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Our Key Success Measures
- Increased knowledge of and respect for CHS
- Increased access for our client/consumer groups
- A plan in place to address family and children’s services
- Increased percentage of consumers in staff and management
- A major elective advocacy project in place
Our Seven Core Strategies 2007-2010
1) Governance
Governance and management systems that support decision-making
- Policies and bylaws developed and implemented to ensure that the governance model at CHS is put into practice
- Fully implemented management structure, suppor ted by policies and procedures consistent with the strategic direction
Key Activities
2007/08 – Identify the impact of the Strategic Plan on the management structure
2008/09 – Develop and implement bylaws, policies, and procedures
2009/10 – Complete implementation/review
2) Self-Funding
A financial environment that suppor ts and sustains the implementation of the Strategic Plan
- More self-reliant advancement of initiatives that we identify as priorities
Key Activities
2007/08-2009/10 – Grow and monitor revenues in our revenue-generating programs,
including fundraising
3) Working Environment
A working environment that proactively supports the recruitment and advancement of people
who are culturally Deaf, oral deaf, deafened, and hard of hearing
- Clearly identified recruiting strategies for people who are culturally Deaf, oral deaf, deafened,
and hard of hearing to increase representation of those employed at CHS
- Accessible training and professional education for staff and management
Key Activities
2007/08 – Revise HR policies and practices to suppor t recruitment of consumers
– Develop a training and development plan to suppor t advancement of
consumers, including finding a funding source
2008/09 – Train on the use of the new policies and practices, with feedback to refine
– Implement the training and development plan
2009/10 – Continue implementation and evaluate
4) Public Profile
Increased public profile of CHS
- Unaided public awareness of 14% and aided awareness of greater than 65%
- Government and media seeking out CHS
Key Activities
2007/08 – Revisit the name of the agency through community engagement and analysis
2008/09 – Prepare and implement a transition plan if the name changes
2009/10 – Update image for CHS
5) Advocacy
Proactive advancement of equity for people who are culturally Deaf, oral deaf, deafened,
and hard of hearing
- proactive decisions about advocacy, as well as continued response to appropriate issues
as they arise
Key Activities
2007/08-2009/10 – Continue to evaluate emerging issues and advocate where appropriate
– Pursue a provincial hearing health care strategy
6) Access and Accommodation
Reduced barriers to communication
Key Activities
2007/08 – Research, review, and consult to define CHS’s role in print interpreting
2008/09 – Develop a plan and position paper on print interpreting
– Undertake a trial accessibility consulting program
– Actively pursue every federal and provincial oppor tunity to expand interpreting
2009/10 – Implement print interpreting plan
– Fur ther implement the accessibility consulting program including funding models
7) Range of Services
An optimum range of services across all consumer groups and all ages
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Defined optimum range of services
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Consistent, appropriate information about cochlear implants and movement to close
the perceived gap in services to people with cochlear implants
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Rationale and plan regarding provision of direct services and other roles for
CHS outside of Ontario
Key Activities
2007/08 – Complete a review of the current programs and services relative to the new
Vision and Mission
2008/09 – Review cochlear implant and informed choices resources at CHS
2009/10 – Research, review, and consult to make a recommendation about the optimal
range of services
– Assess and develop a rationale, plan, and funding mechanisms for provision
of direct services outside of Ontario
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