is committed to being the leading edge provider of a) culturally-based, client focused treatment and b) training programs that support and empower individuals, families and healthy communities. 14

15 Appendix B RLTC Stakeholders Defining stakeholder as: any group, organization or individual that has a vested interest, either directly or indirectly, in the success of the Round Lake Treatment Centre, the following were identified as RLTC stakeholders in order of priority. Stakeholders are considered throughout the SWOT analysis. Internal 1. Clients (current and former) 2. Employees 3. Board of Directors 4. Membership of Society External 1. Front line workers 2. Funders - Federal - Provincial 3. Okanagan Indian Band 4. Donors 5. First Nations throughout Western Canada 15

16 Appendix C RLTC Values Respect Trust Compassion Culturally sensitive Flexible Loyalty Laughter Experience Sobriety Team player Integrity Honesty Healthy living Commitment Determined Role models A living, breathing entity Growing and evolving Identity Home Quality High standards Individuality Respecting diversity Pride Leadership Culture Self-empowerment Accountability 16

17 Appendix D SWOT Analysis Results from June 14, 2012 Strengths Funding is multi-year Staffing -low turnover -longevity Certified Accredited Location (physical setting of RLTC) Celebrated 10,000 clients Cultural component Autonomy Professional development Support for personal wellness of staff Quality of data collection and reporting Community(ies) support Client success rate Administration Agency relationships -NNADAP -etc -(provide training opportunities) Reputation Program provided to clients Safe Well maintained facility Governance -board -constitution Facility capacity Relationship with aboriginal political leaders Technology Policy and procedures Program content -e.g. client manuals 17

18 Weaknesses Funding multi-year deal ends 2014 (will then deal with First Nations Health Authority) Ageing facilities Ageing employees -retirements Loss of knowledge base and strength *need for succession plan Location 1) land tenure 2) lack of technology 3) lack of fire protection 4) access -one route in/out 5) no courier service Extended benefits/health plan (cumbersome/awkward) Lack of aboriginal political support from individual First Nations Salaries not competitive -lack of parity Complacency Resistance to change Knowledge base adequately documented? (this is the heart and soul of the organization) Passion for the organization, which can lead to conflict Opportunity for building board/staff relations, but this creates: -risk of blurred lines between board and operations -need guidelines for communication 18

19 Opportunities First Nations Health Authority Expand programming e.g. families, women, men Create satellite offices in other parts of the province Partner with other treatment centres Assist other treatment centres on a fee basis Create partnerships with other non-profits to address funding issues i.e. Health Canada, First Nations Health Council Research on the nature of, and trends, in addictions -and impacts on programming New prison to be built in the region: meet their program needs/provide services Run specialized programs - for specific groups - for specific issues -corp. Clients Attract corporate funding for capital/other projects -e.g. real estate board, BCLC Expand cultural components of the program 19

20 Threats Funding could be reduced or eliminated Loss of lease on RLTC lands Other treatment centres Government policy, i.e. enforcement of existing policy that clients must attend nearest treatment center Attracting quality staff due to low wages Cost of living Facility maintenance Location -lack of highspeed Internet access -staff housing -road maintenance Fire/emergency services Natural disasters Utility costs Boycott of facility Epidemics Admitting clients with uncertain backgrounds (lack of screening) Legal liability -incidents on site Development around RLTC Negative word-of-mouth - negative media Not a priority for FNHA or IHA 20

21 Appendix E Envisioning the Future: Where RLTC will be in 2017 Brainstorming From a brief brainstorming session the following vision emerged for RLTC five years out. By the year 2017 RLTC will be, or continue to be: Set apart from all others Leading edge Describes the people, the place Recognized nationally as best in Canada Employees happy to be there Strive to be cutting edge in terms of treatment/programs Wellness this is what we can give away Address staff concerns and fears regarding change The Vision for RLTC After discussion and refinement of ideas the following vision was crafted for RLTC. By the year 2017 Round Lake Treatment Centre will be: Solid, with diversified funding, while remaining independent and autonomous AGM will annually be attended by 30 plus members from each member First Nation All Chief and Councils will go through the Round Lake program Creating wave of wellness Facilities will be well maintained Facilities will be upgraded New tractor will be purchased Employees will be: -highly trained and competent -full complement of employees will be on staff -motivated -valued 70% success rate will be achieved each year Increased acknowledgement from clients about better quality of life Enjoying an increase of 10% in current statistics Training programs will be longer than 6 weeks, to reflect and accommodate more complex cases Participating in outreach/outpatient counselling 21

22 Appendix F Strategies The following raw list of strategies was developed. Target fee-paying clients Market RLTC to corporate clients Explore satellite offices in other parts of the province Offer consulting services to other treatment centres on a for-profit basis Explore business opportunities to provide additional revenue -e.g. herbal Research extended health plan options Review retirement plan options Develop a strategy for dealing with the newly created First Nations Health Authority with a goal of protecting and securing long term funding Conduct wages/benefit parity study and develop a strategy Review the professional development program to ensure relevancy to community needs This has two streams: 1) training received by each staff member to build individual capacity 2) training delivered to others to enhance their wellness and individual capacity Develop a mentoring strategy Explore options to upgrade information technology: RLTC currently has 1) satellite connectivity and 2) old servers Develop a staff team building strategy/program o Bonding amongst the RLTC managers and staff 22