BUSINESS PLAN

Transcription

1 NATIVE ADDICTIONS SERVICES SOCIETY BOARD OF DIRECTORS BUSINESS PLAN ACCOUNTABILITY STATEMENT The Native Addictions Services Society (NASS) Board of Directors Business Plan for was prepared through a strategic planning process involving the Board of Directors, Executive Director and Director of Operations. We have taken into consideration our governance and accountability requirements of NASS as an incorporated entity under the Societies Act (Alberta) and in compliance with our NASS By-Laws. On behalf of the NASS Board of Directors, we are fully committed to work in partnership towards the attainment and achievement of the planned goals and outcomes documented in this Business Plan. Toby Racette, Board Chairperson Native Addictions Services Society Date

2 PREAMBLE The Native Addictions Services Society (NASS) Board of Directors is a policy governing Board that sets policies, prudently governs NASS, establishes its purpose and vision, develops support for the NASS programs and activities, maintains the financial and social well-being of NASS and hires an Executive Director to implement these policies. The legal responsibilities of the Board are as set out in the NASS By-Laws, as amended. Our not-for-profit organization serves Aboriginal and non-aboriginal communities across Alberta, specializing in programs dealing with addictions including drug, alcohol, and gambling addiction. NASS incorporates a unique cultural and spiritual healing experience while employing the 12-Steps and the philosophy of Alcoholics Anonymous. This provides the client with a holistic healing experience while learning the tools to attain and retain sobriety. Our programs provide a renewed sense of identity, and heal the mind as well as the body. Elder involvement and traditional ceremonies are key elements of all our client support programs. A strategic planning process was used to create the Business Plan, taking into consideration our major opportunities and challenges, strategic priorities and directions of the Board of Directors. This Business Plan identifies the Board of Director s three core businesses and the specific goals, outcomes, performance measures and strategies/initiatives for each core business. HISTORY OF NASS BOARD OF DIRECTORS 1974 Native Alcohol Services Society was formed under the Alberta Societies Act and began as an outpatient program in a small one-room office in the inner city of Calgary. The outpatient services were funded by the Local Initiative Project (L.I.P.) through Canada Manpower. L.I.P. Funds were eventually depleted and AADAC begins to fund NASS services. Crowfoot Sunrise Residence was opened in a house in Victoria Park SE for alcohol dependent persons NASS moves at least 4 times always in the downtown area.

3 1975 A long-term 20 bed co-ed residential facility opens in the community of Ramsey and was established under the name Crowfoot Sunrise Residence, formed under the Alberta Societies Act with funding from AADAC. The counselling and administration activities of NAS were housed in a rented facility in downtown Calgary Native Alcohol Services name changed officially under the Societies Act to Native Alcoholism Services The client-base rose to 400 requiring five full-time counsellors Crowfoot Sunrise Residence was renamed Sunrise Residence Society Native Alcoholism Services changes name to Native Addictions Services Society but retains acronym of N.A.S NASS adds Men s Spousal Abuse Group (CROW Group) with funds from United Way of Calgary and Area NASS partners with Elizabeth Fry Society to offer Women s Group on Aggressive Behaviours (EAGLE Circle) Board of Directors made a decision that NAS will no longer accept Justice or Solicitor General clients into residential program due to insufficient funds paid and clients were disruptive to the program. NASS and Sunrise Residence Boards of Directors finalize discussions to amalgamate programs and services each remaining housed in their separate facilities NASS and Sunrise Residence legally amalgamate as one notfor-profit agency with both Board of Directors merged into one Board. Majority of programs moved to NASS with clients transported each day from Sunrise Residence to NASS for groups and individual counselling Major fund raising initiative undertaken, raw land was purchased and a new NASS facility was designed and built. Sunrise Residence was sold to John Howard Society for their youth program.

4 September NASS former outpatient office is closed and moved to new NASS facility with the residential program relocated two weeks later. NASS employed 30 full and part time staff with AADAC as major funder. The new building is named SUNRISE Native Addictions Services Society however, legal name is retained as Native Addictions Services Society. October 2002 Official opening of a new facility (21,000 square foot) for Sunrise Native Addictions Services Society (SNASS) with the operations of Sunrise Residence and Native Addictions Services finally under one roof. June Long Term Residential Treatment (LTRT) begins. Name was changed in 2009 to Living Through Recovery Treatment Program The Board of Directors participates in a strategic planning session to develop the NASS Strategic Plan. Another planning session is held later in the year with key staff and management. The NASS Strategic Plan was accepted by the Board of Directors in November 2007 The Board of Directors developed and approved the NASS Board Manual 2010 The Board of Directors engaged in strategic planning sessions to develop the NASS Board of Directors Business Plan and an Operations Plans

5 ORGANIZATIONAL STRUCTURE Board of Directors Executive Director Director of Operations Program Director Residential Supervisor Fund Development Officer Accountant/ HR Administrative Manager Addictions Counsellors Receptionist LTRT Program Staff Admissions Clerk Team Leaders Residential Staff Residential Volunteers & Practicum Students Family Program Staff Counselling Volunteers & Practicum Students

6 Vision Addictions free lifestyle for Aboriginal peoples, families and communities. MISSION In a setting of hope and dignity, we provide a holistic, Aboriginal based addictions program through education, prevention and treatment. VALUE STATEMENTS 1. Service We are client focused based on native spirituality as the foundation that supports our program and service delivery. 2. Leadership We support teamwork and value the unique contribution of each team member. 3. Respect We recognize the diversity, worth, dignity and potential of self and others. 4. Integrity We conduct ourselves in a professional and ethical manner and we are accountable for our actions both personally and as an organization. STRATEGIC CONTEXT - OPPORTUNITIES 1. Secure long term and sustainable funding 2. Negotiate sufficient dollars from funders to design and construct a new state of the art Youth & Family building expansion 3. Seek accreditation for NASS 4. Develop and implement a transitional recovery housing initiative 5. Partner with Bow Valley College to develop and implement an Aboriginal addictions counselling diploma program

7 STRATEGIC CONTEXT CHALLENGES 1. Insufficient funding and restricted/short-term funding arrangements 2. Inadequate facilities for expansion of innovative programs 3. True understanding of the nature of addictions by governments 4. Volunteer base STRATEGIC PRIORITIES The following Strategic Priorities have been identified through strategic planning and needs assessment. This Business Plan will deal with these issues and challenges through innovative strategies and initiatives: 1. Secure long-term, sustainable operational funding without compromising our existing program resources 2. Secure sufficient financial resource to design and construct a state of the art facilities and grounds 3. On-going review and revise of all NASS governance structure, by-laws, policies, procedures and processes 4. Pursue Board recruitment, training and succession planning that will strengthen and balance the competence of the Board 5. Acquire accreditation and ensure the development, implementation and monitoring of all applicable standards of addictions treatment 6. Enhance our strategic partnerships and relationships with governments, agencies, industries and foundations

8 STRATEGIC DIRECTIONS Strategic Directions are the longer-term changes needed to achieve the mission and goals of the NASS Board of Directors. The three Strategic Directions for the Board of Directors for are: 1. NASS Board of Directors are committed to achieving its mission and vision 2. NASS Board of Directors are committed to the success and sustainability of the NASS organization 3. NASS Board of Directors are committed to meeting the highest standards of addiction treatment applicable to our agency CORE BUSINESSES: Core Businesses are broad statement of purpose that set out the role, key functions and central activities. The three core businesses of the NASS Board of Directors are: Core Business 1 Governance Core Business 2 Strategic Directions Core Business 3 Management Oversight

9 Goals, Outcomes, Performance Measures, Strategies/ Initiatives for the Core Businesses of the NASS Board of Directors CORE BUSINESS 1: GOVERNANCE Goal 1: To ensure sustainability of NASS Outcomes Performance Measures Strategies/ Initiatives 1. State of the art facilities and programs 2. Alcohol, other drugs and gambling free adults, youth and families reintegrated into society 1. $ amount and % increase in financial resources for NASS operations 2. $ amount and sufficient financial resources for the construction of the new Youth & Family facility expansion 3. # and % of clients that have successfully completed NASS programs 1. Develop and implement a NASS facilities and grounds master plan 2. Finalize and approve the Business Case and resubmit funding proposals to the Province, Canada and other funders to secure financial resource for the new Youth and Family Program Wing 3. Develop and implement a strategy to negotiate adequate NASS financial resources Goal 2: To ensure the effective operation of the Board based on sound organization, policies, procedures and processes Outcomes Performance Measures Strategies/ Initiatives 1. Strong, effective performing Board 2. Strong, strategic partnerships with governments and agencies 1. # and % increase in stakeholders reporting satisfaction with the Board 2. # and % increase in MOU/MOA with stakeholders 1. Review and revise NASS By- Laws, policies and procedures 2. Develop and implement a strategy to pursue Board recruitment, training and succession planning that will strengthen and balance the competence of the Board

10 CORE BUSINESS 2: STRATEGIC DIRECTIONS Goal 1: To develop, approve and implement the NASS Board of Directors 5-year Business and Operations Plans Outcomes Performance Measures Strategies/ Initiatives 1. The Board achieved its strategic priorities, directions and goals 1. # and % of strategies in the Business and Operations Plans that have been successfully completed 1. Complete and implement the approved NASS Board Business Plan and Operations Plans Develop and implement a communication strategy for the NASS and Board Goal 2: To achieve accreditation through a recognized accreditation body Outcomes Performance Measures Strategies/ Initiatives 1. Credibility, stability and quality assurance as an organization 2. Security of funding 1. # and % increase in accredited programs delivered by NASS 2. $ amount and % increase in financial resource for NASS operations 1. Complete all tasks to become an accreditation NASS

11 CORE BUSINESS 3: MANAGEMENT OVERSIGHT Goal 1: To retain a qualified Executive Director Outcomes Performance Measures Strategies/ Initiatives 1. Effective management and operations of NASS 2. Strong, collaborative working relationship between the Board and the Executive Director 1. # and % of Board members reporting satisfaction with the performance of the Executive Director 2. Executive Director and staff reporting job satisfaction and a good and collaborative relationship with the Board 1. Review and approve the NASS Administration Business and Operations Plans and the Executive Director s annual work plan 2. Implement an annual performance evaluation of the Executive Director

12 NASS BOARD OF DIRECTORS BUDGET FORECAST (To be completed after the development of the Operations Plans)