The Clubhouse Society of Calgary
Organizational Strategic Plan
Prepared for
BOARD OF DIRECTORS
CLUBHOUSE SOCIETY OF CALGARY
1130-10TH AVE. SW
CALGARY, AB
T2R 0B6
Table of Contents
IntroductionVision and Mission
Strategic Issues and Core Strategies
Goals and Objectives
Organizational Logic Model
Appendices
The Clubhouse Society of Calgary is a not-for-profit 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 Potential Place Clubhouse, a facility incorporating the principles and operating practices of a successful international program of mental health rehabilitation – CLUBHOUSE.
CLUBHOUSE rehabilitation is based on the principles that:
Potential Place Clubhouse 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 "work-ordered day" to do everything necessary to operate Potential Place and its programs. The "work-ordered day" 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, with the result that everyone shares a sense of ownership of the facility and programs.
The Clubhouse Society of Calgary evolved from a small group of Calgarians concerned about the welfare of people recovering from episodes of severe mental illness. This group recognized that the Clubhouse concept of rehabilitation has been outstandingly successful in the United States and elsewhere in the world over the past fifty years, and in 1995 incorporated the Clubhouse Society of Calgary as a charitable institution. In 1997, utilizing funds raised privately by the Board of Directors, the Society hired its first employee, and shortly thereafter the first members of the Calgary Clubhouse were enrolled.
In 1998 a corporate fundraising program was launched and within a year, following a commitment from Alberta Mental Health to underwrite salary and facility costs, sufficient funds were available to rent and renovate an appropriate facility and offer some of the Clubhouse programs sanctioned by the International Committee for Clubhouse Development (ICCD). At that time the members chose to name the clubhouse "Potential Place", reflecting their belief that their participation could assist them to achieve their full potential in society.
Potential Place has now put in place most of the programs mandated by the ICCD for clubhouses. These programs provide work opportunities for members in food services, business support, and communications, outside employment, member outreach, education enhancement, research, and recreation planning. Nearly 500 people with a mental illness (members) have been involved in developing and working in these programs at Potential Place. Some 225 members are currently active, and 125 are making significant contributions in day-to-day operations. 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. More than 60 members have taken short-term or long-term part-time jobs, many working for pay for the first time in years. Currently, about 35 members hold paying jobs and 8 members perform regular volunteer work.
The Clubhouse Society plans to enhance and expand existing Potential Place programs and include a housing initiative. As well, it is working toward accreditation by the ICCD, after which Potential Place will be in a position to offer training services to developing clubhouses elsewhere in Alberta. These initiatives will extend the opportunities of Clubhouse rehabilitation to even more ill people.
To follow through on these plans the Calgary Clubhouse Society must increase both physical and human resources. A major fundraising effort must be undertaken, with the objectives of soliciting both capital and operational funds. Capital funding will provide for the expansion or replacement of the existing clubhouse facilities and the acquisition of housing facilities, and operational funding will ensure the long-term sustainability of Potential Place programs.
This Strategic Plan is designed to make these plans achievable.
Sincerely,
Roy Stuart
Chairman of the Board, Clubhouse Society of Calgary
vision statement
People suffering from persistent mental illness live disrupted lives; many have lost control of life. Greater attention must be paid to helping people who are living with mental illness and to educating the broader community about mental disease, its affects, and what healthy people can do to help.
Our vision is a world in which there is equality of opportunity for everyone, including those with chronic mental illness, and in which people with mental illness are able to lead productive and rewarding lives within their communities.
Mission statement
The mission of the Clubhouse Society of Calgary is to improve the quality of life for people suffering from chronic and disabling mental illness. Through adherence to the CLUBHOUSE model, Potential Place Clubhouse offers supportive programming so that people suffering from mental illness can choose to develop or regain the social and vocational skills, confidence, and self-esteem necessary to become useful and productive members of society and to enjoy a satisfying life style.
We believe:
The purpose of this section of the report is to describe those internal and external forces that are believed to be currently affecting, or will soon affect the Clubhouse Society and the ability of Potential Place 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.
internal forces
Strengths – what are we doing well?
Weaknesses – where can we improve?
External forces
Opportunities – what is happening in the environment around us that might allow us to better realize our mission?
Threats – what is happening in the environment around us that might obstruct the realization of our mission?
The following describes the Strategic Issues and Core Strategies developed through the Strategic Planning Workshop involving the Board of Directors, management, staff and Potential Place members. A more complete presentation of the material prepared during the planning session is contained in Appendix 1.
Internal forces
Strengths – what we are doing well and will nurture!
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Strategic Issue |
Explanation |
Core Strategy |
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The proven effectiveness of the CLUBHOUSE model and the existence of a functioning Clubhouse in Calgary |
The staffing and organizational structure and the relationships between individuals of the organization as defined in the CLUBHOUSE model are the biggest key to successful rehabilitation as they create opportunities and promote the development of meaningful and constructive relationships. The work done in the Clubhouse in Calgary (Potential Place) is the vehicle by which this is achieved. Members of the Premier’s Committee on Disabilities have accepted the CLUBHOUSE model as a successful approach to making it possible for people with chronic mental illness to participate to the best of their capabilities in community—to bring them back into society, into the workforce, and into the general community. CLUBHOUSE has a demonstrated record of being able to do this for many people. |
To make the changes necessary to adapt the CLUBHOUSE model to meet our local needs without violating the basic concepts on which it is based. To be recognized as an accredited Clubhouse. By becoming accredited, we are demonstrating that we can successfully provide the best possible rehabilitative service in the mental health field. Indicators of Success: Receive accreditation, and thus international recognition that we are successful. |
Weaknesses – where we as an organization will focus our improvement efforts!
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Strategic Issue |
Explanation |
Core Strategy |
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Lack of public awareness |
The general public is largely unaware of the Clubhouse Society and the work that it does. |
Enhance public awareness and support. By getting the public to know about us in terms of our philosophy and purpose, we believe that we will enhance the likelihood of public support, both financially and in other ways. Indicators of Success: Calgarians will know enough about Clubhouse so that people needing help will come to us. People who can support Clubhouse will do so (charitable donations, volunteer support etc.). |
Weaknesses (cont’d)
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Strategic Issue |
Explanation |
Core Strategy |
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Lack of a concrete fund development plan |
Currently there is no active, comprehensive fund development plan in place. |
Develop a comprehensive fund development plan for the long-term sustainability of Clubhouse Society. Demonstrate the cost-effectiveness of the program to Alberta Health and the Regional Health Authority. Indicators of Success: Fund development strategies are identified and operationalized successfully. Alberta Health financial support continued and enhanced. |
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Financial management systems are inadequate |
There currently is not an effective finance committee to help organize the internal management of the finances of Clubhouse Society. |
To have an active standing committee with committee members who work closely with the internal controls and procedures currently existing and for the development of new policies and procedures relating to financial matters. Accurately and timely financial records are maintained; financial management activity adequately attends to such items as cash flow, internal controls, reports to funders, cost analysis and tax compliance. |
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Inadequate framework for Volunteer Management (Board of Directors) |
There is no policy regarding Board recruitment, conduct, and training. There is no policy regarding how Board committees should work. There currently does not exist a formalized way for managing, coordinating or training Board members. |
Develop formal policies and procedures that provide structure and guidance regarding Board recruitment, conduct, and training in how Board committees should be structured and operate. Indicators of Success: Established policies and procedures regarding Board recruitment, training and conduct are documented. An effective committee structure and effective operational committees of the Board exist. |
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Reporting and presenting results |
A need to keep both the Board of Directors and the general public informed. For the Board, this means ensuring that sufficient information is presented so as to demonstrate the degree to which programming is achieving the Society’s goals (mission and vision). For the general public, this means ensuring that sufficient information is presented so as to demonstrate the good work that is being done. |
To ensure that a broader range of persons will be knowledgeable about the successes of the Clubhouse Society and Potential Place. Indicators of Success: The organization has a formalized assessment and reporting structure in place for reporting key results to both internal and external audiences in order to demonstrate progress toward program goals and the organizational mission/vision. A clearly articulated vision and mission is established and logical linkages between program activities and the mission/vision of Clubhouse Society are identified and articulated. |
external forces
Opportunities – the external opportunities that we will make the most of!
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Strategic Issue |
Explanation |
Core Strategy |
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Political opportunities – Upcoming provincial and civic elections |
When the political machinery begins to gear up for elections there are opportunities created to connect with politicians to engage in discussion about the organization and the work that it does, to educate them about CLUBHOUSE and to lobby on behalf of people with mental illness. This may help to enhance government support for the Clubhouse Society and the work that we do. The political forums (e.g. town hall meetings) that will take place during election periods provide opportunities to place CLUBHOUSE in the public spotlight, which can also serve to make the general public more aware of potential Place. |
To enhance politicians’ awareness and understanding of Clubhouse Society and the important work that we do in the community. Indicators of Success: Persons affiliated with the Clubhouse Society discuss the success of Potential Place with politicians during the election campaign. Enhanced government support for CLUBHOUSE. |
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Economic opportunities- linkages with businesses |
Partnering with businesses provides opportunities for fund raising and can provide employment opportunities for our members. Calgary is currently growing economically; there are a lot of opportunities. Calgary’s growth is also an opportunity to introduce more potential volunteers – Board and committee members - to the Clubhouse Society. |
To become better known and enhance our connections with the business community. Indicators of Success: More business support and more long-term partnerships (minimum of 3 years); increased employment opportunities for members; increased financial contributions and thus increased financial stability; increased pool of potential volunteers. |
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Enhance public acceptance of mental illness |
The stigma of mental illness and the misperceptions of mentally ill persons held by the public are currently receiving some media attention (e.g. books, movies). This provides an opportunity to educate the general public and correct misperceptions. |
To promote public awareness and understanding of mental illness and empathy for persons with mental illness. It is our intent to work to ensure society is willing to accept the differences in people with mental illness. Indicators of Success: Increased interaction between the public and Potential Place; more relationships with the business community; increased number of volunteers. |
Opportunities (cont’d)
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Strategic Issue |
Explanation |
Core Strategy |
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Restructuring of Regional Health Authorities |
We are not certain of the effect of the restructuring, but when there is a merging of Health Authorities, there will be a greater potential for people outside of Calgary with mental illness to be able to access CLUBHOUSE. |
To ensure that when Regional Health Authorities merge and extend the service area of our current Authority that we are prepared to help to extend our services beyond Calgary. Indicators of Success: CLUBHOUSE services are extended to areas outside of the City of Calgary in response to mental health needs in the broader geographic boundaries of the new Authority. |
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Threats – the external changes that we will prepare for and guard against!
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Strategic Issue |
Explanation |
Core Strategy |
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Merging of mental health care into the general health system |
The existing stigma of mental health may result in greater difficulty in maintaining government financial support when mental health care is incorporated within the general health system. |
To ensure that the needs of the mentally ill are recognized in the merged system. When mental health care becomes part of the general health system, ensure that current funding levels are maintained or enhanced. Indicators of Success: Current mental health care services are maintained or enhanced after the merging of mental health care into the general health care system. |
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Stigma associated with mental illness continues to exist. |
The stigma associated with mental illness makes the work that we do more difficult. It restricts our ability to "get in the door" so that people can hear what we have to say about funding requests and other support for the organization and our members. The view that the situation is hopeless and there is nothing that one can do about it permeates society and must be changed. |
To prepare and provide information and education sessions, alone and in collaboration with other organizations, to various public venues. Also, in collaboration with other organizations, advocate for a more responsive public mental health policy. Indicators of Success: Increased awareness and acceptance of mental illness in society. |
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Other charities competing for the same dollars |
Limited charitable dollars spread amongst a large number of agencies means fewer contributions for Potential Place. |
To improve community awareness of Clubhouse and the work that we do to improve the quality of life for many people with mental illness and to reduce the cost to society of mental illness. Develop a comprehensive fund development plan Indicators of Success: An increase in donations to the Clubhouse Society. |
SUMMARY OF FORCES IN PLAY
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Internal Forces |
External Forces |
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Strengths The proven effectiveness of the CLUBHOUSE model The existence of a functioning Clubhouse in Calgary (Potential Place). |
Opportunities Political opportunities – Upcoming provincial and civic election Economic opportunities – linkages with businesses Public relations opportunities -- enhancement of public acceptance of mental illness Growth opportunities -- restructuring of Regional Health Authorities |
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Weaknesses Lack of public awareness Lack of an effective fund development plan Financial management system is inadequate Inadequate framework for Volunteer Management (Board of Directors) Reporting and presenting results are ineffective |
Threats Merging of mental health care into the general health system Stigma associated with mental illness continues to exist. Other charities are competing for the same dollars |
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This section presents the goals and objectives of the strategic plan, which, along with the core strategies, are at the center of any such plan. The mission and vision statements provide an explanation as to why the organization exists; the goals and objectives define what the organization must do over the next several years to fulfill its mission and move toward the realization of its vision.
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Goals |
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Strategic Plan Goals |
Objectives |
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Activities &Timelines (Next 12-24 months) |
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Establish an active standing committee with members who are directly involved in fund raising. |
Board (Fund Devel. Com.) |
Set up a fund development committee to develop policies and procedures for fundraising. This could involve mail- outs, increasing the society membership, using donor recognition strategies, establishing a charitable foundation, soliciting donations of stocks, establishing an endowment fund, fostering corporate partnerships, developing a capital campaign, etc. Submit grant applications on an ongoing basis. Hire a professional fundraiser. |
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Establish a formalized assessment framework to evaluate the degree to which member needs are being met or satisfied. Develop a process for reporting key activities and results to both internal and external audiences to demonstrate progress toward program goals and the mission of the organization. |
E.D. & PP |
Monthly written report on progress and results from Executive Director to Board members. Periodic reports to the Board from Potential Place members on the Board. Brief activity reports sent to Society members and funders and appropriate newsletters. Communication of our research plans and results to the mental health community. Promotion of the Alberta Clubhouse Network. Displays and presentations at appropriate public venues. |
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Educate the public about CLUBHOUSE so that people needing help will come to us and people who can be convinced to support Potential Place will do so (charitable donations, employment opportunities, etc.). |
Board (PR Com.) PP |
Add to the Potential Place website and advertise it. Send mailouts to family physicians and psychiatrists Make presentations to outside organizations Organize public forums for education about mental illness Collaborate with other agencies seeking to reduce stigma Develop media contacts Continue to utilize practicum students from colleges and university Publicize the Alberta Clubhouse Network |
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Strategic Plan Goals |
Objectives |
Resp. |
Activities &Timelines (Next 12-24 months) |
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Develop formal policies and procedures that provide structure and guidance regarding Board recruitment, conduct, and training in how Board committees should be structured and operate. |
Board (Ad Hoc Com) |
Set up a Board Development committee to develop policies and procedures for recruitment, training and accountability of Board members. In collaboration with committee chairs, prepare written mandates that specify responsibilities and accountability. Develop policy governing recruitment and recognition of volunteers. |
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Develop a communication and information dissemination plan to ensure that the needs of the mentally ill are recognized in the merged Authority, and that current funding levels are maintained or enhanced. |
Board, (ad hoc com.), E.D. |
Continue to be involved as an active participant in various service- provider committees that advocate for the mentally ill. Continue with research to demonstrate the effectiveness of CLUBHOUSE rehabilitation. |
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Strengthen linkage with the business community in Calgary, resulting in: More partnerships and more long-term partnerships (minimum of 3 years). Additional employment opportunities for members. Increased financial contributions and thus increased financial stability. Increased pool of potential volunteers. |
Board (ad hoc, PR, FR com.), E.D., PP |
Approach Chamber of Commerce Introduce and promote Clubhouse at appropriate meetings and conferences Contact Champions to learn about their strategies for establishing relationships with businesses Canvas downtown businesses for TEP opportunities
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Strategic Plan Goals |
Objectives |
Resp. |
Activities &Timelines (Next 12-24 months) |
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Increase public understanding of the nature of mental illness. Eliminate public misconceptions about mental illness. Develop additional opportunities for interaction between the public and people with mental illness. Increase acceptance of mental illness in the business community. |
Board (PR Com), E.D., PP |
Develop and distribute posters to public. Take advantage of opportunities to interface with the public, e.g. sale of Old-timer’s Hockey programs, participation in Lilac Festival and Mental Health Week activities, etc.) Participate in appropriate public forums. Continue to utilize practicum students from colleges and university |
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Receive accreditation, and with it, international recognition that we are successful in implementing the proven programs of the CLUBHOUSE model. |
E.D. & PP |
Get # of Transitional Employment Positions up. Finish self study Achieve accreditation Discuss our research plans |
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Establish an active standing committee with members who are familiar with current internal controls and procedures. Develop policy to deal with all financial transactions. Ensure that accurate and timely financial records are maintained Ensure that financial management policy adequately attends to such items as cash flow, internal controls, cost analysis, reports to funders, and tax compliance. |
Board, Finance Committee & E.D. |
Set up a finance committee to develop internal policy and establish procedures and accounting practices for all financial transactions. Develop policy governing investment strategy. |
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Strategic Plan Goals |
Objectives |
Resp. |
Activities &Timelines (Next 12-24 months |
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Develop a service delivery plan so as to be prepared to extend Clubhouse services to areas outside of the City of Calgary. |
Executive Director |
Continue to utilize practicum students from colleges and university for advertising purposes. Offer informal CLUBHOUSE training to other Clubhouses Advertise the Alberta Clubhouse Network and promote start-up of new Clubhouses. Develop transportation for potential members outside the Calgary area. |
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Enhance politicians’ awareness and understanding of Clubhouse Society and the important work that we do in community. Arrange for and take advantage of opportunities to discuss the work of the Clubhouse Society with politicians during election campaigns. Achieve enhanced government support (fiscal and other) for Clubhouse Society. |
Board (PR & Ad Hoc Com.), E.D. |
Invite local MLAs, civic politicians, and Regional Health Authority board members to visit Potential Place. Establish and maintain communication with the Minister of Health. Establish and maintain communication with the Alberta Mental Health Board or its successor. Establish liaison with Mental Health Services in our Region Enlist the Mayor and/or Health Minister to help promote our events. Communicate result of Potential Place research to health authorities and politicians. Promote the Alberta Clubhouse Network |
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Outcomes
Outcomes |
Longer-Term
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Activities |
Clubhouse Work-ordered Day Budgeting and Bookkeeping Housekeeping Project planning and development by members and staff together Advocacy (one-to-one and community) Staff/member relationships Member/member relationships Planning meetings Consensus decisions Shared work policy Member outreach Standing member of ICCD |
Vocational Services (Education and Employment) Community resources are accessed to assist in personal skills development and helping with life choices Training opportunities for placement students Links to Bow Valley College in the provision of training CIDA Partnerships for Tomorrow |
Food Services Meal planning and preparation, food handling, food serving, kitchen and general maintenance) Inventory control, food and supply purchasing Operate Tuck Shop (canteen)
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Member Services Administrative support for Potential Place (clerical, reception, switchboard) Membership services (intake, tours, orientation, data input, maintaining data bases, outreach) Community awareness Daily Newsflash and Challenger Newsletter Internal special events promotion Organize recreational activities Administrative and employment opportunities |
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Inputs |
Alberta Health (60%) and Public Donations (40%) |
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