Strategic Plan 2015 2019 - Centre for Children, Youth and Parents - Operational Plan & Scorecard March 1 - December 31, 2015 - Point In Time ...
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Strategic Plan 2015 – 2019 Operational Plan & Scorecard March 1 – December 31, 2015 Centre for Children, Youth and Parents
Centre for Children, Youth and Parents
Strategic Plan 2015 – 2019
Approved By:
Board Chair
Operational Plan & Scorecard
March 1 – December 31, 2015
Approved By:
Marg Cox, Executive Director
Date: February 23, 2015
“Point in Time strives to live its mission and vision for services to children, youth and parents, and is highly successful. Point
in Time is an exemplary organization, with a committed board, staff, management and executive director. It is clear that this
organization is valued in its community. Point in Time has built a healthy organization and actualized its standards and
mission in a way that is consistent with the distinct nature of the rural community it serves.”
– Canadian Centre for Accreditation Report, November 2012
1
Centre for Children, Youth and Parents
VISION STATEMENT
All children and youth achieve their greatest potential within caring, responsive families and communities.
MISSION STATEMENT
Point in Time Centre for Children, Youth and Parents identifies needs, provides supports and services enabling residents of
Haliburton County to function to their highest potential.
MANDATE
The Ministries of Children and Youth Services, Education, Health and Long-Term Care, and Training, Colleges and
Universities are working in partnership to create a coordinated system for children and youth. Point in Time has therefore
worked to align its planning for the future with the Ministry of Children and Youth Services Mental Health Services
Framework – Moving on Mental Health - while also remaining very focused on the current needs and issues of the
Haliburton County community.
While bearing in mind the system changes
and transformation in the Province, the
current Strategic Plan provides a roadmap for
Point in Time to define and communicate its
goals over the next five years. Point in Time’s
commitment to continued responsiveness to
our rural context in this period of change is
constant – That commitment includes being
a leader and giving voice to the particular
needs and priorities that are specific to rural
communities in Ontario.
Our Plan is rooted in a sense of pride—
building on our strengths, our current work
and service capacity. This sense of pride and
history in the community will inform and
carry us forward in this period of transition.
Staff are the core of our organization and we
will continue to engage their expertise and
perspective while being attentive to their well-
being.
2
Centre for Children, Youth and Parents
VALUES AND SERVICE PHILOSOPHY
It is our experience that people are generally best served in the context of family.
At Point in Time we believe that families in Haliburton County should have access to a full range of high quality services,
delivered effectively and efficiently, to promote the well-being of children, youth and families.
We believe in the practice of prevention, early intervention and delivery of services in the least intrusive manner possible. Our
services focus on the strengths of the individual and/or the family, respecting confidentiality and embracing diversity.
Point in Time is an organization that
strives to be free of discrimination and
any barrier to what is in the best interest
of the client.
We also strive to build capacities
and to promote independence and
empowerment.
Community partnerships and
collaborations are a cornerstone of our
organization. Point in Time’s service is
provided in a proactive, respectful, and
comprehensive planning process that
is accountable to the local community,
clients and funders.
We value our staff, provide them with
the necessary training and support, and
promote open communication between
staff and management. Point in Time
is committed to staff, children, youth,
parents, and volunteer development to
deliver high quality services.
3
Centre for Children, Youth and Parents
2015 CONTEXT
The purpose of this operational plan is to align the efforts of Point in Time, and to ensure we successfully meet our
obligations, nurture customer/client relationships and move the organization forward towards being more efficient, effective
and aligned with our strategic directions:
STRATEGIC DIRECTION 1
Rooted in and focused on client service
To achieve this strategic direction we will:
1. Focus on core family support, mental health services and youth justice supports for children, youth and families.
2. Maintain a good response time while working to reduce wait lists and wait times.
3. Be a leader in building collaborative responses and cross-sectoral coalitions that respond to the needs of young people
in our community.
4. Continue to be innovative and responsive in the full range of services, programs and approaches and continue to build
and promote collaborative relationships with children and youth, their families and sector and community partners.
5. Facilitate and support better transitioning for young people – from youth to adulthood as well as youth moving out of
the county.
6. Encourage the community to tell us about our work and services and be accountable and responsive to what they say.
STRATEGIC DIRECTION 2
Advocate and strong voice for our community
To achieve this strategic direction we will:
1. Effectively utilize all communications tools and resources, improve and update external communications in ways that
build on existing outreach, engagement and strengthen marketing to ensure that the community knows who we are as
an organization.
2. Listen to and use the stories and experiences of children and families to advocate, educate and promote services and
approaches that respond to the needs of children, youth and families.
3. Provide staff and board members with the communication and outreach tools to be advocates and champions for
children, youth and families.
4. Actively lead, inform and engage in the shaping of a system that works to respond to the needs of children, youth and
families.
5. Identify and look for opportunities to share our work and practices across a diverse range of audiences.
4
Centre for Children, Youth and Parents
STRATEGIC DIRECTION 3
Committed to organizational effectiveness and sustainability
To achieve this strategic direction we will:
1. Maintain and live our Canadian Centre for Accreditation through continuous attention and commitment to
implementing evidence-informed services and organizational good practices.
2. Facilitate continuous learning that is integrated into day-to-day client work and reflected in evidence-informed
practices.
3. Continually monitor, measure and assess the impact and outcomes of our services – and adapt as needed.
4. Explore and work towards a diverse revenue base that supports innovation and responsiveness to community needs
and priorities.
5. Demonstrate our commitment to a healthy workplace – one that is fair, responsive and rooted in a valuing of how the
skills, knowledge and abilities of staff support the achievement of our mission.
6. Continue to build and maintain open communication within and across our organization.
5
POINT IN TIME CENTRE FOR CHILDREN, YOUTH AND PARENTS Centre for Children, Youth and Parents
ORGANIZATIONAL CHART
Board of Directors
Executive Director
Administrative Assistant
Mental Health Human Resources/Early Intervention
Quality Assurance
Program Manager Manager/Accreditation Manager; Recreation/HUB/Camp
Coordinator
Coordinator Supervisor
Clinical Supervision
Team Leader Attendance Centre Differential Response After School Recreation Adventure Day Camp
Court Worker Child and Family Admin/Receptionist Intake/Clinical Assistant Early Interventionist Respite Coordinator HUB Coordinator Finance Coordinator
(Restorative Justice) Coordinator Coordinator Family Support Worker Coordinator Coordinator
Therapist
Volunteer Drivers Volunteers
6Centre for Children, Youth and Parents
MEASURING OUR IMPACT & PROGRESS
The Board of Directors and staff of Point in Time are committed to
continuous learning, evaluation and performance measurement.
Monitoring our progress and the impact of the Strategic and
Operational Plan is accomplished, in part, through the use of our
Scorecard.
The management team monitors performance against the
prescribed milestones in bi-monthly strategic meetings and the
Executive Director provides quarterly and year-end
reports to the Board to ensure appropriate
oversight and accountability.
As well, the Performance Measurement
Framework is integrated within the
scorecard and incorporates indicators and
accomplishments in the same three key areas:
• Rooted in and focused on client service
• Advocate and strong voice for our community
• Committed to organizational effectiveness and
sustainability
Our work in this area will be supported and informed
by a range of expertise and resources including the
Ontario Centre of Excellence for Child and Youth
Mental Health and Ryerson University.
7Centre for Children, Youth and Parents
POINT IN TIME CENTRE FOR CHILDREN, YOUTH AND PARENTS: OPERATIONAL PLAN
POINT IN TIME CENTRE FOR CHILDREN, YOUTH AND PARENTS: OPERATIONAL PLAN
INITIATIVES WITHIN NEXT 10 MONTHS, MARCH 1 – DECEMBER 31, 2015
INITIATIVES WITHIN NEXT 10 MONTHS, MARCH 1 – DECEMBER 31, 2015
Initiatives Within Next 10 Milestones / Key Activities Milestone Completion Manager
Months Date Lead
Strategic Direction #1 – Rooted in and focused on Client Service
Program Review of Youth Justice M1-YJ program/confidentiality added to new staff orientation M1-April 15, 2015 M1-5 DB
Services and Internal/External checklist
Communication M2-Current staff updated at staff meeting re YJ M2-April 15, 2015
M3-YJ information added to PinT website M3-April 15, 2015
M4-One radio interview re YJ program M4-May 29, 2015
M5-Written protocol regarding YJ program backup M5-April 1, 2015
Youth engagement M1-Policies developed to support youth engagement M1: March 31, 2015 M1- JW
M2-One staff training in youth engagement M2: June 30, 2015 M2- MC
M3-Communication plan co-created with youth M3: June 30, 2015 M3- MC
Family Engagement M1-Policies developed to support family engagement M1: March 31, 2015 M1- JW
M2-Communication plan co-created with FE groups M2: June 30, 2015 M2- MC
M3-Evaluate 2 Family Fun Night/Hub programs M3: March 31, 2015 M3- LH
Improve/Enhance Partnerships with M1-Review and renew 10 MOUs with current partner M1: March 31, 2015 M1-7 DB
the Community including school organizations
boards, agencies, etc. (e.g. work with M2-Create new MOU with PARN M2: March 31, 2015
community partners such as
M3-Create new MOU with Peterborough Youth Services M3: March 31, 2015
Community Living, and adult mental
health services to improve transition M4-Create new MOU with Haliburton Highlands Mental M4: March 31, 2015
of TAY (older kids) Health Services
M5-Create new MOU with Children Services Council M5: February 27, 2015
M6-Create new MOU with 4 County Crisis Services M6: March 31, 2015
M7-Obtain letter from Wintergreen stating they are up-to- M7: March 15, 2015
date with licencing status
Promote anti-oppression and M1-One staff training offered related to LGBTQ M1: February 28, 2015 M1- JW
diversity awareness in our agency and M2-One staff training offered related to diversity M2: December 31, 2015 M2- JW
community
8 8Centre for Children, Youth and Parents
Initiatives Within Next 10 Months Milestones / Key Activities Milestone Completion Manager
Date Lead
Strategic Direction #2 - Advocate and Strong Voice for our Community
Application for Lead Agency M1-Draft application complete M1- Feb. 28, 2015 M1- JW
M2-Final application completed and submitted M2- April 17, 2015 M2- JW
Advocate and promote community M1-Co-chair 16 Community Planning Table meetings M1- Dec.31, 2015 M1- MC
need and service excellence in service M2-Participate in twelve 4 County Service Collaborative M2- Dec.31, 2015 M2- MC
planning region, raising profile of PinT and Steering Committee table meetings
regionally M3-Co-chair 10 CKL/Haliburton subcommittee of Four M3- Dec.31, 2015 M3- MC
County Service Collaborative
M4-Develop document outlining youth suicide prevention M4-Dec. 31, 2015 M4- MC
strategy and structure
M5-Active participation on 6 Coordinated Special Needs M5- May 31, 2015 M5- LH
Strategy Committee meetings
M6-Providing CANS training and app support to agencies M6- Dec. 31, 2015 M6- MC
within Four County service area
M7-Provide 4 presentations to Child and Youth planning M7-Dec. 31, 2015 M7- MC
table about initiatives and issues related to child and youth
mental health
Advocate for anti-oppression training M1-Capacity building and training offered in region related M1-Feb. 28, 2015 M1- MC
across region to LGBTQ
M2-“Positive Space” organizational certification training M2-Dec. 31, 2015 M2- MC
9
9Centre for Children, Youth and Parents
Initiatives Within Next 10 Milestones / Key Activities Milestone Manager
Months Completion Date Lead
Strategic Direction #3 - Committed to Organizational Effectiveness and Sustainability
Continuous learning & succession M1-Develop 2015 Initiative Action Plan for greater awareness of all M1: March 15, 2015 M1- LH
planning programs in the agency
M2-Implement Initiative Action Plan (% tasks complete on Plan) M2- Dec. 31, 2015 M2- LH
Review information technology M1-Report on current system capabilities (on lead application) M1- Feb. 27, 2015 M1- LH
requirements and physical space M2-Recommendations made regarding needs for server & technology M2- March 15, 2015 M2- DB
upgrade
M3-Designated staff team to oversee ongoing and future tech/server M3- Feb 27, 2015 M3- LH
requirements
M4-Report on assessment of office space needs M4- May 30, 2015 M4- DB
M5-Make recommendations/plan re office space needs M5- Dec.31, 2015 M5- DB
M6-Database research, selection and implementation M6-Dec. 31, 2015 M6- LH
Improve Management Team M1-Management Team Retreat using DISC including developing M1: Dec. 31, 2014 M1-4 MC
effectiveness strategies on how to work more cohesively together
M2-Review Structure of the Organization, Clarify Roles, Responsibilities M2: Feb. 27, 2015
and Set Expectations (minutes & org chart)
M3-Check in assessment of Team Effectiveness (minutes) M3: April 1, 2015
M4-Management Team Follow-up DISC session as Managers/Leaders M4: Oct. 1, 2015
M1-Developing accreditation workplan
Working towards Accreditation 2016 M2-Implementation of workplan M1- Mar. 31, 2015 M1-3 JW
M3-Providing mentoring, coaching, training, both internally and M2- Dec. 31, 2015
externally (% complete on JW Initiative Action plan). M3- Dec. 15, 2015
Review and evaluate phase 1 M1-Complete year-end data collection and quarterly reports (Q1-2)
performance measurement aligned with MOMH core services M1- Oct. 30, 2015 M1- LH
framework and use it to conduct a M2-Implement pilot for performance measurement reporting (PMF)
program review of services/ programs M3-Use identified performance measures to review programs and M2- June 30, 2015 M2- MC
offered by Point in Time resource assignment M3- Dec. 31, 2015 M3- MC
Legend: JW-Joan Wilson; LH-Lisa Hamilton; DB-Dan Bajorek; MC-Marg Cox
10
10Centre for Children, Youth and Parents
Point in
Point in Time
Time Scorecard
Scorecard FY
FY 2015-2016
2015-2016
15/16
15/16 YTD 15/16 15/16 Year End YTD Trend
Total
March 2015 Results 15/16 YTD
Actual/ 15/16
YTD Year End ( YTD
Total Forecast Trend
March 2015 Results Actual/
Performance YTD
Target
Year
Year
Target Forecast
↑, ↓, →
( ↑, ↓,
)
→)
Performance Target
Target
Strategic Direction
Strategic Direction1:1: Rooted
Rooted in in
and focused
and on client
focused service
on client service
Strategic Point
Direction in
1: Time
Rooted Scorecard
in
1 Program review of Youth Justice services and FY
focused 2015-2016
on client service 20% 20% 100% 100% →
1 Program review of Youth Justice services 20% 20% 100% 100% →
2 Youth Engagement 15/16 34% 34% 100% 100% →
2 Youth Engagement 15/16 YTD 15/16
Total 34%
End YTD Trend
Year34% 34% 100% 100% →
March
3 Family 2015 Results
Engagement Actual/ YTD 34% 100% 100% →
Year Forecast ( ↑, ↓, → )
3 Family Engagement Performance Target
Target 34% 34% 100% 100% →
4 Enhance Partnerships 42% 28% 100% 100% ↑
Strategic4Direction
Enhance
5 Promote 1: Rooted
Partnerships in and focused
anti-oppression awareness on client service 42%
50% 28%
50% 100%
100% 100%
100% → ↑
1 Program review of Youth Justice services 20% 20% 100% 100% →
5 Promote anti-oppression awareness 50% 50% 100% 100% →
2 Youth Engagement 34% 34% 100% 100% →
Strategic Direction
Strategic 2: Advocate
Direction and strong and
2: Advocate voice for our community
strong voice for our community
3 Family Engagement 34% 34% 100% 100% →
Strategic Direction
6 Lead agency 2: Advocate and strong voice for our community
application 50% 50% 100% 100% →
4 Enhance Partnerships 42% 28% 100% 100% ↑
7 Advocate
6 Lead agencyand promote service excellence
application 21%
50% 11%
50% 100%
100% 100% →↑
100%
5 Promote anti-oppression awareness 50% 50% 100% 100% →
8 Promoteand
7 Advocate anti-oppression
promote service training across region
excellence 50%
21% 50%
11% 100%
100% 100% →
100% ↑
8 Promote
Strategic Direction anti-oppression
2: Advocate training
and strong voice across
for our region
community 50% 50% 100% 100% →
6 Strategic Direction
Strategic
Lead agency application 3: Committed
Direction to organizational
3: Committed effectiveness
to organizational
50% and
50%sustainability
effectiveness
100% and
100% → sustainability
7 9 Continuous
Advocate and promote
Strategic learning
service excellence
Direction 3: &Committed
succession planning 21%
to organizational effectiveness 11%
and 100%
sustainability 50%
100% ↑ 50% 100% 100% →
8 Promote anti-oppression
10 Review training across region
Information Technology & physical space 50% 50% 100% 100% →
34% 34% 100% 100% → →
9 Continuous learning & succession planning 50% 50% 100% 100%
10 11 Improve
Review Management
Information Team
Technology effectiveness
& physical space
Strategic Direction 3: Committed to organizational effectiveness and sustainability
50%
34% 50%
34% 100%
100% 100% → →
100%
9 Continuous11 12 Prepare for accreditation
Improve Management Team effectiveness
learning & succession planning 2016 50% 50% 100% 25%
100%
50% → 20%
50% 100%
100% 100% →↑
100%
10 13 Review
Review Information
12 Prepare for&accreditation
Technology Evaluate phase
& physical space1 performance measurement
2016 34% 34% 100% 5% →
100%
25% 0%
20% 100%
100% 100%
100% ↑ ↑
11 Improve Management Team effectiveness 50% 50% 100% 100% →
13 Review &2016
12 Prepare for accreditation Evaluate phase 1 performance measurement 25% 20% 100% 5%
100% ↑ 0% 100% 100% ↑
Financial
Financial
13 Review & Evaluate phase 1 performance measurement 5% 0% 100% 100% ↑
14 Financial variance less than 10 % N/A* N/A* 100% 100% →
Financial
Financial 15 Auditor recommendations, if any, acted upon N/A* N/A* 100% 100% →
14 Financial variance less than 10 % N/A* N/A* 100% 100% →
16 TPAR
14 Financial variance submitted
less than 10 % N/A* N/A* 100% N/A*
100% → N/A* 100% 100% →
15 Auditor recommendations,
Auditor recommendations, if any, acted upon
if any, acted upon N/A* N/A* 100%
N/A*
100% →
N/A* 100% 100% →
15
16 This
TPAR
16 TPAR submitted
scorecard captures
submitted the progress toward the initiatives outlined under
N/A*each Strategic
N/A* Direction
100% for the time
N/A*
100% period
→ of March
N/A* to December
100% 2015. 100% →
*The Financial section begins April 1, 2015.
on target close to target close to target far from target
(100%+)= (95-Centre for Children, Youth and Parents
Centre for Children, Youth and Parents
12Centre for Children, Youth and Parents 69 Eastern Avenue P.O. Box 1306 Haliburton, ON K0M 1S0 Tel: 705.457.5345 Fax: 705.457.3492 info@pointintime.ca www.pointintime.ca
You can also read
