Human resource management final project

( September 1, 2009 Washington County Mental Health Services Five Year Plan: 2009 - 2014 )

Table of Contents

Page Title

2 2009 to 2014: The Vision Expands

3 Mission Statement

4 Purpose / Process of Strategic Plan

5 Glossary

Plans of Action: Goals, Strategies and Indicators

7 Staffing:

~ Goal A ~ Increase Employee Compensation

~ Goal B ~ Increase Employee Education & Development Opportunities

~ Goal C ~ Increase Supervision Opportunities

~ Goal D ~ Increase Supervisory Training and Intervention

~ Goal E ~ Increase Morale and Wellness Opportunities

~ Goal F ~ Increase Recruitment & Retention Efforts

14 Internal Operations:

~ Goal A ~ Clarify how the quality of clinical and other services provided by WCMHS programs are measured.

~Goal B ~ Increase Use of Technology/Improve Data Uses for Management Decisions

~ Goal C ~ Improve Staff Time Management Skills

~ Goal D ~ Paperwork is Submitted within Prescribed Time Lines

~ Goal E ~ Increase/Improve Intra-Agency Communication

~ Goal F ~ Succession Planning

~ Goal G ~ Develop Internal Procedural Controls

~ Goal H ~ Building Maintenance

20 External Operations

~ Goal A ~ Create Revenue Opportunities

~ Goal B ~ Participate in the Development of the Statewide System of Care

~ Goal C ~ Improve Public Relations and Community Education

25 2009 – 2014 Strategic Planning Participants

2009 to 2014: The Vision Expands

Washington County Mental Health Services (WCMHS) entered its fifth decade of operation in the most challenging economic environment the agency has faced since its founding. This new plan was in development even as state government cut the agency’s budget four percent in the current year, forcing us to undertake painful layoffs. That said, because the first two strategic plans proved to be invaluable to our maturation as an agency, dedicated staff persevered in an effort to make this new plan just as meaningful as the prior two.

The 2004 – 2009 strategic plans emphasized internal matters like staff training, improved communications, and improved compensation, the use of technology, time management and timeliness of paperwork. Externally, the plan emphasized increased visibility in the press and with our legislature, funding and revenue sources and identifying emerging community needs. Nearly all of the goals outlined in that plan were met, with only a couple of exceptions. The exceptions proved in all cases to be worthy, but not worthwhile in terms of their cost in time and effort relative to the benefit to WCMHS.

The 2009-2014 strategic plan is formed to address two fundamental questions: How well are we doing at our mission? And, in this most challenging of fiscal environments, are there ways to expand our revenue base? This, our third plan, builds on the work of the previous two plans by looking at ways to expand the scope of our work while putting in place ways to measure the effectiveness of that work.

In the previous plan, we closed by saying, “Today, we face new and difficult challenges, and we are confident that by working together, we will succeed.” The challenges we face today are even more difficult, yet the culture of our agency is to approach challenges by working still more closely together, being more creative, more entrepreneurial.

Designated Developmental and Mental Health Agencies in Vermont – and especially Washington County Mental Health Services – are at the center of efforts to find new ways to serve. Community Developmental Services, working with the Department of Aging and Independent Living, continues to find ways to serve those with very high needs, even with increasingly limited funding. Decertification of the Vermont State Hospital created an opportunity to forge a much closer partnership between our agency and the Vermont Department of Mental Health Services. That partnership has resulted in groundbreaking efforts to serve consumers still closer to their communities, still more effectively.

Finally, this plan is the result of many people from disparate parts of the agency, working together over many months. Their names are on the last page of the plan. We want them to know how much we appreciate all the hard work they put into it.

_________________________ _________________________

Nancy Smith, Executive Director Robin Stone, President

Board of Directors

WCMHS Mission Statement

Washington County Mental Health Services advocates the inclusion of all persons into our communities and actively encourages Self-Determination and Recovery. We serve all individuals and families coping with the challenges of developmental disabilities and mental health by providing *trauma informed services to support them as they achieve their highest potential and best possible quality of life.

*Mission statement, revised approved by Board or Directors March 2010. Trauma informed services are not designed to treat symptoms or syndromes related to abuse or trauma. Instead, the primary purpose is to deliver mental health, addictions, housing supports, vocational or employment counseling services, etc., in a manner that acknowledges the role that trauma plays in the lives of most consumers of mental health and substance abuse services. This understanding is used to design service systems that accommodate the vulnerabilities of trauma survivors and allow services to be delivered in a way that will facilitate consumer participation that is appropriate and helpful to the special needs of trauma survivors.

PURPOSE/PROCESS OF STRATEGIC PLAN

Washington County Mental Health Services (WCMHS) is a private, non-profit, comprehensive Community Mental Health Center serving Concord County, Vermont and, for some services, three towns in Suffolk County. An annual written plan is required of each of the comprehensive Community Mental Health Centers. The first of such plans was developed in 1997 when WCMHS formed a Five-Year Planning Committee ~ over the course of the year and with detailed input from stakeholders, the Five Year Plan was presented on July 1, 1998.

The premise of this Five Year Plan (2009-2014) is to meet the challenges of the present and those of the future by strengthening WCMHS’ use of its successfully established resources.

Three committees were formed, the Staffing Committee, the Internal Operations Committee and the External Community Committee.

Over the course of the process, committees defined the purpose of their committee and discussed what they wanted the organization to accomplish with respect to their specific group over the next five years.

Once the broad goals were established, work began on the specifics: what strategies will we use to accomplish these goals, and how will we know when we are successful? Participating staff were from throughout the organization. The names of participants are at the back of this report. All of the ideas – as well as how to accomplish them – come from those directly involved in the work of WCMHS. We took great pride in helping to define the future of the organization and planning how to accomplish it.

GLOSSARY

CCPS: Center for Counseling and Psychological Services, a Division of WCMHS

CCV: Community College of Vermont

CDS: Community Developmental Services, a Division of WCMHS

CEU: Continuing Education Unit, continuing education is required for some WCMHS professional employees

CFO: Chief Financial Officer

Connections: The monthly internal newsletter sent internally to all WCMHS staff

CRT: Community Rehabilitation and Treatment, a Division of WCMHS

CYFS: Children, Youth and Family Services, a Division of WCMHS

EAP Committee: A WCMHS internal committee that oversees the WCMHS Employee Assistance Program

EMR: Electronic Medical Record

FMLA: Family Medical Leave Act

HR: Human Resources, a Department of WCMHS

LWSI: Lavender and Wyatt Systems, Inc. WCMHS’ billing and data management software

MH: Mental Health

MIS: Management Information Systems, a department of WCMHS

NAPPI: Non-Abusive Psychological and Physical Intervention

NPO-CX: A Non-Profit Organization Risk Assessment Form

QA: Quality Assurance

RFP: Request for Funding Proposal

UPC: Unified Point of Contact, a position that serves as a single point of contact for WCMHS

Trauma Informed

Services: Trauma-informed services are not designed to treat symptoms or syndromes related to abuse or trauma. Instead, the primary purpose is to deliver mental health, addictions, housing supports, vocational or employment counseling services, etc., in a manner that acknowledges the role that trauma plays in the lives of most consumers of mental health and substance abuse services.

This understanding is used to design service systems that accommodate the vulnerabilities of trauma survivors and allow services to be delivered in a way that will facilitate consumer participation that is appropriate and helpful to the special needs of trauma survivors.

VAMH: Vermont Association for Mental Health, the largest advocacy group for mental health issues in Vermont.

Vermont Council: The Vermont Council of Developmental and Mental Health Services, of which WCMHS is a member, is the non profit trade association for 16 designated developmental and mental health agencies.

VTC: Vermont Technical College

WCMHS: Washington County Mental Health Services

PLAN OF ACTION: GOALS, STRATEGIES & INDICATORS

Staffing

The focus of this committee is to address issues in relation to staff and staff concerns ~ training, performance, compensation and communication.

GOAL (A) ~ Increase Employee Compensation

Strategy: WCMHS needs a better understanding of its internal placement for salaries and pay grades. It will be important to strategize if there is to be a means for movement within the current structure. Among other things, this committee will determine how staff can be rewarded for degrees, licensure and/or experience.

Indicator: An enhanced salary structure will be in place. The process for determination of placement will be documented in an easily understandable way.

· Action Step #1

Undertake a study to determine how many staff would be impacted by adding apprenticeship pay rates and additional quartiles to reflect experience and/or licensure. Financial models will be created and submitted to CFO for feedback.

Staff The Human Resources Director and/or designee(s)

Date January 2011

· Action Step #2

The Compensation sub-committee will offer recommendations and policies to Board/Staff Management Committee (BMSC) for them to consider. Examples: more actively and consistently utilizing the quartiles, providing documentation to justify salary placement.

Staff The Human Resources Director will make recommendations to the Board/Staff Management Committee requesting approval for this work. The HR Director will also work to get an outside professional opinion from Palmer before enacting any policies or changes to our current structure.

Date This idea will be brought to the Board/Staff Management Committee September 2011

· Action Step #3

Review the results of the study and determine steps for implementation

Staff Human Resources Director and Board/Staff Management Committee

Date January 2012

Strategy: How can WCMHS support and motivate staff to obtain additional expertise and licensure, thereby qualifying them to provide a wider range of services, be better compensated and be retained longer?

· Action Step #1

This is work currently being done by WCMHS.

Staff Salary/Benefits Committee and Senior Managers

Date Currently on-going

Strategy: If the agency cannot increase salaries, is it possible to provide staff more time off with pay?

· Action Step #1

The committee has reviewed current paid time off policies and determined not to address this issue at this time.

Staff Staffing Committee

Date Not currently planned

GOAL (B) ~ Increase Employee Education and Development Opportunities

Strategy: Staff needs consistent, progressive opportunities for education and development.

Indicator: Staff will begin earning advanced degrees and receiving promotions based on satisfying core competencies or educational requirements.

· Action Step #1

Encourage staff to participate in CCV’s program – Assessment of Prior Learning to earn college-level credit for experiential learning.

Staff The Human Resources Director and/or designee(s)

Date 2011

· Action Step #2

Work with compensation sub-committee to consider offering “apprentice-level” pay for staff not meeting the posting-required educational qualifications when applying for positions.

Staff The Human Resources Director will make recommendations to the Board/Staff Management Committee requesting approval for this work. The HR Director will also work to get an outside professional opinion from Palmer before enacting any policies or changes to our current structure.

Date This idea will be brought to the Board/Staff Management Committee in 2011 in conjunction with Goal A beginning January 2011.

· Action Step #3

Tie school-based incentive programs into staff degree programs. Work with CYFS non-degreed staff to draft a policy offering school based stipend eligibility based on carrying college credits.

Staff Human Resources Director and Board/Staff Management Committee

Date 2010 (done)

· Action Step #4

Continue to work with Educational Benefits Committee to publicize and advertise availability of funds for matriculating programs.

Staff Ed Benefits Committee

Date: On-going

GOAL (C) ~ Increase positive interactions between staff and supervisors. Address job expectations/roles and interpersonal dynamics among employees consistently across programs.

Strategy: Research performance evaluations.

Indicator: Employees will have a greater sense of their expectations, roles and performance. This will increase overall productivity and create a more positive workplace.

· Action Step #1

Research an appropriate tool for staff performance evaluations. Consider developing multiple evaluations based upon department, program, and/or job title. Address concerns about the consistent application across programs, the training of supervisory and line staff, and manage the shift in agency culture that is required to implement a performance evaluation process.

Staff Human Resources Director

Date A decision regarding implementation will be made in May 2011.

· Action Step #2

Conduct research on alternatives to performance evaluations that provide staff with input and accurate feedback on how they are doing. This may include supervisory trainings on providing constructive feedback.

Staff Human Resources Director and/or designee

Date A decision re implementation will be made in Fall 2011.

· Action Step #3

Continue to use the current employee self-evaluation form while reviewing tools to enhance the process.

Staff All staff

Date On-going

Strategy: Conduct annual climate surveys to monitor employee satisfaction.

Indicator: Employee satisfaction levels will rise as feedback tools are implemented.

· Action Step #4

Use Survey Monkey to conduct survey and analyze results. Use the results of the survey to aid in developing and updating feedback tools, benefits and policies.

Staff Human Resources

Date Annually in the fall, on-going

· Action Step #5

Review our list of questions to help gauge employee job satisfaction.

Staff Human Resources

Date 2011

GOAL (D) ~ Increase Supervisory Training and Intervention

Strategy: Staff needs consistent, progressive training. The following levels indicate the types of training needed for the various types of work within WCMHS:

First Level

Staff: All new employees, direct care staff

Training: Basic ~ i.e., back safety, blood borne pathogens …

Occurs: At new employee orientation

Second Level

Staff: Program specific staff ~ needs specific training as it relates to the work people are doing

Training: *Medication delegation, CDS pre-service in-service, *NAPPI, Children’s, First Aid, Crisis Response …

(* denotes needed for recertification)

Occurs: Certain times of year/as needed

Third Level

Staff: Staff in specific role ~ specific activities they must do

Training: Supervisory, defensive driving

Occurs: Predictable times of the year (Quarterly)

Fourth Level

Staff: Performance enhancing trainings for everyone ~ supervisors and staff

Training: Conflict resolution, team building, communication, empowering staff. Time Management (“Eat that Frog”), Professionalism

Occurs: As needed or requested

Fifth Level

Staff: Core Competencies for Supervisors

Training: FMLA, Personnel Guidelines, Progressive Discipline, Interviewing and Committee Overview, Professionalism, Peer Today Boss Tomorrow (transitioning into a supervisory role)

Occurs: Quarterly

Sixth Level

Staff: Leadership Development & Succession

Training: Essentials of HR, Leadership Development

Occurs: As offered by VTC

Strategy: All supervisory staff needs basic training within the first 3 months of being hired.

Indicator: There will be an annual checklist of trainings that occur at each level. Within level 5, supervisors will be trained within 90 days of hire into a supervisory position.

· Action Step #1

Develop a checklist of basic trainings that all supervisors need to have and to know. These trainings for supervisors need to occur once/quarter, depending on the need.

Staff Director of Human Resources will take the lead, working with senior managers and seasoned supervisors

Date The checklist and plan for trainings will be completed by Summer 2010

Strategy: All staff will receive training appropriate for their work.

Indicator: In an annual review, determine the number of people that were trained and the type of training they received.

· Action Step #2

A specific checklist of all trainings for staff will be developed and implemented.

Staff Director of Human Resources and the EAP committee

Date 2010

GOAL (E) ~ Increase Morale and Wellness Opportunities for Staff

Strategy: Limit pressure on staff. In order to ensure a high standard of care for all clients, it is critical that staff not be overwhelmed with unmanageably high caseloads or limited resources.

Indicator: Staff is able to complete all assigned tasks within the expected time, without an increase in late paperwork, decrease in service or a lessening of job performance.

· Action Step #1

Monitor the productivity of all staff.

Staff Managers

Date Ongoing

· Action Step #2

Provide training on organization and skills related to each department’s function.

Staff Supervisors will provide appropriate trainings on an as needed basis within their departments in consultation with HR.

Date Ongoing as needed

· Action Step #3

Supervisors and employees communicate clearly and effectively about individual workloads. Supervisors monitor workloads, understanding that as clients’ needs change, workloads also change, which may necessitate adjustments to the employee’s client base.

Staff Supervisors

Date Ongoing

· Action Step #4

Continue to seek out wellness opportunities. Partner with the Wellness Committee to serve as an educational resource. Support WCMHS staff in taking responsibility for their physical, mental and spiritual health. This will have a positive impact on the strength of the Agency and the quality of services.

Staff Staff

Date Ongoing

GOAL (F) ~ Improve low cost, efficient recruitment & retention practices.

Strategy:

· WCMHS is a large employer with ongoing staffing needs due to turn over and program growth.

· With a small recruitment operating budget, WCMHS must capitalize on cost effective and local methods.

· WCMHS needs to recruit highly qualified candidates with a specialized skill set for each vacancy.

· It is important to market our excellent fringe package.

· Better streamline the hiring process agency-wide to ensure compliance with Agency policies and legal practices.

· Streamline the hiring process to effectively triage staffing needs within the Agency and Divisions.

Indicator: WCMHS quickly and cost effectively recruits a larger pool of qualified candidates to fill positions and meet hiring practice goals. This will be the responsibility of HR staff and identified hiring managers.

· Action Steps:

Analyze existing data to determine most effective advertising method.

Annually solicit quotes from newspapers, radio and online venues and analyze to determine our strategy.

In order to achieve earlier outreach, participate (or create) in local public school/trade and vocational center informational / job fair events.

WCMHS will continue to participate in major regional job fairs / expos.

Establish a recruitment budget and research various display options with a

more professional and eye catching appearance.

Ensure that those who are involved in the hiring process are appropriately trained on interviewing and hiring practices and Agency policy. Require attendance.

Identify individuals in each division who can act as “leads” or as main contacts for interviewing and hiring. Use CDS templates as a model to reach out to other agency programs/divisions.

Staff Recruitment Committee

Date Ongoing

PLAN OF ACTION: GOALS, STRATEGIES & INDICATORS

Internal Operations

The work of Internal Operations is to focus on the administrative and technical operations of the organization. How does WCMHS measure the quality of its programs? How does WCMHS report on the quality of its programs? How can WCMHS be creative, effective and efficient? How can WCMHS incorporate business goals into a not-for-profit environment?

GOAL (A) ~ Clarify how the quality of clinical and other services provided by WCMHS programs is monitored by the Board of Directors.

Strategy: Each Division will submit the measures currently used to report on program quality to the QA/QI Committee for presentation to the Board of Directors.

Indicator: At least annually (or on a schedule preferred by the Board of Directors), the QA/QI Committee (with Division Directors or program personnel when appropriate) will meet with the Board of Directors to review program QA/QI information and processes.

· Action Step 1

Subject to Board approval, the President of the Board of Directors will appoint two members of the Board to participate in the QA/QI Committee.

· Action Step 2

QA/QI Committee will meet quarterly.

· Action Step 3

Division Directors will submit to the QA/QI Committee all program quality, client satisfaction and other quality assurance measures performed or reported on by WCMHS and/or the Department of Disability and Aging Services and/or the Department of Mental Health, including client satisfaction information, as available.

GOAL (B) ~ Increase Use of Technology/Improve Data Uses for Management Decisions

Strategy: Quick updates and informal training or tips for employees

Indicator: Correspondence with Employees and/or Trainings

· Action Step #1

Technology Tips for Employees will be available in a variety of locations: WCMHS home web site, Connections, posted in a general location within each building.

Staff: MIS, Training Committee

Date: On-going

Strategy: Continued IT development and upgrades – MIS Director will perform reviews and consult with the CEO & CFO on future needs

Indicator: MIS presents an annual review and report to the Board of Directors.

· Action Step #1

MIS will present an annual report to the Board of Directors.

Staff: MIS Director, Executive Director and CFO will meet as needed.

Date: The process is in place and on-going.

Strategy: Investigate the development and installation of an electronic medical

records system ~ clinical package

Indicator: CCPS and the Doctors are using the LWSI Scheduler successfully – Clinic office to begin use the Scheduler

· Action Step #1

PHASE I – Use of LWSI Scheduler in Programs

Staff: Data Management Specialist

Date: 2011

Strategy: Develop committee of clinical and administrative staff to review various EMR Packages; decide on a system

Indicator: An EMR system is purchased

· Action Step #1

Develop committee and review EMR packages.

Staff: EMR Committee comprised of clinical & administrative staff

Date: 2009-2010

· Action Step #2

Review all agency forms and consolidate to forms that may be used in the selected EMR

Staff: Data Management Specialist and Administrative staff

Date: 2010

Strategy: Have MH clients come into the system through a single point of entry to make it as easy as possible for people entering the system to get the services that they need.

Indicator: A person is hired to fill the Unified Point of Contact position

· Action Step #1

Continue ongoing communication between CCPS and CRT regarding the development of the UPC position.

Staff: CCPS and CRT

Date: 2011

GOAL (C) ~ Improve Staff Time Management Skills

Strategy: Clinical and Administrative supervisors need training to better understand the demands of their work. Supervisors set the tone for expectations of their staff ~ it is critical that they have a supportive and positive point of view re managing the paperwork, phone calls and workload. Supervisors must understand how the organization works and how the system fits together.

Indicators: The Quality Assurance/Quality Improvement Committee is the receivers of QA data

In order to assess that the culture is shifting, an annual check-in by the quality team will review: what has been done over the past year to support this shift ~ is it occurring ~ changes to be made

Supervisors develop a baseline assessment (Human Resources Director will find an assessment tool) and use it at the retreat in 2011 which will focus on communication and knowledge

How does WCMHS include staff in this measurement (baseline assessment) ~ can we do a baseline assessment after supervisor’s retreat with staff (and again on a yearly basis)

If the data does not improve, Quality Assurance/Quality Improvement Committee brings this information to senior managers.

· Action Step #1

A retreat for supervisors is developed which involves appreciation of and training for their work. A diversified group of supervisors will develop the retreat. It will be their responsibility to determine what the retreat will look like ~

The purpose of the retreat is to show “How all the pieces of WCMHS fit together: why staff has to do what they don’t like to do in order to do the work they got into the field to do.”

There is a culture change occurring within the organization which must be looked at in a positive light. Another focus of this retreat is to improve the professional collegial interactions amongst staff.

Staff: Human Resource Director and Program Representatives

Date: 2011

· Action Step #2

Develop a mentoring program to share ideas and create positive momentum. Establish 1 or 2 meetings per year within programs for mentoring & training.

- A mentoring program for staff re time management ~ who, on staff, does this well and how can fit into a mentoring program? How can a mentoring program be built (what are the issues, who will do it …)

- Training: what are the issues that need to be addressed for supervisors re training? Get these from the retreat ~ determine the actions steps to address them.

- Once this retreat is done, how do we keep the momentum going? Define the next steps and the process to follow up on them.

Staff: Human Resource Director and Program Representatives

Date: 2012

· Action Step #3

The concept of the retreat needs to be presented at orientation so that it sets the groundwork for this culture shift. It is also mandatory that all new supervisors take the core competencies trainings.

Staff: New Employee Orientation Presenters

Date: On-going

· Action Step #4

Supervisor training developed with the Vermont DMH will be a state-wide training.

Staff: Human Resource Director

Date: Cancelled due to State’s inability to fund

· Action Step #5

Increase computer training availability so that all employees will be able to take the annual mandatory trainings on-line from the agency employee home page. Employees’ activity will be recorded.

Staff: MIS & Human Resources

Date: Late 2010

GOAL (D) ~ Paperwork is Submitted within Prescribed Time Lines

Strategy: Develop for inclusion within the orientation packet, guidelines for the paperwork as it relates to both Clinical and Administrative requirements. Also within the packet, staff will be notified that there will be a training session they must attend regarding these paperwork requirements.

· Action Step #1

A training for all WCMHS supervisors receiving the paperwork guidelines in the orientation packet will be set within 30 days of the agency receiving the state’s new guidelines re its newly established external/clinical content paperwork requirements. This training will be for all supervisors and new staff. It will address timelines, accountability and resources. The Compliance Officer and Human Resources work with supervisors around problem areas and present training upon request.

Staff: Compliance Officer & Human Resources

Date: On-going, presented at New Employee Orientation

· Acton Step #2

A “reminder/tickler” process needs to be put in place to assist staff in getting paperwork in on time. This system must be uniform across the agency.

Staff: Compliance Officer & Data Management Specialist

Date: On-going:

· Action Step #3

An “electronic reminder/tickler” system to ensure notes, reports, etc. are written and submitted on time.

Staff: Data Management Specialist & MIS

Date: Work will begin when an EMR system has been chosen.

· Action Step #4

Create a “missing paperwork” report for CDS as is currently done for MH.

Staff: Data Management Specialist

Date: 2010

GOAL (E) ~ Increase/Improve Intra-Agency Communication

Strategy: Increase awareness of program and activities throughout the agency.

Indicator: Employees will be aware of what is happening throughout the agency.

· Action Step #1

WCMHS Home web page will be revamped.

Staff: MIS

Date: 2011

· Action Step #2

Revamp Connections. Any and all suggestions to format and/or content will be welcome. Target date of first issue: May 1, 2009

Staff: Administrative Coordinator

Date: Ongoing

GOAL (F) ~ Succession Planning

Strategy: Develop a plan: If a key employee left, how would the agency continue until that position was filled? Distinguish between replacement and succession planning.

Indicator: Instructions would be available and “fill-ins” identified for key employees.

· Action Step #1

Key personnel should develop a plan for short-term or long-term coverage for their position. Individual(s) would be identified for each key position that could perform all or portions of the job.

Staff: Senior Managers & Human Resources

Date: 2013

GOAL (G) ~ Develop Internal Procedural Controls

Strategy: Use auditor document (NPO-CX) to perform a risk analysis for each department.

Indicator: Each department will have their respective internal controls documented.

· Action Step #1

Each program will perform a risk analysis for their program and develop internal controls based on their findings.

Staff: CFO

Date: 2010-2013

GOAL (H) ~ Building Maintenance

Strategy: WCMHS will continue to monitor agency building needs for improvements, appearance, and energy efficiency.

· Action Step #1

As in the past five years, senior managers will develop a list of their program needs. The list will be reviewed and updated on a regular basis – twice a year.

Staff Senior managers will review and update the list. Once the list has been updated, the Executive Director will work with the CFO and the Director of Maintenance in developing a plan to address the work components

Date The first review of the list will be during the 9/18/2009 senior managers meeting.

PLAN OF ACTION: GOALS, STRATEGIES & INDICATORS

External Community

This committee will develop strategies to build stronger and more integrative working partnerships in the community, some of which could establish new ways for WCMHS to conduct business. It will also continue the previous 5 year plan’s focus on public relations, fundraising and educating our community by expanding efforts to communicate effectively about the work of WCMHS.

GOAL (A) ~ Create Revenue Opportunities

Strategy: WCMHS will be proactive in its efforts to create revenue opportunities:

· Because requests for consultation from the agency are growing, we will create a more intentional process to determine if and when to charge for this service.

· Each Division will identify at least one promising activity for this purpose.

· Recommend that the Executive Director and Senior Managers allow each Division to identify personnel who will be allowed dedicate hours to research and grant writing activities.

Indicators: Each Division will identify activities and areas of expertise with the potential to generate revenue and submit them to the Executive Director and Chief Financial Officer.

An agency-wide tracking system will be developed for trainings, consultation and other identified activities. The system will track revenue generated, and help us evaluate the effectiveness of these efforts.

Increased revenue will be generated through consultation fees/contracts.

WCMHS will have a grant-writing team in place that will apply for and receive grant funds.

· Action Step #1

There is a wide range of knowledge and expertise among staff at WCMHS that can be developed into training or consultation opportunities. WCMHS will develop a plan to offer/open trainings to outside entities by building on that knowledge and expertise.

Staff CEU Committee

Date CEU Committee has already conducted a survey in order to accomplish three purposes: 1) Identify areas of interest for training; 2) Identify areas of staff and agency expertise; 3) Identify staff with an interest in training or consulting in those areas. The CEU Committee is expected to have trainings established by late fall of 2009 and expects to continue this as an ongoing process.

· Action Step #2

Establish a small committee for the purpose of exploring ways to offer and expand specialized services throughout the State. The committee will seek to establish contractual agreements including consultation-for-fee arrangements.

Staff The small committee will have representatives from the CEU Committee. Senior managers will be asked to assign representatives from each of their divisions.

Date Assignment to the small committee by senior managers will be complete in 2010. The small committee is in place now as a subcommittee of the CEU Committee.

· Action Step #3

WCMHS will formalize a process to research and compile information on grants to support or expand programs. A process will be established to ensure that programs do not compete against one another for the same grants. Staff will be given dedicated time for these activities. Program Directors will be encouraged to actively participate. Use of the grant database identified in 2004 - 2009 plan will be implemented.

Staff Grant Writer (?) / Director of Internal Development (?)

Date Ongoing

· Action Step #4

WCMHS will work to create workshops and conferences that meet the training and development needs of each Division. Workshops and conferences will be made available to community partners and practitioners for a fee.

Staff Senior managers and program coordinators will work with Human Resources to identify areas of interest by Division. HR will work in collaboration with a conference committee to identify/invite presenters.

Date Conference committee will be established with representation across all divisions in 2010.

GOAL (B) ~ Participate in the Development of the Statewide System of Care

Strategy: As a statewide leader in developing state-of-the-art community mental health practices, WCMHS must continue to be involved in the development of the Statewide System of Care and Mental Health policies. To that end, we will assess our current level of participation and establish a public folder listing our membership on boards and committees that are shaping the System of Care.

With Senior Managers, the Executive Director will establish a systematic process to identify opportunities for the involvement of our staff. Senior Managers will identify and encourage employees in each of their Divisions who can participate on these boards and committees as representatives of WCMHS.

Indicator: Accurate and accessible public folders will be established that list who is representing WCMHS and where.

A list will be established identifying additional opportunities.

There will be an increase in WCMHS participation in System of Care development.

1. Action Step #1

Create a questionnaire to be sent out that will identify current WCMHS participation on community boards/committees. Through this effort we will develop a current and accurate list of WCMHS participation in System of Care Development activities.

Staff: Executive Director will send out a query to Senior Managers to identify involvement on community boards/committees.

Date: Query to Senior Managers – 2011.

· Action Step #2

WCMHS will expand and encourage ongoing representation on community boards/committees informing the development of the System of Care. WCMHS will identify gaps in current participation as well as other opportunities for participation in the development of the System of Care.

Staff: Senior managers will identify and encourage employees in their programs to represent the agency.

Date: Beginning in 2010, Senior Managers will participate in establishing and maintaining these lists.

· Action Step #3

WCMHS will create a centralized accessible listing of staff involvement on community boards/committees based on the data collected by Executive Director query.

Staff: HR will work collaboratively with MIS to establish a data base on the agency intranet to house the centralized list.

Date: Data collection from Executive Director query to Senior Managers will be completed in 2010. Maintenance of centralized list will be ongoing.

GOAL (C) ~ Improve Public Relations and Community Education

Strategy: WCMHS communicates effectively about what we do, maintains visibility in the community and state government and honors those in the community who help us fulfill our mission. Activities that support this goal include: presenting to the legislature, participation/sponsorship of the VAMH/Legislative Breakfast, networking with other providers, and publicly recognizing supportive community members.

Indicators: WCMHS will have a presence in the Legislature when in session.

Incidence and Prevalence data will be identified for the creation of information sheets to be shared with the legislature and administration. This will include outcome-oriented information sheets.

A concrete tracking system will be in place to identify which staff are presenting information and in what forum. (This will include an accurate list of trainings and conferences – see Goal A.)

The organization’s brochure will be up to date.

A community report card will be developed and distributed to key community stakeholders.

Provide an annual luncheon for the purpose of recognizing community members and businesses that have supported the mission/work of WCMHS and our consumers.

· Action Step #1

A Public Relations Committee currently exists within the organization in which there is representation by senior managers. Through this committee, key point people/programs will be identified to communicate and present information to the Legislature. Outcome-oriented information sheets will help inform Legislators of the work we do and its impact on the community.

Staff Executive Director, Director of Internal Affairs, Public Relations Committee.

Date Annually during the Legislative Session.

· Action Step #2

WCMHS will inform and educate the public about what we do through ongoing community involvement, distribution of the updated agency brochure, and making ourselves available for community presentations. WCMHS will develop an agency wide tracking system to identify what is being presented by whom and to what audiences.

Staff Public Relations Committee, Human Resources and Executive Assistant.

Date Current and ongoing.

· Action Step #3

It is critical to the wellbeing of the organization to be able to measure and report on the effectiveness of WCMHS programs. Therefore WCMHS will develop a “Community Report Card” to measure key indicators. The development of a “Community Report Card” will be done by a working group with representation from each Division.

Staff Public Relations Committee in collaboration with Work Group. Members of the Work Group will be appointed by Division Directors.

Date Work Group will be established in 2012.

Implementation of Community Report Card will be complete in 2014.

· Action Step #4

WCMHS if fortunate to receive strong community support from community members, local businesses and community partners. WCMHS will sponsor an Annual Recognition Luncheon to highlight and honor those who support our clients and the Agency.

Staff A committee will be established with representation from each division to coordinate and implement the community recognition luncheon.

Date 2011

2009 – 2014 Strategic Planning Participants

Oversight Committee

Kitty Wilson, Chair

Paul Dupre

Norma Fleury

Eileen Blake

Susan Loynd

Michael Curtis

Floyd Nease

Jessica Wright

Sally Benvenuti

Kelly Wiltshire

Chris Wiltshire

Penny Martin

Janice Guyette

Becky Wilbur

Christine Parker

Dennis Wallace

Internal Operations

Janice Guyette, Chair

Becky Wilbur

Shawn Manwaring

Chris Wiltshire

Susan Loynd

Sally Benvenuti

External Operations

Margaret Joyal, Chair

Michael Curtis

Paul Miller

Laurie Pontbriand

Leslee Tocci

Mary Moulton

Cath Burns

Lynn Jones

Staffing

Penny Martin, Chair

Meg Bardossi

Wendy Higgins

Chris Wiltshire

Susan Loynd

Kelly Wiltshire

Lynn Jones

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