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Director's report 2001/2002
Cape Mental Health Society prides itself on its ability to be a responsive, challenged and proactive learning organisation. During our yearlong period of strategic review and planning, we have firmly established a single vision through an inclusive process with six pillars of strategic change and realignment.
We have embraced a mission statement and an oath of quality, excellence and professionalism, with a clear objective to provide a comprehensive mental health service to all. This philosophy translates into an organisation that is committed to active learning in developing services that will address specific needs. Embedded in this mission is a definitive identity and clarity about our goals and direction.
This period of reflection, introspection and review has facilitated a decision-making process that has propelled the development of a five-year plan. The strategic process used a dynamic-cyclical model of organisation-wide participation of all role-players in the assessment, planning and implementation. During the past year, organisational surveys, scans, interviews, workshops, presentations and reports resulted in a plan that maps out six identifiable areas of focus, namely: -
Care Internal - caring
for staff and assets Care External - Client care
Advocacy Public Education & Awareness Training & Development - capacity-building
initiatives Work - providing employment through a range of employment opportunities
for persons with intellectual and psychiatric disabilities.
This dynamic process has offered the organisation a moment of stillness in which to reflect on and ponder about its responsiveness to the complex world of poverty and need. It has given us a unique opportunity to work creatively and smartly with the physical, financial and human resources at our disposal. The ground rules and foundations are firmly established to launch this creative strategy for a new era.
Our greatest asset remains our human capital. They are exceptional and true social innovators, constantly seeking new solutions to mental health problems. The involvement and commitment of volunteers, consumers and donors have granted us both physical and financial capacity. They often bridge and support social initiatives, giving hope to the people we serve. Our partners internationally, nationally and locally have facilitated training and learning opportunities to staff, communities and women in particular. Boundaries were crossed and goals were achieved by nurturing potential and giving scope for development.
We believe that all who have invested in the work of our organisation are social entrepreneurs committed to creating an enabling environment for people with mental health needs. It is an inescapable fact that our togetherness has solidified partnerships and relationships that will cradle, support and impact on the strategic goals beyond this era.
Ingrid Daniels
Director
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