Chapter: A strategic business plan A One Page Summary Overall vision: Tailored support and opportunities for better mental health Working to deliver 4 outcomes: 1. Better mental health or 2. Developing confidence, skill 3. Employment or able to live 4. Overcoming isolation being – managing it better. development, communication, an independent life part of a community. and greater self-esteem 5 Key Strategic Priorities: 1. Continuing to 2. Building new ways of 3. Being a learning 4. Building a strong 5. A strong, sound and deliver personalised, delivering services organisation. profile. Developing sustainable organisation. long term one to one through the greater use Evaluating and learning community support and a Broader income mix and a support to people with of volunteers, peer from what we do, good reputation. Using good employer. severe long term support and creating building evidence to social media. mental health progression routes. influence better problems services. Organisational implications/actions: Working as part of Developing volunteer Outcome Building our profile as Demonstrating sound a bigger system roles and volunteer A metric to measure the local independent organisational practice Listening to our support our work organisation Being ready’ ‘bid users Encouraging peer the table” using Encouraging Supporting and “At – Measuring the support our knowledge to community support developing our staff difference our work Work with employers & influence policy and and influence A strong trustee board makes education providers to service design Using social media to Developing a broader Continually create progression communicate and income mix improving our routes. organise Collaborative relations service model with our funders
Chapter: A strategic business plan A One Page Summary Overall vision: Tailored support and opportunities for better mental health Working to deliver 4 outcomes: 1. Better mental health or managing it better. 2. Developing confidence, skill development, communication, and greater self-esteem 3. Employment or able to live an independent life 4. Overcoming isolation – being part of a community. 5 Key Strategic Priorities: 1. Continuing to deliver personalised, long term one to one support to people with severe long term mental health problems 2. Building new ways of delivering services through the greater use of volunteers, peer support and creating progression routes. 3. Being a learning organisation. Evaluating and learning from what we do, building evidence to influence better services. 4. Building a strong profile. Developing community support and a good reputation. Using social media. 5. A strong, sound and sustainable organisation. Broader income mix and a good employer. Organisational implications/actions: Working as part of a bigger system Listening to our users Measuring the difference our work makes Continually improving our service model Developing volunteer roles and volunteer support Encouraging peer support Work with employers & education providers to create progression routes. Outcome A metric to measure our work “At the table” – using our knowledge to influence policy and service design Building our profile as the local independent organisation Encouraging community support and influence Using social media to communicate and organise Demonstrating sound organisational practice Being ‘bid ready’ Supporting and developing our staff A strong trustee board Developing a broader income mix Collaborative relations with our funders
Chapter-Summary-Strategy-2017-2020.docx