Resources

Strategic Plan 2006-2008

1.  Ensure a decision-making process that is data driven and responsive to emerging local needs as determined by ongoing needs assessment. Program and services will be monitored through establishment of measurable outcomes. Capacity for delivery of critical local services will be maintained regardless of available funding or cyclical utilization of these services.

Action Steps

1. Develop process to identify, obtain, and analyze available data for administrative      and Board decision making.
2. Establish ongoing comprehensive needs assessment process.
3. Continue focus on being and outcomes based organization.
4. Maintain substance abuse and child placing agency licenses.
5. Grant-seeking to establish or enhance prioritized programs and services. (e.g. substance abuse, employment, housing, transportation)
6. Maintain full compliance with CARF Accreditation.
7. Design and implement annual marketing plan.

2.  Develop comprehensive plan to maximize all available resources and funding for purposes of increasing direct services to priority populations as defined by the Mental Health Code and as identified by ongoing local needs assessment.

Action Steps

1. Advocate for establishment of a state-wide uniform benefit and funding equity.
2. Focus on achieving integration of administrative functions within the CMH 2.3 Affiliation of Mid-Michigan (e.g. MIS, electronic medical records, contract management and corporate compliance).
3. Pursue opportunities for shared/pooled funding with local and affiliation partners.
4. Develop comprehensive-Risk Management program plan.
5. Continue to focus on strong internal fiscal controls and policies.
6. Prioritize unmet needs that could be adequately addressed with increased funding.
7. Emphasize fiscally responsible Person/Family Centered Planning with emphasis on natural supports, uniform benefit and fair distribution of available resources.

3.  Transform all program and services to Evidence Based Best Practice models.

Action Steps

1. Implement five SAMHSA Evidence Based Best Practice models through assurance to fidelity of the models.
2. Develop decision-making Evidence Based Best Practice template for choosing and implementing Evidence Based Best Practice in all programs and services.
3. Revise organization and program outcomes to reflect fidelity and expectation of each Evidence Based Best Practice model chosen for implementation.

4.  Maintain strong commitment to serve families and children with focus on family centered approaches and partnerships.

Action Steps

1. Support family-centered, wrap-around process for all populations served.
2. Advocate for and participate in developing community-based placement options for all populations.
3. Develop trainings, in-services, and seminars for families, including parenting classes, and schedule them in convenient locations and times.

5.  Strive to develop full community inclusion for persons with disabilities with an emphasis on increasing employment, housing options, transportation resources, volunteer activities and natural supports.

Action Steps

1. Increase supported employment emphasis through increase of staff as well as collaboration with MRS, Goodwill and the business community.
2. Micro-enterprise development training for consumers and families.
3. Fully participate in Ionia Housing Continuum of Care Committee to pursue available grants funds targeted to increase housing options.
4. Advocate and participate in development of improved transportation options for consumers.
5. Implement recommendations of Parents of Children with a Developmental Disability workgroup as funds allow.
6. Increase availability of meaningful volunteer activities for persons with a developmental disability.

6.  Increase collaboration with consumers; families; staff; community partners; the faith-based community; public, non-profit, and private providers; and primary care physicians.

Action Steps

1. Pursue opportunities for shared/pooled funding with local and affiliation partners. (see 2.3)
2. Establish outreach initiative to faith-based community.
3. Continue efforts to integrate individual consumer's service with their primary care physician.
4. Increase partnerships with the local business community.
5. Develop cross training of staff with other organizations.
6. Encourage community utilization of ICCMH facilities, when available.

7.  Continue to emphasize recruitment, retention and training of qualified staff and
Board members.

Action Steps

1. Maintain competitive salaries and benefits.
2. Continue outcome-based performance policies and practices.
3. Involve staff in QI process of organization.
4. Develop and implement individual professional development plans for all staff.
5. Develop and implement Board member training program focused on issues of Governance, Organizational Programs and General Education.

8.  Create and maintain an organizational environment that ensures respect and ethical behavior among all staff, Board members, organizational partners and consumers with an emphasis on personal accountability and shared problem solving.

Action Steps

1. Highlight and celebrate successes.
2. Staff annually review and sign organization's professional Code of Ethics.
3. Ensure that all HR practices (hiring, promotion, evaluation and discipline) adhere to principles of justice and fairness for all staff.
4. Establish staff wellness committee to encourage healthy lifestyle and stress management for staff.
5. Board develops, enforces and renews annually a Board member Code of Ethics.

ICCMH is a member of the Community Mental Health Affiliation of Mid-Michigan
ICCMH is a member of the Michigan Association of Community Mental Health Boards
Ionia County Community Mental Health is funded in part by the Michigan Department of Community Health