Archway Station Strategic Plan

STRATEGIC PLAN JULY 2015 – JUNE 2020 FY18

Executive Summary

The development of this strategic plan began on September 17, 2014 when the outgoing Executive Director and the new in-coming Executive Director met with the Board of Directors to discuss the transition in leadership and the past and current status of the agency. Potential ideas about the future of the agency were discussed. The new Executive Director was tasked with the job of getting re- acquainted with the agency and working with agency leadership to evaluate its strengths, weaknesses, and the state of the mental health community to determine a direction for Archway Station. Over the course of the next nine months, evaluation of significant key data and conversations with staff, service users, and community partners occurred.

Ultimately, several key themes emerged for development. First was the desire to seek an accreditation status that would elevate the professionalism of the organization. The agency leadership had chosen CARF over The Joint Commission back in 2013 because the values of CARF were more aligned with the mission and vision of Archway Station. This effort needed focused attention. Second, was the need to relieve the staff of some of the paper burden as documentation requirements continue to escalate. The agency is still 90% paper- based. Lastly but certainly not least, a focus is needed on the integration of somatic and mental health care for service users.

Agency leadership developed four goals for the staff of the agency to implement. These goals are:

 Provide high quality services for people using our services, staff we employ, and the community to which we serve. This is the foundation of our work. Our commitment is to continually strive to improve the quality of service we provide.

 Ensure financial viability and growth. Archway Station strives to be a good agent of its resources and to put processes in place that ensures the agency does not compromise on the quality of its services.

 Increase awareness and support for our mission among our community

 Enhance the quality of life of people by promoting the integration of somatic and mental health care as well as mind, body, and spirit wellness.

The Board of Directors is aware of the role the play in the success of the agency and takes seriously their commitment and service to the growth and development of the agency. As part of this commitment, the Board of Directors will take responsibility for a goal that is unique to them.

 Build an effective Board. The Board of Directors of Archway Station seeks to develop an efficient, effective, and sustainable Board that will work closely with the agency in ensuring the provision of quality services to individuals with mental health needs and developmental disabilities.

It is our hope that this Strategic plan will focus and guide our agency’s direction for the next five years as we work to provide the highest quality possible services to people with mental health needs and developmental disabilities.

Background and Purpose

During the course of this plan development, the following purposes are clarified:  Assist the Board of Directors, Executive Director, and agency staff to develop a five-year strategic plan;  Help focus the Board and staff on Archway Stations financial and operational strength;  Develop a planning approach to monitor the strategic planning process;  Develop an implementation approach to assist the Executive Director in managing and monitoring strategic progress while working to ensure the quality of day-to-day operations. Overview of Steps

Over the course of the nine months information was gathered from people using and providing Archway services, Archway’s community partners and the Board of Directors. Information was gathered via in-person meetings, paper and internet surveys, the previous year’s outcome reports, suggestions/edits to the strategic plan itself, the independent audit, and the satisfaction surveys of people using services, staff, and our community partners. Discussions were held with the Executive Director of Community Behavioral Health (CBH) to discuss strategic direction of the mental health policy arena. Important considerations occurred concerning the current economic environment, known regulatory or legal changes affecting Archway Station and/or mental health and developmental disability services, potential uncertainty in service reimbursement, and recent or upcoming changes that could affect on-going operations (i.e. staff changes, open positions, major projects, etc..) From this information, the Senior Leadership, in conjunction with the leadership group, developed key goals and directions, lead persons responsible, and completion dates in a document that is meant to be a living document reviewed monthly at the Leadership meeting. An overview of progress is also given at each Board of Director’s meeting and Consumer Advisory Board meeting.

Recommendations for Implementation At regularly monthly leadership meetings, the Executive Director can monitor progress on the plan and routinely report progress to the Board of Directors, the Consumer Advisory Board, and to all the staff via staff meetings, e- mail, or staff newsletter. Accomplishment of objectives can be monitored by direct observation of achievement of specific objectives on the agency performance improvement plan. The strategic plan should be adjusted to allow for early accomplishment of objectives or unexpected events or conditions preventing or delaying accomplishments. For example, objectives may be revised; lead persons reassigned, yet should be used and followed while changes are documented. Each year the Board and staff should conduct a formal review of accomplishments to see what changes, if any, should be made. Archway Station’s Mission and Core Values

Archway Station’s mission is to help people who need assistance living full lives in the community, including:

 Adults recovering from serious and persistent mental illness;  Adults with intellectual and/or developmental challenges;  Children and adolescents overcoming serious emotional and/or behavior problems; and  People with low incomes.

The foundation of all services is our belief that the children and adults using services are first and foremost people. The success of our service rests on the honoring and celebration of our shared humanity.

The health and safety of the people using and providing services is our first consideration. Services are carefully initiated, designed, and monitored to protect everyone’s well-being.

We strive to give children and adults fast access to services. Once services have started, Archway helps the child/adult create a person-centered plan for being happy, contributing, and valued members of the community. Working together, we identify the skills and supports needed to reach this goal.

A critical part of our mission is continually working to replace Archway’s paid supports with natural ones whenever possible. Ideally, Archway services should be phased-out over time as the person learns critical life skills and builds natural support systems.

Archway recognizes the interconnectedness of the mind, body, and spirit. The agency promotes healthy lifestyles for everyone in the Archway community.

Archway’s core values are:

Recovery Growth Compassion Empowerment Partnership Hope Goal Objective Status Lead(s) Target Date ONE: Provide a. Improve high quality intake process Intake services for Coordinator people using 12/31/17 services, staff, Program and the Director community b. Obtain CARF Executive accreditation Director 4/1/18 Compliance Officer c. Implement IT Systems electronic Coordinator health records 12/31/20 Executive Director d. Develop Executive leadership Director team 12/31/20 Training Coordinator Goal Objective Status Lead(s) Target Date TWO: Ensure a. Maintain a financial financial viability and reserve growth system to ensure On-going adequate Financial goal reserves are Director on hand to 12/31/20 cover operational and capital expenditures b. Relocate Financial Longview from Director TBFC to the community Property 12/31/17 Manager

Longview Team Leader c. Relocated all Financial admin offices Director to 1 location 8/31/16 Property Manager Goal Objective Status Lead(s) Target Date THREE: a. Revise website Increase awareness of and support IT Coordinator 7/1/17 for our mission among our community b. Increase Program awareness of Director program in the On-going community Intake goal Coordinator 12/31/20 Executive Director c. Create IT Coordinator 1/1/17 Facebook page d. Routine media Executive On-going representation Director goal

Team Leaders 12/31/20 Goal Objective Status Lead(s) Target Date FOUR: Become Health Integrate Home Executive 12/31/20 somatic and Director mental health FIVE: Build an a. Revise Executive effective orientation for Director 10/1/15 Board new Board members b. Develop a Board Board President member job 12/31/16 description Executive Director c. Ensure diverse Board and strategic membership Board 12/31/17 representation Executive Director d. Complete Board Board self- 7/1/18 membership evaluation