MPA's 2017 - 2022 Strategic Plan
Strategic Direction #1 - Meet the evolving needs of members and explore opportunities to address future needs.
Goals and Objectives:
A. Develop a strategy to anticipate and enhance services to meet the increasingly complex health needs of members.
- Perform a needs assessment to identify the emerging health needs of members and determine what kinds of supports can be provided within existing and future MPA facilities.
- Explore opportunities for partnership in order to ensure members’ physical and mental health needs are met.
- Develop strategies and alliances to address service gaps for our members.
B. Explore viable opportunities to support improved recovery outcomes for MPA members.
C. Explore opportunities to engage government in addressing the need for more robust social policies regarding an aging population with complex health needs, homelessness, and mental illness.
D. Develop improved mechanisms to ensure members’ views continue to be reflected in the work MPA does.
1.1 MPA understands and takes steps to address the changing needs of its members.
1.2 MPA provides appropriate supports to aid its members in their recovery.
1.3 MPA continues to be represented on key committees working to advocate for people with mental illness and homelessness.
1.4 A wide cross-section of members is active in providing regular input into services provided by MPA.
Strategic Direction #2 - Organizational capacity to continuously improve performance across all programs.
Goals and Objectives
A. Promote MPA as the employer of choice.
- Create awareness of the profound impact our work has on peoples’ lives.
- Increase opportunities for staff education and training.
- Continue to ensure competitive salaries at all levels of the organization.
- Develop internal MPA training programs to enhance the orientation and training process and promote the legacy and philosophy of MPA.
B. Identify and evaluate options for attracting and maintaining staff.
C. Secure a steady supply of qualified workers by expanding recruitment sources and strengthening relationships with colleges and universities.
D. Build a staff development and engagement strategy that includes opportunities for continuous skill development, mentorship, advancement and succession planning.
- Ensure all staff are developing appropriate skills.
- Maintain a strong management team that models MPA leadership across the organization.
- Implement strategies to acknowledge and reinforce the positive outcomes staff are achieving and to promote staff engagement and loyalty.
E. Ensure the organization is using technology to capture and analyze information, promote communication, and improve access to information that is critical to effective program delivery and evaluation.
- Continue to develop organizational guidelines and policies for how technology will be used within the organization.
- Ensure the organization has appropriate cyber security measures in place.
F. Continue to develop a set of MPA best practices and performance measurement tools that are shared amongst staff.
- Engage in subsequent CARF three-year accreditation surveys (2018 and 2021).
G. Maintain a strong, diverse Board that embraces the mission of MPA.
H. Maintain excellence in governance practices.
2.1 MPA continues to be seen as the employer of choice amongst other agencies serving the lower mainland and is able to attract and retain competent and committed employees for all positions, including the casual labour pool.
2.2 MPA has a strong management team who provide leadership and mentoring across all areas of the organization and maintain a ‘big picture’ focus.
2.3 MPA ensures effective communication and data capture across the organization.
2.4 MPA’s information systems remain secure.
2.5 MPA maintains accreditation status.
2.6 MPA maintains a diverse Board of Directors who champion the mission, vision, and philosophy of the organization.
2.7 MPA Board continues to have appropriate governance policies and procedures in place.
Strategic Direction #3 - A proactive approach to financial and equity management.
Goals and Objectives:
A. Leverage MPA’s equity to:
- Invest in new and existing property assets to secure the housing future of our members;
- Explore opportunities for capital investments that will help to fix costs for members and ensure a long-term funding base for the organization; and
- Develop a risk mitigation strategy regarding potential property asset loss.
B. Anticipate and plan for shifts in key funders’ funding criteria.
- Ensure programs are aligned with VCH, BCH, and FHA funding requirements.
- Continue to propose creative solutions as issues arise to ensure funders view MPA as proactive and come to us first.
- Explore opportunities to diversify funding.
C. Implement strategies to achieve efficiencies and ensure good value for dollar, for example bulk purchasing.
3.1 A stable, diversified, long-term funding base that supports the organization in providing a consistent, high quality of services and in planning for growth.
3.2 Increased and enhanced property assets to secure housing future of members.
3.3 MPA’s asset base is protected.
3.4 Programs are aligned with requirements of key funders.
3.5 MPA maintains positive working relationships with key funders. 3.6 Cost-saving measures in place that allow the organization to maximize value for dollar.
Strategic Direction #4 - Develop and promote the MPA identity in order to strengthen strategic partnerships and advocate for members.
Goals and Objectives:
A. Develop the MPA identity and clarity of mission to ensure the name is associated with excellence in the provision of mental health and housing services.
B. Engage employees, supporters, and allies to advance the objectives of MPA.
C. Encourage members to be active in the organization and create opportunities for inclusion.
D. Strengthen and increase strategic partnerships that support program delivery to enhance services for MPA members.
- Continue to develop partnerships to support program delivery that meets members’ needs.
- Locate allies, including funders, government officials, and similar organizations, to build support for advocacy issues.
4.1 Members and stakeholders understand what the MPA identity and mission is.
4.2 MPA maintains a competitive position within the industry.
4.3 Members are actively engaged with MPA and report a sense of inclusion.
4.4 Strengthened partnerships with key stakeholders allows MPA to enhance the quality and diversity of services it can offer to its members.
4.5 MPA continues to engage in activities with allies and stakeholders to create a system-wide response to address the needs of the people it serves.