Partner for Mental Health conducted its strategic planning in two phases. In the spring of 2015, it honed its mission statement and developed a “connections” framework for guiding its efforts in promoting mental health in the community. Broadly, Partner for Mental Health is organized to promote making connections as shown schematically, with examples, below:
People to People
Suicide Prevention Line
People to Resources
Resources to Resources
Promoting System Changes
Serving on Coalition and Other Groups
Providing Strategic Coordination
Training for Professionals
In the spring of 2016, the Board conducted a second round of strategic planning. Five goals were articulated as strategic priorities for fiscal years 2017 and 2018, keeping the “connections framework” and the following principles in mind:
– Lower the financial risk to the organization
– Be mindful of resource constraints (time and money)
– Be flexible enough to react to emerging opportunities that are aligned with our mission and goals
– Build advocacy for mental health into everything we do
Goal 1: Strengthen the Community Navigator program.
- Define the role of the Navigator program and develop the infrastructure to support it.
- Expand the reach of the Navigator program.
Measure of success: Become a trusted partner for mental health providers, families, and clients.
Goal 2: Improve how the local criminal justice system views and treats people with mental health issues.
- Build intentional and strategic relationships with relevant stakeholders capable of influencing systemic change in the criminal justice system.
- Formalize/systematize Navigation and advocacy services for criminal justice system-involved individuals with mental illness through the Sequential Intercept Model.
- Interviews/inquiry for each point of interception in the criminal justice system to determine what works, what is needed, how that point in the process could be improved for people with mental illness.
- Engage members of the criminal justice system in opportunities to gain awareness of mental health issues and how they may impact some defendants.
Measure of success: Become the resource that provides support, education, advocacy, and collaboration as appropriate to both the criminal justice system and individuals with mental illness involved in the criminal justice system.
Goal 3: Effectively communicate our brand throughout the community.
- Successfully brand our new name.
- Implement a communications plan that clearly defines public awareness and communications strategies and timelines.
Measure of success: Increased name recognition and knowledge of our mission and work throughout the community.
Goal 4: Increase and diversify financial support.
- Establish a culture of relational philanthropy that provides financial stability to the organization.
- Empower and support Board members’ individual efforts at philanthropy based on their self-identified strengths.
- Develop, implement, and monitor a realistic fundraising plan that includes diverse sources of funding.
Measure of success: Raise at least 75% of our annual operating expenses by the end of 2018.
Goal 5: Attract and develop engaged Board members who support and advocate for the organization.
- Strengthen Board infrastructure.
- Expand the Board.
Measure of success: Board is composed of diverse members committed to our mission and who meet specifically identified needs of the organization. Attendance at Board meetings is high and all members actively participate in committees, events, and fundraising.