2017-2022 Strategic Plan

The Strategic Plan provides a roadmap that will guide the MHCC’s work for the next five years. The Strategic Plan defines the Vision, Strategic Objectives, Guiding Principles and Success Factors against which all MHCC activity will be measured.

Developed by the Board of Directors, the Strategic Plan provides the high-level direction that will allow the MHCC to continue in its important role as a catalyst for improving the mental health system in Canada and changing attitudes and behaviours around mental health issues.

 

Strategic Plan at a Glance

Mission
Mental health and wellness for all.
Vision
To raise awareness of the mental health and wellness needs of people living in Canada, and to catalyze collaborative solutions to mental health system challenges.
Guiding Principles Guiding Principles
The guiding principles to which we aspire at the MHCC are embodied by our staff and embraced by our leadership. They are also reflective of the culture we wish to foster within the MHCC and in the mental health community.
Strategic Objective 1 Strategic Objective 1
Leadership, Partnership, and Capacity BuildingIncreasing the effectiveness of Canada’s mental health system by convening stakeholders, developing and influencing sound public policy, and inspiring collective action.
Strategic Objective 2 Strategic Objective 2
Promotion and Advancing of The Mental Health Strategy for Canada Encouraging actions that advance the Strategy.
Strategic Objective 3 Strategic Objective 3
Promotion and Advancing of The Mental Health Strategy for Canada Encouraging actions that advance the Strategy.

Overview

The MHCC’s 2017-2022 Strategic Plan is a call to action. Led and approved by the MHCC Board of Directors, all future work will contribute to the fulfilment of this plan. While it outlines focused priorities, it also allows for broad interpretation of how the following goals can be achieved:

Champion ambitious, courageous, and progressive ideas;
Embrace the principles of recovery;
Be co-creators and collaborators;
Integrate the voices of people with lived experience, families and caregivers into all the work we do;
Promote and celebrate equity, diversity, and inclusion;
Encourage and develop leaders;
Seek and share new approaches in the spirit of continuous improvement;
Be passionate in our work; and,
Celebrate the contributions of others.

The Strategic Plan highlights national priorities around the issue of mental wellness and provides a roadmap for systemic change. Over the next five years, this plan will serve as a guide to the MHCC as we work in collaboration with our partners to bring about even greater transformational change in Canada.

To deliver on this far-reaching Strategic Plan, the MHCC will operate as a high-performing organization, building on strong external partnerships and dedicated internal leadership to maximize the reach and impact of our efforts.

Strategic Objective #1: Leadership, Partnership, and Capacity Building

The focus of this strategic objective is to increase the effectiveness of Canada’s mental health system by convening stakeholders, developing and influencing sound public policy, and inspiring collective action based on the following priorities:

1.1. Convene and align the Canadian mental health sector by uniting key stakeholders to advance important issues and challenge.
1.2. Inform and influence public policy development by working with stakeholders to define best and promising practices, and sharing recommendations with decision-makers and key influencers.
1.3. Optimize working relationships with the provinces and territories to build a smart and streamlined pan-Canadian system.
1.4. Stimulate cross-sector action by seeking meaningful opportunities to engage with all sectors— public, private, and not-for-profit.
1.5. Seek a process of reconciliation in partnership with Indigenous peoples by working to revitalize and strengthen relationships of mutual respect with Indigenous partners, and building relationships with leaders and champions in Indigenous mental wellness.
1.6. Raise the profile of mental health and wellness in Canada by developing a strategic communications plan and working closely with mental health champions.
1.7. Be an active global mental health leader by building and maintaining relationships with mental health champions around the globe, and sharing best and promising practices.

Strategic Objective #2: Promotion and Advancement of Changing Directions, Changing Lives: The Mental Health Strategy for Canada

This strategic objective encourages actions that advance the Strategy prioritized as follows:

2.1. Identify ideas, champions, and best practices that are effective and evidence-based, while encouraging new and promising practices that advance the Strategy.
2.2. Prioritize system needs within the context of the Strategy.
2.3. Develop and disseminate tools that will assist mental health champions to act collectively upon the recommendations in the Strategy.
2.4. Collaborate with provinces, territories, and other partners to implement innovative practices and solutions to improve mental health service quality and access.
2.5. Provide partners with information, tools, and supports that will facilitate the development, adoption, and evaluation of promising practices.
2.6. Incubate initiatives by identifying, structuring, supporting, evaluating, and appropriately divesting programs. We will, when appropriate and when there is a gap in the sector, take
a more hands-on approach to initiatives and opportunities. We will engage in funding initiatives when they are co-developed and co-run, and on a time-limited basis.
2.7. Review and evaluate progress toward achieving key priorities articulated in the Strategy. We will monitor progress toward salient mental health indicators and milestones, using that information to best serve the mental health needs of people living in Canada.

Strategic Objective #3: Knowledge Mobilization

This strategic objective focuses on developing and sharing effective and innovative knowledge on this priority basis:

3.1. Develop and implement relevant and timely mental health and wellness indicators for Canada, in partnership with system data collectors. We will create key measures and comparable data to help identify challenges and opportunities.
3.2. Aggregate, integrate, and disseminate information in a way that is relevant and customized for different audiences. We will find, analyze, and share important information and conclusions related to mental health and wellness best practices. We will manage information in a way that is most useful for organizations throughout the mental health system.
3.3. Facilitate knowledge exchange and sharing of best and promising practices by creating forums to share knowledge and advance collaboration in the system.
3.4. Examine how social determinants of health impact mental wellness, and identify groups with significant risks.

Success Factors

To deliver on this far-reaching Strategic Plan, the MHCC will operate as a high-performing organization and build on strong external partnerships and exceptional internal leadership to maximize the reach and impact of our efforts. The following structures and processes are integral to our success:

Effective governance
Thoughtful policy, clear structure, and active relationships between the Board and CEO inspire meaningful contributions from Board Directors.
Financial stability
Adequate financial support underpins the implementation of this Strategic Plan.
Internal performance measurement and accountability
Top-tier systems and processes enable us to optimize our resources, maximize the impact of our actions, and strengthen our governance
Engaged supporters, partners, mental health champions, and people living with mental health problems and illnesses
Our effectiveness relies upon the strength of our relationships and our ability to empower our partners across the country.
Employer of choice
Being a top employer, with a healthy and productive work environment, allows us to attract talented individuals who embody our guiding principles