Strategic Plan 2014 - 2016
Contents / PageIntroduction / 3
Vision, Mission, Aim and Objectives / 4
Values / 5
Consultation / 6
Strategic Goals and Key Performance Indicators / 7
Appendix 1 – Side by Side / 23
Appendix 2 - Report of Consultation (available on
request) / 23
Appendix 3 – Mental Health Foundation definition of Recovery (adopted by SWR Mind) / 24
Introduction
Formed in 1962, Scarborough, Whitby and Ryedale Mind (SWR Mind) is a Registered Charity (no 1133509) and a Company Limited by Guarantee (no. 7027702).
We know that good mental health is of paramount importance if individuals and communities are to achieve their hopes and aspirations for the present and future.
As in all other parts of the UK one in four people in Scarborough, Whitby and Ryedale (SWR) will experience a mental health problem at some time in their lives. This translates into some 39,000 people in SWR.
The impact of mental ill health is considerable. People with mental health problems "who live in the community, most of whom are hugely vulnerable, find it hard if not impossible to live their lives as active members of their communities." Mind
People with mental health problems consistently identify stigma and discrimination as major issues affecting their lives. This means that people with mental health problems "are often socially excluded and unable to properly access fair opportunities for employment, income, housing, social and health care." Mind
SWR is largely rural, bringing further challenges to the population in a locality where the public transport network is poor and where there is considerable geographical isolation and pockets of substantial social and economic deprivation – all factors which contribute to poor mental health
The locality’s urban concentrations are either market or coastal towns. The coastal towns contain areas of considerable social and economic deprivation.
Service users tell us that what they want from us and from other mental health services are social, emotional and practical support, information and advocacy. We call this SEPIA. This approach is applied to our current services and underpins our Side by Side approach.
The purpose of this document is to outline SWR Minds strategic goals for the next three years.
Vision, Mission, Aim and Objectives
We’re Mind, the mental health charity.
We’re here to make sure no one has to face a mental health problem alone.
Vision
Our vision is that no-one in Scarborough, Whitby and Ryedale has to face a mental health problem alone.
Mission
SWR Mind exists to promote the wellbeing of people throughout our region who have been or could be affected by mental distress.
Aim
To support people aged 18 and above with experience of mental ill health in the locality of Scarborough, Whitby and Ryedale in order that they may achieve their goals and reach their full potential.
Scarborough, Whitby and Ryedale Mind will achieve its aim by:
- Working to tackle causes, not symptoms, and to find solutions not palliatives
- Advancing the views, needs and ambitions of people with experience of emotional distress
- Challenging the stigma and discrimination facing people with mental health needs
- Inspiring the development of and developing quality services which reflect expressed need and diversity
- Promote social inclusion by supporting people in their own homes, neighbourhoods and communities.
Values
We are a Value – led organisation. Our values are:
Respect
We try always to value every person, to accept their uniqueness and to be considerate of their opinions and choices
Autonomy
We are committed to helping people make their own decisions
Equality
We want everyone to have equal opportunity to access our services and information
Knowledge
We prize the information we can gain from others’ learning and personal experience
Participation
We work to ensure that every person involved with us is supported and able to take part in our opportunities, services and activities
Uniqueness
We acknowledge and celebrate the uniqueness of each person.
Consultation
In developing our Strategic Goals for 2014 – 16, SWR Mind consulted with service users, volunteers, employees and key stakeholders. This was done in two stages:
Stage 1 involved the distribution of a consultation document via email and post, together with a face to face discussion with people with mental health problems. The results of this consultation was collated and referred to the Board of Trustees for consideration. This resulted in a second draft of the Strategic Goals.
Stage 2 involved a second round of consultation. Board members met with SWR Mind employees, volunteers and service users to obtain feedback on the second draft. Feedback was then incorporated in to a final draft, which was placed before the Trustees in September 2014 for approval.
The Consultation report is available on request.
SWR Mind Strategic Goals and KeyPerformance Indicators
2014 - 16
This section outlines the strategic headlines for SWR Mind for 2014 – 2016
(3 years) and the Key Performance Indicators that will be used to track delivery of this plan.
The Board of Trustees wants to deliver stability and ensure that the core business of SWR Mind is able to demonstrate, through robust monitoring and evaluation, that it is effective.Governance
Good governance is essential for the success of our organisation. Consequently, the Board of Trustees will adhere to their legal responsibilities and to the six principals of good governance as laid out in the ‘Good Governance Code for the Voluntary and Community Sector’. SWR Mind Board of Trustees will providegood governance and leadership by:Understand their role;Ensuring delivery oforganisational purpose; Working effectively both as individuals and as a team;Exercising effective control;Behaving with integrity; andBeing open and accountable.
1. The Board will act strategically to safeguard the interests of SWR Mind.
2. The Board will improve its visibility and communication links whilst respecting the domain of staff responsibility.
3. The Board will recruit and develop its members to advance SWR Mind as a leading regional provider of mental health services.
4. The Board and Senior Management Team (SMT) will agree performance criteria to measure, monitor and evaluate the effectiveness and efficiency of SWR Mind.
Governance: Key Performance Indicators
Measure / Indicator / FrequencyThe Board will work through and assess itself against the Six Principles of Good Practice / Complete assessment / By March 2015
The Board will measure and report on:
- The achievement of its composition / membership
- Overall and individual attendance targets
- Board vacancy rate
- Attendance rates
- Bi-annually: December, June
- Bi-annually: December, June
Board will complete a gap analysis comparing existing skills and experience against the assessed requirements of the Board /
- Complete gap-analysis
- Review gap analysis
- By December 2014
- Annually: December
Finance
Our organisation can only succeed in meeting its aims if it manages its money properly. To this end the Board of Trustees complies with its legal responsibilities and has the necessary controls and reporting in place.
1. SWR Mind will focus on securing funding streams that sustain present service delivery. The Board will also consider funding applications that develop new and existing services. In doing this, the Board will be mindful of the value it places on the SEPIA (acronym for social, emotional and practical support, information and advocacy) approach to providing mental health services.
2. The Board will consult service users on the extent of SWR Mind services that they would be prepared to be charged for or contribute to.
3. The Board will maintain a prudent approach to budgeting and aim to commence financial year 2017/18 with a nil operating deficit.
4. The Board will explore appropriate asset management and social enterprise initiatives to primarily fund or contribute to core expenditure.
Finance: Key Performance Indicators
Maintain viability
Measure / Indicator / FrequencyThe Board will, at all times, maintain sufficient cash to cover outgoings due in the next 30 days. (This will include action to recover outstanding money due as quickly as possible and management of payments to meet supplier terms but take advantage of any extended credit opportunities). / Ratio of cash to outgoings (over next 30 days):
Green: Cash exceeds 120% of next 30 days outgoings
Amber: Cash between 105% and 120% of next 30 days outgoings
Red: Cash under 105% of next 30 days outgoings / Monthly
The Board will ensure that at all times current assets (debtors plus cash) exceed current liabilities (all creditors falling due within 12 months) / Ratio of current assets to current liabilities:
Green: Net current assets exceed cash by £5,000
Amber: Net current assets exceed cash by between £1,000 and £5,000
Red:Net current assets are less than cash by £1000 / Monthly
Build up reserves
Measure / Indicator / FrequencyThe Board will review, and if necessary update, the Charity’s reserves policy (currently to maintain closing down costs) / The reserves policy will be reviewed / Annually after the production of the annual accounts
The Board will establish a timescale to achieve the level of reserves identified above / Timescale to be established to achieve the level of reserves identified above / To be confirmed
The Board will prepare all new budgets from 01.04.15 on a surplus generating basis and revisit existing budgets with a view to doing the same / Report budget information:
Green: Budget provides for a surplus, whilst enabling agreed service provision targets to be met
Amber: Breakeven budget enabling agreed service provision targets to be met
Red: Deficit budget or surplus/breakeven budget based on curtailed serviceprovision / Monthly
The Board will monitor all budgets against surplus requirements / Report budget information:
Green: Achieved surplus for period meets or exceeds budgeted surplus
Amber: A surplus is achieved for the period but is below budget
Red: a deficit for the period. / Monthly
Focus on charitable objectives
Measure / Indicator / FrequencyThe Board will ensure non-service delivery costs do not exceed an agreed proportion of total costs, whether or not these costs can be recharged to individual projects / Report non-service delivery costs:
- As a total figure
- As a percentage of total costs
Administration and Information and Communications Technology (ICT)
An effective ICT system and strategy will help to maximise opportunities for income generation and improve efficiency, effectiveness and communication.
1. The Board will require the SMT to complete a review of the administrative systems and ICT capacity and report its findings and recommendations to the Board.
Administration and ICT: Key performance Indicators
Measure / Indicator / FrequencySMT to complete a review of the administrative systems and ICT capacity and report its findings and recommendations to the Board. / SMT complete review of the administrative systems and ICT capacity and report findings and recommendations to the Board. / June, annually
Volunteer recruitment and retention
Our volunteer team have an enormous, positive impact on the health and well-being of the individuals and communities we serve. We could not do what we do without them.
1. The Board recognises that the skills and experience of volunteers are critical to delivering SWR Mind services. Therefore the Board will consult volunteers on the future development and service provision of SWR Mind.
2. The Board will establish a cost-effective volunteer engagement plan that delivers and supports highly motivated and respected volunteers from all sections of the community.
3. The SMT will be set targets to recruit volunteers and maximise conversion rates between enquiries and recruitment. The SMT will be expected to produce reports for the Board on volunteer profiles, diversity criteria and distribution amongst service delivery and costs.
Volunteer recruitment and retention: Key Performance Indicators
Measure / Indicator / FrequencyTo establish a benchmark, the Board will monitor all new volunteer applications from October 2014 to March 2015. / Monitor:
- The total number of volunteer applications (by area, SWR)
- The total number of active volunteers (by area, SWR)
To set a benchmark, the Board will use a Volunteer Tracking spreadsheet to measure the pathway of the 20 most recent volunteers (at 01.10.14) together with all new volunteers from 01.10.14 until 31.03.15. / Record to Volunteer Tracking spreadsheet:
- Number of weeks between application and volunteer attendance at training
- Number of weeks between completion of training and first match between volunteer and service user
- The number of service users supported by each volunteer and length of support
- Number of supervision sessions each volunteer has had
- Date volunteer leaves
Staff and volunteer training and support
We are committed to investing in our paid staff and volunteers. This is because good training and support will help the organisation to achieve its goals, and will promote improved performance and efficiency, consistency of service provision and employee/volunteer satisfaction.
1. The Board will, for the duration of this plan, invest in staff and volunteer training and development that furthers the priorities of SWR Mind.
2. The Board will require the SMT to regularly review, monitor and report on staff support, supervision and appraisal.
3. SWR Mind will continue to work towards creating a mentally healthy workplace
4. The Board will require the SMT to regularly review and report on volunteer support
5. The Board will survey staff annually in line with national Minds Guide to Mentally Healthy Workplaces'.
Staff and Volunteer Training and Support: Key Performance Indicators
Measure / Indicator / FrequencyThe Board will approve an annual training needs analysis and a training plan submitted by the SMT / SMT to submit annual training needs analysis and a training plan / Annually, December
The Board will review the Staff Supervision Policy with a view to amending existing pro-forma document to record staff supervision / Review the Staff Supervision Policy with a view to amending existing pro-forma document to monitor:
- The number of staff receiving supervision each month
- The number of supervision sessions rearranged with less than 3 working days’ notice.
The Board will survey staff annually in line with national Minds ‘Guide to Mentally Healthy Workplaces’ / Staff team surveyed in line with national Minds ‘Guide to Mentally Healthy Workplaces’ / Annually, May
Stigma and discrimination
People with mental health problems say that the social stigma attached to mental ill health and the discrimination they experience can make their difficulties worse and make it harder to recover.
1. SWR Mind will support national Mind in locally promoting anti-stigma and discrimination campaigns.
2. SWR Mind will confront and challenge stigma and discrimination if and when it recognises it.
3. The Board will locally encourage the use of inclusive art and community initiatives as ways to address stigma and discrimination.
Stigma and Discrimination: Key Performance Indicators
Measure / Indicator / FrequencyThe Board will state in the Annual Report (published at each Annual General Meeting) the work it has undertaken in relation to stigma and discrimination / Each Annual Report will state the work SWR Mind has undertaken in relation to stigma and discrimination / Annually, Annual Report
SWR Mind will document any staff support addressing stigma and discrimination. / Monitor:
- Reported instances of stigma and discrimination
- Staff and volunteer actions to address stigma and discrimination
Service delivery and development
We are committed to SWR providing effective services that support people with mental health problems to become equal, active, included and healthy.
1. The Board remains committed to the “Side by Side” model to providing mental health services.
2. The Board will require the SMT to optimise service delivery in terms of cost and impact.
3. SWR Mind will consult service users on their definitions of what short, medium and long-term support looks like.
4. The Board will review the numbers for which the organisation is able to provide long term and life-long support.
5. The Board is committed to involving service users and volunteers in the design and delivery of services.
Service Delivery and Development: Key Performance Indicators
Measure / Indicator / FrequencyAll new service/project proposals will be submitted for Board consideration using the Assessment Decision Case form. / All new proposals submitted to Board using Assessment Decision Case / As required
Service monitoring and evaluation
Effective monitoring and evaluation is key to constantly improving the performance of our organisation and to understanding what it could do better.
1. The Board will continue to improve its existing monitoring and evaluation systems.
2. The Board will adoptthe Mental Health Foundation definition of ‘Recovery’ for the purpose of service evaluation. (Appendix 3)
3. The Board will agree a set of Key Performance Indicators that will support this Strategic Plan.
Service Monitoring and Evaluation: Key Performance Indicators