Jefferson Clubhouse Strategic Plan

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Jefferson Clubhouse Strategic Plan

  1. 1. Strengths, Weakness, Opportunities, Threats. Strategic Plan “ Sine qua non” Prepared by Marion Rhodus
  2. 2. Agency ’ s SWOT Analysis This section describes those internal and external forces that are believed to be currently affecting, or will soon affect the Friends of Jefferson House and the ability of Jefferson House to effectively and successfully serve its members. Strategic responses to these forces – strengths and weaknesses (internal) and opportunities and threats (external), form the basis for setting priorities and, ultimately, establishing an organizational strategic plan.
  3. 3. INTERNAL FORCES Strengths: What we are doing well and will nurture? Strategic Issue Explanation Core Strategy Funding of local Mental Health Board $ 98,653 annual budget granted to Jefferson Clubhouse <ul><li>We will keep statistics on number of hospitalizations; </li></ul><ul><li>We will attend PCMHRB meetings quarterly and report on statistics </li></ul>Funding of Mental Health Dept - 40 year grant Grant of $340,000 to start up a consumer ran/ thus came Jefferson Clubhouse <ul><li>We want to write a thank you note and let ODMH know we are still here and going strong </li></ul>Active membership—averaging 11 a day 38 active members with an average of 30% attending on a daily basis <ul><li>Continue active outreach; </li></ul><ul><li>Develop a strategy to recruit members </li></ul><ul><li>Educate new members; </li></ul>
  4. 4. Strategic Issue Explanation Core Strategy Room to grow We have an upstairs to grow into which allows for possibilities of more members and more programming <ul><li>Seek out funding for renovation </li></ul>Community We have built our own internal community based upon self worth, dignity, respect, good relationships and understanding. <ul><li>Continue to foster good relationships. </li></ul><ul><li>Continue to treat each other with respect. </li></ul>
  5. 5. WEAKNESSES Where we are as an organization that needs our focus and improvement efforts? Strategic Issue Explanation Core Strategy Lack of board members support, participation, and engagement of seeing the vision Our board has shown no interest or support with our vision. We need to find a way to get them on board to help us grow. <ul><li>Create board member qualifications; bylaws. </li></ul><ul><li>Recruit board members who understand or are willing to learn ICCD standards and mental illness. </li></ul>Occupancy limited to 28 Fire Marshal limits occupancy to 28, which in turn limits the amount of members who can be here, since our active numbers of members are 38. <ul><li>Seek funding for renovation of upstairs. That will allow for up to 15 more to occupy. </li></ul>Insufficient number of staff We need to increase our staff number by at least one and increase the part time staff to full time in order to start Transitional Employment which is needed for ICCD certification. <ul><li>Seek out funding sources; </li></ul><ul><li>Develop a budget showing actual budget/ </li></ul><ul><li>Develop a wish list budget that includes additional funding request </li></ul>
  6. 6. EXTERNAL FORCES Opportunities – the external opportunities that we will make the most of. Strategic Issue Explanation Core Strategy Keeping people out of hospital The state of the economy - Ohio Mental Health funding issues that will require them as funders of our program to take a better look at us and how we keep people out of the hospital, which saves them money—MILLIONS! <ul><li>We will keep statistics on number of hospitalizations; </li></ul><ul><li>Attend PCMHRB meetings quarterly and report on statistics </li></ul>Saving Board money Every day one person stays out of the hospital puts more money in the mental health board’s pocket. Average stay 50 days, Daily charge $481: PCMHRB saves $24,050 a person. If we keep four people out of the hospital- that pays our annual budget. <ul><li>We will keep statistics on number of hospitalizations; </li></ul><ul><li>Attend PCMHRB meetings quarterly and report on statistics. </li></ul><ul><li>We will in turn ask for more money when they see how much money we are saving them </li></ul>ICCD Certification When we become ICCD certified we have the opportunity to become a training center. This will increase revenues. <ul><li>Start transitional employment to become certified. </li></ul><ul><li>Then work to become a training center. </li></ul>
  7. 7. THREATS The external changes that we will prepare for and guard against. Strategic Issue Explanation Core Strategy Inadequate funding for long term growth PCMHRB has notified us there might be funding changes after 2010. We also need to find more funding to grow and become ICCD certified. <ul><li>Refocus by taking a new look at where we are as an organization and where we want to go for the future. </li></ul><ul><li>We will work to show the savings Clubhouse provides for the local mental health board. </li></ul>Clubhouse-vs.-Drop in center Many people misunderstand what Clubhouse is, and think it’s a drop in center <ul><li>We will continue to advocate and educate. </li></ul>Scarce funding Scarce funding possibly puts Clubhouse in strong competition with other competing charities. <ul><li>We will keep statistics on number of hospitalizations; </li></ul><ul><li>We will continue to advocate and educate; </li></ul><ul><li>Recast how we report facts/stats etc., so that it is represented in the best light for funding </li></ul>Stigma Some believe that just because our members have a mental illness that they can’t be an asset to society. They don't believe in recovery. <ul><li>We will continue to advocate and educate </li></ul><ul><li>We will keep statistics on members recovering </li></ul>
  8. 8. Strategic Plan February 2009
  9. 9. Introduction The Jefferson House is a 501.C.3, nonprofit mental health agency dedicated to providing people incapacitated by chronic mental illness an opportunity to lead productive and rewarding lives in today's society. The opportunity is provided through Jefferson House a facility incorporating the principles and operating practices of a successful international program of mental health rehabilitation – CLUBHOUSE.
  10. 10. CLUBHOUSE rehabilitation is based on the principles that: Most chronically mentally ill people have the potential to lead satisfying and productive lives. Meaningful, productive activities and gainful employment are powerful forces in human lives. Social interaction and adequate, pleasant housing are also necessary elements of a satisfying lifestyle. Jefferson House provides a non-judgmental and supportive environment in which the members can develop or regain the social and vocational skills, confidence, and self-esteem necessary to become useful and productive members of society. Within this environment, members and staff participate together in a &quot;work-ordered day&quot; to do everything necessary to operate Jefferson Clubhouse and its programs.
  11. 11. The &quot;work-ordered day&quot; is unique in that the members and staff participate equally in policy and program planning, program operation, and facility upkeep and maintenance. Decisions are made by consensus and everyone has an equal opportunity to provide input, resulting in everyone sharing a sense of ownership of the facility and programs. The Jefferson House evolved from a small group of Preble Countians in the late 1990 ’ s concerned about the welfare of people recovering from episodes of severe mental illness. Among other topics the group would often bring up was what they had read about Thomas Jefferson, especially how he believed people should be given the chance to live up to their best potential.
  12. 12. Jefferson House is currently working to put in place the programs mandated by the ICCD for clubhouses to achieve program certification. These programs provide work opportunities for members in food services, business support, and communications, outside employment, member outreach, education enhancement, research, and recreation planning. It is through these activities that members develop the social and vocational skills that they need to move out into the community with confidence and self-esteem.
  13. 13. The Friends of Jefferson House, the current name for the organization ’ s board of directors, are making plans to enhance and expand existing Jefferson House programs and include seeking funding to include the position of Transitional Employment coordinator. It is also working toward accreditation by the ICCD, after which Jefferson Clubhouse will be in a position to offer training services to developing clubhouses elsewhere in Ohio. These initiatives will extend the opportunities of clubhouse rehabilitation to a wider circle of recovering people.
  14. 14. Vision statement Our Vision is that Jefferson House, 120 North Cherry Street, Eaton, Ohio will be an ICCD.org certified Clubhouse, and that we will maintain that certification, and we will promote establishing clubhouses in the region.
  15. 15. Mission statement The mission of the Jefferson Clubhouse is to reduce hospitalization visits for its members and to support rehabilitation of its membership .
  16. 16. We believe Like Thomas Jefferson, that people should be given the chance for living up to their potential. Meaningful and productive social activities and gainful employment are powerful re-generative and re-integrative forces for every human being. Jefferson House and the CLUBHOUSE model can make a real and positive difference in the lives of many people with mental illness. A user-supported program such as CLUBHOUSE provides the most effective approach to the reintegration of people with a disabling mental illness into society. We believe in and support the Standards established by the International Center for Clubhouse Development. Advocating for those who have been marginalized by society is the collective responsibility of each member to assure the success of Jefferson House. We believe in professional therapy. People do recover from mental illnesses. Measurable organizational goals that communicate our organizational success to interested parties are also a major part of our belief system at Jefferson House.
  17. 17. The following describes the Strategic Issues and Core Strategies developed through the Strategic Planning Workshop involving many of the Board of Directors, management, the Executive Director, staff and Jefferson House members. STRATEGIC INITIATIVE AND GOALS Strategic Initiative Strategic Goal Leadership Develop a leadership culture which will enable the Jefferson House to achieve its vision/mission. Fiscal A system of efficient and responsible fiscal management. Service System Being responsive to the needs of our members. Quality Improvements Develop a system that demonstrates effectiveness of client outcomes, accountability and oversight. Public Relations Ensure greater visibility through advocacy and public education.
  18. 18. LEADERSHIP Strategic Goal 1. Develop a leadership culture which will enable the Jefferson House to achieve its vision/mission. ACTION STEPS LEADER COMPLETION TARGET Recruit, engage and utilize Board members effectively in promoting JH mission and vision. Board/staff/members ongoing Increase Board members’ knowledge and understanding of client needs, program effectiveness and the Board’s governance responsibilities. Board/staff ongoing Complete a Board self-evaluation of performance annually. Board annually Formerly review the Strategic Plan on an annual basis. Board annually
  19. 19. FISCAL Strategic Goal 2. A system of efficient and responsible fiscal management. ACTION STEPS LEADER COMPLETION TARGET Identify emerging funding sources for Board objectives. Director ongoing Identify operational efficiencies and cost savings opportunities. Director/Board/staff/members ongoing Grow the revenue streams; Vocational Rehabilitation; Bureau of Veterans Affairs New ODMH Grant. Director ongoing
  20. 20. SERVICE SYSTEM Strategic Goal 3. Being responsive to the needs of our members. ACTION STEPS LEADER COMPLETION TARGET Move toward certification of ICCD Director/staff/Board/Members Target Date Expand services to more of . Using Preble program as a prototype expand to . Develop projected expansion budget Board To be determined
  21. 21. QUALITY IMPROVEMENTS Strategic Goal 4. Develop a system that demonstrates effectiveness of client outcomes, accountability and oversight. ACTION STEPS LEADER COMPLETION TARGET Increase internal training on a regular basis Members/Director To Be Determined Develop Board Member Guide Board To Be Determined
  22. 22. PUBLIC RELATIONS Strategic Goal 5. Ensure greater visibility through advocacy and public education. ACTION STEPS LEADER COMPLETION TARGET Seek visibility in forums, panels and community meetings to demonstrate importance of the Jefferson House program. Director/Board/Staff/Members ongoing Seek newsprint awareness of the activities and events planned and carried out for the Jefferson House. Director/Board/Staff/Members ongoing
  23. 23. Final Thoughts: As a result of this work of Jefferson Clubhouse, the Jefferson Clubhouse now has a vision that is written on paper and a mission that is on the mouths of each member. This work will continue, as noted many goals lack time commitment dates. The reason for that is that there was a complete Board restructuring and it seemed appropriate for the new Board members to participate in the time line development. Be sure to watch our online video ‘ReKindle the Vision” Night. At http://www.friendsofjeffersonclubhouse.com

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