Strategic Plan 2014-2019 - Kinark Child and Family Services
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Strategic Plan 2014-2019
INTRODUCTION FROM THE PRESIDENT & CEO
AND THE CHAIR, BOARD OF DIRECTORS
Kinark Child and Family Services has embarked on the renewal of its strategic plan. This plan reflects the changing
landscape of child and youth services in Ontario and also the refocusing of the agency’s mandate to focus its
clinical and research efforts on high quality services for the most complex children and youth. It supports the
work we do with our partners, clients and their families and communities. This shift aligns all three of our program
streams — Autism, Forensic Mental Health/Youth Justice, and Community Mental Health — across the agency.
As part of the new five-year strategic plan, we have updated our Vision, Mission and Values statements to be
reflective of this direction:
VISION:
A healthy future for Ontario’s children and youth.
MISSION:
Helping children and youth with complex needs achieve better life outcomes.
VALUES:
Hold children and youth at the centre of all we do - Respect each client as an individual and each family as unique.
Challenge ourselves to be the best - Understand best practices and continually improve.
Achieve more together - Commit to effective teams, partnerships and service systems.
Instill hope - Support children, youth and families to see the possibility of a better future.
Lead - Influence positive change.
2. STRATEGIC PLAN 2014-2019
to the development of a more effective
to the development of a morechild and youth
effective child and youth
mental health
mentalsystem.
healthWesystem.
have started
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and evaluation on those children
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and detention Syl AppsatYouth Syl Apps Youth
families, who are facing
families, significant
who are challenges challenges
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of (SAYC)Centre was(SAYC)
expanded to include to
was expanded a secure
includecustody
a secure custody
their complex
theirneeds. We needs.
complex believeWe that Kinark’s
believe thatsignificant and detention
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and detention femalefor
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female significant
with significant
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youth in thewith accesswith
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the next three years,
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in our communities, we will work
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will work antoefficient
build an efficient SAYC for several
SAYC for years.
several years.
and seamlessandnetwork
seamlessofnetwork
integrated, comprehensive
of integrated, and
comprehensive and
high quality supports
high qualitytosupports
enable children,
to enableyouth and youth
children, their and their
As describedAson page 8, on
described SAYCpagestaff are engaged
8, SAYC staff areinengaged
providing in providing
families to families
get the toright
getsupports
the rightfrom the right
supports fromproviders evidence-based
the right providers and youth-focused
evidence-based programs for
and youth-focused our youth,
programs for our youth,
at the rightattime.
the right time. with the ultimate
with the goal of supporting
ultimate them to transition
goal of supporting them toto transition to
adulthood adulthood
as successfully and healthily
as successfully andashealthily
possible.as possible.
This
Over the past strategic
Overyear,
the we plan
pasthave articulates
year,been the strategic
implementing
we have been a
implementing direction
a and supporting activities of Kinark Child and Family Services
strategy infor
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Autism program
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Autism 2014 to
toprogram
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toaccess
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continue
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happen) andhere
Intensive Behavioural Intervention (IBI) within
supporting strategies, for the next five years.
Intensive Behavioural Intervention our
(IBI) within our at Kinark and
at all around
Kinark and us.
all We
aroundare proud
us. We of
are the services
proud of the services
geography.geography.
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— the collaborative teaching partnership between York and commitment every day to make these services effective.
We are proud to share the plan with you, as we strive to adapt and improve our services to ensure that we makeeffective.
— the collaborative teaching partnership between York and commitment every day to make these services
Region District
RegionSchool Board
District and Board
School our Central
and our East AutismEast Autism
Central We are committed to continuing
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othersand are beginning to
others are beginning for the
to children,
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and are our
families whoclients.
are our clients.
Sincerely, Sincerely,
Cathy Paul Cathy Paul John Rabeau John Rabeau
Cathy Paul
President and CEO and CEO
President
John Rabeau
Chair, BoardChair,
of Directors
Board of Directors
President
Kinark and
andCEO
ChildKinarkFamily
Child Services
and Family Kinark Chair,
ServicesChildKinark
and Board
Family
Child of Directors
Services
and Family Services
June 18, 2014June 18, 2014
Kinark Child and Family Services Kinark Child and Family Services
1 1
STRATEGIC PLAN 2014-2019 .3
GOAL 1
THE BEST TREATMENT PROVIDER FOR CHILDREN
AND YOUTH WITH COMPLEX NEEDS
Ensure that children and youth with complex needs and
STRATEGIES Enhance the capacity and competencies of staff to their families receive the most effective treatment and
effectively serve children and youth with complex service in the most efficient way.
needs.
Evolve processes, services and treatment
interventions to evidence-informed practices to
serve children and youth with complex needs.
Continue to strengthen our evaluative approach
to the services we provide.
MEASURES Client outcomes, client and parent experience.
4. STRATEGIC PLAN 2014-2019
GOAL 2
A LEADER THAT SHAPES AND
STRENGTHENS THE SECTORS WE SERVE
Influence, innovate and collaborate across child and
youth mental health, autism and youth justice to make
the system better.
Become a leading Lead Agency for child and youth mental health in one or more of our current geographies. STRATEGIES
Continue to influence policy for children and youth.
Improve child and youth service systems, together with our clients and families, communities and sector partners.
STRATEGIC PLAN 2014-2019 .5
GOAL 3
Make Kinark a place where top talent wants to work.
AN EMPLOYER OF CHOICE
WITHIN OUR SECTOR
STRATEGIES Retain and develop the Agency’s talent.
Recruit and attract top talent to support
our business.
Build a culture that reflects our values.
Utilize best practice tools and processes
to support our human resource activities.
MEASURE Employee Satisfaction.
6. STRATEGIC PLAN 2014-2019
GOAL 4
A RESPONSIVE AND STRONG FINANCIAL
AND IT INFRASTRUCTURE
Ensure that we continue to have the resources we
require to achieve our Vision and Mission.
Build upon our effective financial strength and resilience through enhanced financial stewardship. STRATEGIES
Provide input into the development of government funding models.
Support our Foundation’s efforts.
Modernize our information technology.
Enhance business application systems to support collaboration both internally and externally.
STRATEGIC PLAN 2014-2019 .7
GOAL 5
QUALITY IS AT THE CORE OF ALL OUR WORK
Enhance Kinark’s reputation across the province.
STRATEGIES Implement a quality framework across all areas.
Implement the enterprise risk management
assessment across all areas.
Establish agency structures to support quality.
Celebrate and share our achievements and
expertise to foster our reputation with key
stakeholders.
8. STRATEGIC PLAN 2014-2019Plan Stratégique 2014-2019
INTRODUCTION DE LA PRÉSIDENTE-DIRECTRICE GÉNÉRALE
ET DU PRÉSIDENT DU CONSEIL D’ADMINISTRATION
Les services d’aide aux enfants et aux familles de Kinark ont entrepris le renouvellement du plan stratégique. Ce
plan reflète l’évolution du paysage des services à l’enfance et à la jeunesse en Ontario ainsi que le recentrage
du mandat de l’agence, qui vise à concentrer ses efforts cliniques et de recherche sur des services de haute
qualité pour les enfants et les jeunes aux cas les plus complexes. Il appuie le travail que nous faisons avec nos
partenaires, nos clients, leurs familles et leurs communautés. Ce changement aligne les trois volets du programme
de notre organisme : autisme, santé mentale dans le contexte judiciaire, justice pour les jeunes et santé mentale
communautaire à l’échelle de l’organisme.
Dans le cadre du nouveau plan stratégique de cinq ans, nous avons mis à jour nos énoncés de vision, de mission
et de valeurs pour qu’ils s’inscrivent dans cette nouvelle direction :
VISION :
Un avenir sain pour les enfants et les jeunes de l’Ontario.
MISSION :
Améliorer la qualité de vie des enfants et des jeunes qui ont des besoins complexes.
VALEURS :
Mettre les enfants et les jeunes au cœur de nos actions - Respecter chaque client en tant qu’individu et considérer
chaque famille comme unique.
Nous remettre en question pour être les meilleurs - Comprendre les meilleures pratiques et continuellement
améliorer nos services.
En faire plus, ensemble – s’engager pour des équipes, des partenariats et des systèmes de services efficaces.
Inspirer de l’espoir - Encourager les enfants, les jeunes et les familles à envisager des perspectives d’avenir meilleur.
Mener - Avoir une influence de changement positif.
2. PLAN STRATÉGIQUE 2014-2019to the development of a more effective
to the development of a morechild and youth
effective child and youth
mental health
mentalsystem.
healthWesystem.
have started
We have to implement a
started to implement Our
a ForensicOurMental
Forensic Health/Youth Justice services
Mental Health/Youth Justicehave
services have
three-year three-year
plan that willplanfocus
thatour
willCMH
focusprograms,
our CMH programs, grown significantly
services services over the past
grown significantly overyear.
the In August
past year. 2013,
In August 2013,
and evaluation on those children
and evaluation on those and youth,and
children andyouth,
their and their our custodyour and detention
custody program atprogram
and detention Syl AppsatYouthSyl Apps Youth
families, who are facing
families, significant
who are challenges challenges
facing significant because ofbecause Centre
of (SAYC)
Centre was(SAYC)
expanded to include to
was expanded a secure
includecustody
a secure custody
their complex
theirneeds. We needs.
complex believeWe that Kinark’s
believe thatsignificant and detention
Kinark’s significant program for
and detention femalefor
program youth withyouth
female significant
with significant
clinical expertise
clinicalmust be focused
expertise must be onfocused
those children
on those and mental health
children and mental issues.
healthThisissues.
expansion provides female
This expansion provides female
youth whoyouth
are atwhogreatest
are at risk of poorrisk
greatest outcomes. Over
of poor outcomes. youth in the
Over youthprovince
in thewith accesswith
province to the same
access totypes of types of
the same
the next three years,
the next in partnership
three with otherwith
years, in partnership providers specializedspecialized
other providers support that male youth
support that malehaveyouth
received
haveatreceived at
in our communities, we will work
in our communities, weto build
will work antoefficient
build an efficient SAYC for several
SAYC for years.
several years.
and seamlessandnetwork
seamlessofnetwork
integrated, comprehensive
of integrated, and
comprehensive and
high quality supports
high qualitytosupports
enable children,
to enableyouth and youth
children, As described
their and their Ason page 8, on
described SAYC staff
page are engaged
8, SAYC staff areinengaged
providing in providing
families to families
get the toright
getsupports
the rightfrom the right
supports fromproviders evidence-based
the right providers and youth-focused
evidence-based programs for
and youth-focused our youth,
programs for our youth,
at the rightattime.
the right time. with the ultimate
with the goal of supporting
ultimate them to transition
goal of supporting them toto transition to
adulthood adulthood
as successfully and healthily
as successfully andashealthily
possible.as possible.
Ce
Over the past
Over plan
thestratégique
year, we
pasthave articule
year,been
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Mackenzie changeThisandchange
othersand are beginning to
others are beginning for the
to children,
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children, familiesandwho are our
families whoclients.
are our clients.
Sincerely, Sincerely,
Cathy Paul Cathy Paul John Rabeau John Rabeau
Cathy Paul
President and CEO and CEO
President ofJohn
Chair, BoardChair, Rabeau
Directors
Board of Directors
Présidente-directrice
Kinark ChildKinark
and Family générale
Child Services
and Family Kinark Président
ServicesChildKinark
and Family du Family
conseil
Child Services
and d’administration
Services
June 18, 2014June 18, 2014
Services d’aide aux enfants et aux Services d’aide aux enfants et aux
familles de Kinark familles de Kinark 1 1
PLAN STRATÉGIQUE 2014-2019 .3OBJECTIF 1
LE MEILLEUR FOURNISSEUR DE TRAITEMENT POUR LES
ENFANTS ET LES JEUNES QUI ONT DES BESOINS COMPLEXES
Veiller à ce que les enfants et les jeunes qui ont des besoins
STRATÉGIES Renforcer la capacité et les compétences complexes et leurs familles reçoivent le traitement et le service
des membres du personnel afin de pouvoir le plus efficace, de la manière la plus efficace.
efficacement servir les enfants et les jeunes dont
les besoins sont complexes.
Faire évoluer les processus, les services et les
interventions de traitement vers des pratiques
axées sur les données probantes afin de répondre
aux besoins complexes des enfants et des
adolescents.
Continuer à renforcer l’approche évaluative des
services cliniques que nous fournissons.
MESURE Les résultats des clients, l’expérience du client et
des parents.
4 . PLAN STRATÉGIQUE 2014-2019OBJECTIF 2
UN LEADER QUI FAÇONNE ET RENFORCE LES
SECTEURS QUE NOUS SERVONS
Influencer, innover et collaborer dans l’ensemble du secteur
de la santé mentale des enfants et des jeunes, de l’autisme
et de la justice pour les jeunes, afin d’améliorer le système.
Devenir un organisme responsable et chef de file pour les enfants et les jeunes en matière de santé STRATÉGIES
mentale pour l’un de nos secteurs ou pour plus d’un.
Continuer à influencer la politique pour les enfants et les jeunes.
Améliorer les systèmes de services aux enfants et à la jeunesse, en collaboration avec nos clients et
leurs familles, avec les communautés et avec nos partenaires sectoriels.
La fréquence et l’impact de notre travail avec le gouvernement et d’autres organismes. MESURE
PLAN STRATÉGIQUE 2014-2019 .5OBJECTIF 3
UN EMPLOYEUR DE CHOIX Faire de Kinark un endroit où les meilleurs talents veulent travailler.
DANS NOTRE SECTEUR
STRATÉGIES Développer les talents au sein de
l’organisme et les retenir.
Recruter et attirer les meilleurs talents
pour appuyer notre entreprise.
Instaurer une culture qui reflète nos
valeurs.
Utiliser les meilleurs outils et ressources
en matière de pratiques optimales pour
soutenir nos activités ayant trait aux
ressources humaines.
MESURE Satisfaction des employés.
6. PLAN STRATÉGIQUE 2014-2019OBJECTIF 4
UNE INFRASTRUCTURE SOLIDE ET SENSIBLE DES
TECHNOLOGIES DE L’INFORMATION ET DES FINANCES
Assurer que nous continuons d’avoir les ressources
dont nous avons besoin pour atteindre notre vision
et notre mission.
Faire fond sur l’efficacité de notre solidité et de notre résilience financière grâce à une intendance financière STRATÉGIES
améliorée.
Participer à l’élaboration de modèles de financement gouvernemental en émettant des commentaires.
Soutenir les efforts de notre Fondation.
Moderniser notre technologie de l’information.
Renforcer les méthodes de demandes commerciales pour encourager la collaboration, tant à l’interne qu’à l’externe.
PLAN STRATÉGIQUE 2014-2019 .7OBJECTIF 5
LA QUALITÉ EST AU CENTRE DE TOUT NOTRE TRAVAIL
Améliorer la réputation de Kinark partout dans la province.
STRATÉGIES Mettre en œuvre un cadre de la qualité dans tous
les secteurs.
Mettre en œuvre l’évaluation de la gestion des
risques d’entreprise dans tous les secteurs.
Établir pour l’organisme des structures qui
soutiennent la qualité.
Célébrer nos réalisations et notre expertise afin
de réputation auprès de parties intéressées.
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