1.0
Introduction 1.1 Our Vision, Mission and Values 1.2 About the Strategic Review and Strategic Plan 1.3 About Oxfordshire Mind 1.4 Governance 1.5 Key developments over the last 5 years 1.6 Financial pressures
2.0
Delivering our current contractual obligations 2.1 Wellbeing 2.2 Housing 2.3 Improving Access to Psychological Therapies (IAPT) 2.4 Campaigning and influencing
3.0
Priorities for investment 2018 3.1 Information Technology and Systems 3.2 Training 3.3 Fundraising 3.4 Housing 3.5 Wellbeing
4.0
Priorities for development 2018 to 2022 4.1 Developing our capacity to inform and influence 4.2 Marketing and communications 4.3 Meeting the needs of all service users 4.4 Partnership working 4.5 Children and Young People 4.6 Diversifying our income streams 4.7 Looking outside Oxfordshire Oxfordshire Mind - Looking to the Future - Page 2
4.8
The Information Service
5.0
Action to prepare for re-tendering
6.0
Developing the organisation to deliver the strategy
Appendix. Our position and the world we work in i. The environment we work in ii. Challenges for the future
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1.0 Introduction 1.1
Our Vision, Mission and Values Our Vision We won’t give up until everyone experiencing a mental health problem gets both support and respect. Our Mission We promote good mental health through the provision of high quality services and campaigning for positive change. Our Values The values that underpin our work are … • • • •
Striving to make mental health services more human Working alongside people to help them realise their potential Raising awareness, promoting understanding and challenging stigma The importance of community and the benefits of mutual support
How we work … • • • • •
1.2
Open We reach out to anyone who needs us Together We’re stronger in partnership Responsive We listen, we act Independent We speak out fearlessly Unstoppable We never give up
About the Strategic Review and Strategic Plan Our vision is that everyone experiencing a mental health problem in Oxfordshire gets both support and respect. The Strategic Review and Plan will help us plan our next steps towards achieving that vision. Over the last five years we have developed, grown and improved as an organisation. Looking ahead we know that the need for Oxfordshire
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Mind’s work remains high, and indeed is likely to grow. But we also know that funding will be tight and the environment we work in is rapidly changing. The impact of Brexit is yet to be seen, austerity in some form continues, and there will be further reorganisations of our funding organisations. This Strategic Review, and the Strategic Plan that follows, is the result of discussions with a wide range of people interested in our work including people who use our services, our funders, partner organisations, our staff, and our volunteers. The Plan will provide the framework for guiding decisions, deciding between competing priorities, and steering our course through an uncertain future. The Strategic Plan will be a living document reviewed as we progress. 1.3
About Oxfordshire Mind Oxfordshire Mind is a registered charity (No. 261476) and a company limited by guarantee (No. 4343625). We are an active part of the network of Mind associations across England and Wales working together to create a better life for everyone with experience of a mental health problem. We started life back in 1967 as the Oxford Mental Health Association; over the last 50 years we have grown to provide the most comprehensive range of mental health services of any charitable organisation in the county. In 2017 we celebrated our 50th anniversary with a series of functions in the year. The services we currently provide include:
Wellbeing: Mental health information service, including the ‘Mind Guide’, Options sessions, Mental Health Awareness events, and the Information Line Training – Mental Health First Aid, Mental Health Awareness, and Wellbeing in the Workplace Educational coping skills courses Peer support groups and volunteering opportunities Active Body Healthy Mind programmes Benefits for Better Mental Health (BBMH) Mixed model day hospital service Friends and family support group
Housing: The Transitional Housing Recovery Service
Improving Access to Psychological Therapies (IAPT)
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1.4
Step 2 psychological therapy service provided in partnership with Oxford Health NHS Foundation Trust and Principal Medical Limited (PML) Campaigning for Positive Change Working with the local media, social media, politicians, local authority leaders, NHS and 3rd sector partners, to effect positive change on behalf of anyone experiencing a mental health issue. We aim to break down stigma, highlight services, and campaign on specific issues as they arise. This often includes and builds on joint work with National Mind.
Governance
The Board oversees the management and administration of the charity and meets bi-monthly or more frequently. The Board is responsible for keeping the charity on track, setting policies, the strategic direction of the organisation and the statutory returns. On a periodic basis the Board reviews progress, performance, and financial matters against delivery plans, specifications, approvals and budgets that were approved earlier by the Board. The Board facilitates feedback and service user involvement as part of the process of continual improvement. Focussed work is delivered through the three sub-committees of the Board, which meet quarterly or more frequently. All day to day operational management, including the management of all staff, is delegated to the CEO through a formalised framework. The CEO leads the SMT (the senior management team). The Board report back at the Annual General Meeting, usually held at the end of November, at which point Trustees and the Auditors are appointed. As
of January 2018, the Board is made up of the following Trustees: John Copley – Chair Nick Welch – Vice-Chair Mike Farwell – Treasurer, and Chair of the Finance sub-committee Nick Georgiou – Company Secretary Carolyn McKee – Secretary and Chair of the Contracts sub-committee Tony Talbot – Chair of the Human Resources sub-committee Katharine Nicholas John Hall Andi Reiss
As
of January 2018, the Senior Management Team (SMT) is made up of: Dan Knowles, Chief Executive Officer Debbie Backhouse, Finance and Resources Manager Jess Willsher, Head of Wellbeing Services Kim McMaster, Head of IAPT Services
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Simon Pitkin, Head of Housing
A number of other key groups meet regularly: The Service User Group – a representative body which meets regularly and feeds back to the SMT and the Board – ‘the voice of the service user’ The Equality and Inclusion Action Group – a group of employees which meets regularly to consider, monitor, and recommend ways in which we can meet the needs of service users and staff from different sections of the community The Employee Forum – a group that meets quarterly to provide input into the SMT and feedback on Oxfordshire Mind as an employer and as a service provider 1.5
Key developments over the last 5 years Oxfordshire Mind has grown over the years to become a significant provider of high quality and innovative mental health services, as well as a powerful campaigning organisation (“we campaign for positive change”). We provide the most comprehensive range of Mental Health services of any charitable organisation in the county. Significant developments over the last five years have included: Expansion and development Over the last 5 years Oxfordshire Mind has grown and developed new services to provide more help and support. Examples of this include:
Involvement in two new innovative partnerships – the Oxford Mental Health Partnership (OMHP), and the Talking Space Plus Partnership (TSPP). Operating under outcomes-based contracts we provide joined-up and cost effective services. The OMHP provides mental health services to people with serious mental illness (“clusters 4-17”), and brings together Oxford Health and 5 local charities – Connections, Elmore, Oxfordshire Mind, Response and Restore. The TSPP provides mental health services to people with anxiety and depression (“clusters 0-3”) and brings together Oxford Health with Oxfordshire Mind and PML.
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Continued development and expansion of our Housing operation, and the purchase of 5 additional units across the county in 2016/17
Within TalkingSpace Plus Step 2 service: An increase in staffing to meet greater demand The expansion of our treatment offer to include computerised CBT (Silvercloud programme) Increase in courses offer to include the north of the county Move to locality based model for the service
10,000 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 0
9,500
3,000
2012
IAPT service users
2017
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Within the Wellbeing service developments have included Introduction of Options sessions Expansion of Benefits for Better Mental Health (BBMH) service Expansion of locality model by opening a hub in Banbury and utilising local venues to provide additional sessions Increase in size and popularity of the information line Invested in volunteering and peer support groups
This expansion and development has been underpinned by strengthening the management structure and the recruitment of new SMT members in 2017. Contractual arrangements In October 2015, Oxfordshire Mind started new contractual arrangements for the provision of 3 key services – Housing, Wellbeing, and IAPT. These new arrangements resulted from lengthy discussions and a successful tender with the Oxfordshire Clinical Commissioning Group (CCG). We operate as sub-contractors to Oxford Health NHS Foundation Trust, and as partners in two significant partnerships: TalkingSpace Plus – the provision of Wellbeing and Step 2 IAPT services to clusters 0-3. Partners are Oxford Health, Oxfordshire Mind, and Principle Medical Limited (A GP-owned healthcare company). Oxford Mental Health Partnership – the provision of Wellbeing and Housing services to clusters 4-17. Partners are Oxford Health, Oxfordshire Mind, Elmore, Connections, Restore, and Response. These innovative outcomes-based contracts bring together the best of the NHS and third sector to offer joined-up services to anyone with a mental health challenge in the county. As well as these 4 CCG contracts, we operate a number of other smaller contracts, and in total Oxfordshire Mind has 11 contracts for the delivery of mental health services. Working in partnership Partnership working is key to our success as a charity. By working in partnerships we are able to more effectively help service users and learn from and influence others. In addition, funders are keen to both support established partnerships, and also help new partnership form. As well as the Oxford Mental Health Partnership and the TalkingSpace Plus Partnership, we also operate within Active Body Healthy Mind, a
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partnership between Oxfordshire Mind, OxSPA, Restore, Response, and Ditto1. Funding and finances The organisations growth has been based on being able to attract new funding and expand our fundraising. Our budget has grown from ÂŁ3,036,000 in 2012 to ÂŁ3,682,000 in 2017 (21% increase). Taken together the four main block contracts with the TSPP and OMHP (covering the Wellbeing, Supported Housing and IAPT TalkingSpace services) account for 63% of income. Rent and service charges account for 27%, and income from fundraising and small grants accounts for around 10% of the total. This money, as unrestricted income, is vital to our independence and our ability to set our own priorities. The level of reserves has been sufficient to enable us to sustain services through periods of uncertainly and is currently at a robust level. The Board regularly reviews the level of reserves, with reference to the reserves policy, to ensure that we can cover our financial and statutory obligations for a period of time should we have to.
1
A West Oxfordshire Service-user led group
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1.6
Financial pressures 63% of our income comes from funding contracts for the Wellbeing, Supported Housing and IAPT TalkingSpace Plus services. All of these contracts are set to expire in the 2020, with a potential 2 additional years extension for the OMHP contracts. We will need to prepare for a possible process of service review and possible retendering. Over the next 18 months three other significant grant funding streams come to an end. These are: 1. The Big Lottery funding for the Benefits Service (£50,000 per annum), March 2019 2. Sport Relief funding for Active Body Health Mind (£25,000), March 2018 3. Family Trust funding for the Mill (£78,000), October 2018
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2.0 Delivering our current contractual obligations We are committed to deliver excellent services that meet our contractual obligations and to work with commissioners in a way which is pro-active and adaptable around changing needs and changing priorities. 2.1 Within the Wellbeing Service Our outcomes based contracts aims to deliver a number of outcomes and key performance indicators. These are reported on monthly to the OMHP and TSPP governance bodies, and through them to the CCG. We operate a number of smaller contracts to various funders (Sport Relief, Big Lottery, Trusts and foundations) and have monthly, half-yearly, and annual reporting cycles to these funders. This reporting covers all the services detailed above in section 1.2. 2.2 Within the Supported Housing Service Our outcomes based contract is with Oxford Health as part of the OMHP. We own a number of properties outright, and lease others from housing associations and local authorities. Main aims are to: Maximise the impact of new housing services including services in Abingdon & Didcot Sustain high levels of successful move-on through the recovery of our service users 2.3 Within the IAPT TalkingSpace Plus psychological therapy service We operate the Step 2 service, operating as sub-contractors to Oxford Health, operating as part of the TalkingSpace Plus Partnership. Main aims are to: Increase referrals (improve marketing, improve website, social media, regular large scale information events), achieving increasing service user numbers through the life of the contract, whilst employing staff within current funding
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Move to locality based model (until recently we operated the Step 2 service in one location in Oxford; some staff have now moved to East Oxford; in the future we will be located in other additional areas of the county) Work with our partners at Oxford Health to make the most of development opportunities for the future e.g employment tender Research further IAPT possibilities e.g CAHMS, offenders Continue to identify new treatment approaches to reach a wider audience e.g expansion of Silvercloud and other computerised CBT options 2.4 Campaigning and influencing We campaign for positive change on behalf of Oxfordshire residents, and we will continue and deepen this work This review has highlighted an issue that not all stakeholders know about the breadth and quality of our services. We deliver more, to a higher standard, than is known by all commissioners and funders. We have a need therefore to not only do a great job, but to communicate this widely. This we will do through partnership working, improved reporting, and other ways in which we can highlight quantitative and qualitative verification of our work The Mind Guide website is good enough but is a priority for improvement – especially making it more ‘searchable’. This will be a priority for 2018 We will leverage our membership of National Mind by being part of the ‘Network Futures’ group – through this we will not only be able to influence the development of Mind and its services, we will also be able to identify examples of best practise from around the network
3.0 Priorities for investment in 2018-19 As part of the strategic review the Board of Trustees have given full consideration to the financial pressures we face, and have developed the following priorities for investment. 3.1 Information technology and Systems In 2018 we will move to Sage for all our accounts; this will require a migration of Housing data from the current system into Sage We currently use separate bespoke service user data systems for Wellbeing and Housing. Increased data requirements from our contractors, as well as overall improvements required in reporting capabilities, mean we need to invest in one common database system to meet our needs. This is likely to require significant financial investment Recovery star is required for our outcomes-based contracts in Wellbeing and Housing. We will purchase licenses for this software to enable us to meet the needs of our Partnership agreements GDPR will become a legal requirement in May 2018; in order to comply we are currently reviewing our systems and processes in light of the legislation.
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Our website, while good, could be better, and we will update this to take advantage of new technology. The MindGuide website also needs improvement and this is a priority for 2018.
3.2
Staff personal development Our contracts are complex and the world we operate in is continually changing. We will continue to invest in the development of our staff to ensure they have the knowledge and skills to meet the needs of our service users and funders. We will need to invest in, for example, children and young people training; new data protection rules (GDPR); fundraising regulations, and more.
3.3
Paid-for training There is an opportunity for us to raise more revenue from paid-for training – Wellbeing in the Workplace, Mental Health First Aid Mental Health Awareness,Children and Young People, and more. Our aspiration is to have a training team and in 2018 we may need to invest in people to make this happen (and in particular to make the business case for investment).
3.4
Fundraising In 2018 we will appoint our first full-time team of fundraisers – a fundraising manager and a community fundraiser. This decision has been taken by the board to a) take advantage of the increased profile of Mental Health issues, b) respond to the increasingly challenging funding environment, and the requirement for funding bids to be professionally written.
3.5
Housing We have been fortunate to be able to invest in property over the years, and Oxfordshire has a dire shortage of supported housing. As and when funds come available, for instance through legacies, bequests, we will continue to consider property purchases as a way to both meet these needs, and also have a secure investment for the future.
3.6
Wellbeing Continuing to support the Wellbeing service and all it’s components (including BBMH) with block contracts and additional funding when available
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4.0 Priorities for development 2018 to 2022 During the process of the strategic review a number of priorities clearly emerged as priorities for the organisations future. 4.1
Improving value for money Oxfordshire Mind already represents good value for money for our funders and commissioners, and we aspire to continue to be efficient and effective. We provide cost efficiency through: Bringing additional funding (through fundraising, grants and trusts) to supplement block contracts. For every £66 invested by the CCG in our services, we deliver £100 through additional revenues Our historic funding means we own properties, and can therefore operate a cost-effective central office and housing operation Our status as a charity makes us attractive to volunteers – the work of our paid team is supplemented by often highly skilled and always hard working volunteers Because we are a well-established charity with a strong reputation, we sometimes find it easier to recruit than other organisations – however recruitment in Oxfordshire is a particular challenge We continually look for ways to become more efficient, for instance through the use of technology
4.2
Strengthening and developing the Information Service The Information Service is a core strength of Oxfordshire Mind – an incredibly important service that helps over 10,000 people a year, and something that no-one else does. We want to strengthen and develop this service in 2018 and beyond, and this will include: Helping develop the Single Point of Access for the OMHP Improving the Mind Guide website to make it easier to navigate Potentially expanding to cover other areas of the Thames Valley Potentially finding ways to provide the Information Service embedded in the John Radcliffe and other non-mental health hospitals
4.3
Sustaining a high priority on the needs of people with more severe and enduring mental health problems as well as mild and moderate Oxfordshire Mind is unique in being the only 3rd sector partner in both the TalkingSpace Plus Partnership (clusters 0-3 or ‘mild and moderate’)
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and the Oxford Mental Health Partnership (clusters 4-17 ‘severe and enduring’). We are proud to be able to offer services to anyone experiencing a mental health challenge, whichever cluster they fall in, and will continue to offer a comprehensive service. We have a unique opportunity to offer support to people who may straddle/move between these administrative categories. 4.4
Developing our capacity to inform and influence The strategic review consultation underlined the fact that we are seen as influential, knowledgeable and well informed. We are one of only a small number of local charitable organisations that have campaigning as part of their central role, and we will continue to be loud and vocal on the needs of service users.
Oxfordshire Mind is and will continue to be seen as ‘the voice of the service user’ in Oxfordshire. Our commissioning landscape is likely to continue to evolve in the next five years. The Five-Year Forward View for Mental Health2, the NHS Sustainability and Transformation Plans, and a potential move from Clinical Commissioning Groups to Accountable Care Systems are all likely to deliver commissioning changes. We will be involved in these conversations so that we can both represent service user needs and also position ourselves well to deliver services in any new structures. The strategic review has also highlighted that not all key stakeholders understand our services fully, and the value of them is not always recognised. We recognise that perception is as important as reality and will look for opportunities to highlight the excellent work that goes on across the organisation. It is only by doing this that our funders are able to recognise and reward the good work we do. 4.5
Developing our marketing and communications
Oxfordshire Mind already ‘punches above it’s weight’ in terms of local media and local and national influencing. We will continue to develop our marketing, with two key priorities: i. Ensuring the profile of Oxfordshire Mind remains high, that we are the ‘go-to’ service for potential partners and funders, and that all the great work we do is recognised externally Campaigning on behalf of our service users 4.6
Developing our approach to partnership working
2
https://www.england.nhs.uk/wp-content/uploads/2016/02/Mental-Health-Taskforce-FYFVfinal.pdf
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One of the most significant changes in the last 5 years has been the formation and development of the two key partnerships (TSPP and OMHP), as well as the smaller but still key Active Body Healthy Mind Partnership. We will continue to play a key role in the governance of these partnerships, looking for ways to work ever close together for the benefit of our service users. Oxfordshire Mind’s approach will be to collaborate wherever possible with existing and potential new partners. We will do this in order to reduce wasteful competition, keep costs down and improve our offer to both commissioners and service users. 4.7
Children and Young People We have seen an increase in enquiries from young people, parents, teachers, schools, and other professionals based around the mental health needs of children and young people. Oxfordshire Mind has until now been an organisation focussed on adults; we will now aim to become an all-age service. In order to effectively become and advocate and service provider for younger people, we will: Look to develop partnerships with other providers, including CAMHS and the CAMHS Partnership Ensure our internal systems are fit for this purpose (training, safeguarding, etc..) Campaign on their behalf Develop funding streams to enable us to deliver impactful services We recognise we are currently geared to providing adult services, and that we will need to develop our abilities and understanding of the needs of younger service users in order to become a confident high quality service provider.
4.8
Diversifying our income stream
This review has identified a number of ways in which we could increase our funding and diversify our funding streams so that we reduce our reliance on current income sources. These include: Investing in our fundraising capacity. In 2018 we will appoint a full-time fundraising manager and a full-time community fundraiser Increasing income from Training – in Mental Health First Aid, Wellbeing in the Workplace, and Mental Health Awareness We have also considered potential retail opportunities but have agreed not to prioritise these in 2018 4.9
Looking outside Oxfordshire
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A recurring discussion during the strategic review was the question of whether to look to develop services outside of our current geographical boundary of Oxfordshire. Factors in this discussion were We have developed expertise in particular areas of service delivery which would equip us to provide services outside Oxfordshire At least one of the surrounding counties (Berkshire) has no Mind association Expanding into other geographical areas could enlarge the range of funders and the opportunity to spread central costs to increase efficiency National Mind strategy is to achieve wider geographical reach and expansion from Oxfordshire Mind would help towards this ambition In contrast to this is the fact that the organisations past successes have been based on a close knowledge of the people, communities and networks of Oxfordshire - coupled with the benefits of sharing boundaries with our major funders at the County Council and NHS Oxfordshire. Taking this forward - we are cautious about expanding our work outside the county but recognise that the current exclusive focus on Oxfordshire could restrict the organisation. We will consider working outside the county where there are strong reasons and we can demonstrate the benefits to the whole organisation without compromising the delivery of services within Oxfordshire. An example could be joint delivery of services with other Mind associations to get greater geographical reach.
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5.0 Action to prepare for re-tendering A key challenge for 2018 and beyond is around our main block contracts. The four main contracts with Oxford Health (covering the Wellbeing, Housing and IAPT TalkingSpace services) account for 66% of income. All contracts are due to end in 2020, with potential 2 year extension for the OMHP contracts. We will take the following actions to prepare for retendering: 5.1
Work with the Partnerships Oxfordshire Mind is in an envious position being the only 3rd sector partner in both the TSPP and OMHP Partnerships. We will continue to work with our partners, including on the governance bodies (Partnership Management Groups and Senior Management Teams) to continue to develop the Partnerships and our place in them. One project of note for 2018 will be working in the OMHP to develop the approach to a Single Point of Access for service users.
5.2
Sustain service quality A risk with competitive tendering is that the price gets driven down and over time this leads to a reduction in service quality and/or the long term un-sustainability of services. We will look to identify efficiencies and make the best use of resources seek but will only bid on a basis where we can be confident of sustaining service quality including the strong emphasis on supervision and training.
5.3
Recognise a future beyond the main block contracts We are deeply committed to delivering each of the three services (Wellbeing, Supported Housing and TalkingSpace Plus) funded by block contract. We believe that we have something unique and vital to contribute to each of these services and that delivering them helps us fulfil our mission. However we do not just exist to deliver those particular services and, in the event of these contracts diminishing or no longer being available, we will seek to adapt and continue our work in other ways.
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6.0 Building the organisation to deliver the strategy We have solid grounds for optimism but the future will certainly be challenging. Our vision is that we won’t give up until everyone experiencing a mental health problem gets both support and respect. Achieving that vision and delivering the strategy requires us to invest time and resources to build an organisation that is Resilient Professional Modern Responsive to changing needs Prepared to take risks Outward looking This will require us over the next five years to Further invest in staff, volunteers and trustees Invest in management support and training, and information systems Further exploit technological opportunities The future is sure to be challenging but we have adapted and made the most of changes in the past. Our aim is always to help people become more resilient – and so we will look to remain resilient and optimistic ourselves. Unstoppable - we never give up.
The Oxfordshire Mind Board of Trustees December 2017
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Appendix. Our position and the world we work in Our work is affected by the environment we work in and our plans for the future need to recognise the changes in the world around us. Through the Strategic Review we talked with a wide range of people interested in our work including people who use our services, our funders and partner organisations. This, combined with an analysis of national and local policy changes, has enabled us to understand the environment we work in and identify the changes we are likely to see over the next five years. We have used this work to help set our priorities as shown in the main body of the review. i.
The environment we work in We have analysed the environment we work in through a PEST analysis which seeks to identify the main political, economic, social and technological factors that will influence our work.
Political
National legislation and planning including the Five Year Forward View, mental health act review, General Data Protection Regulation (GDPR) and preparation for exiting the European Union. The Five Year Forward View in particular calls for: more investment in mental health services; continuing to break down stigma; and improvement in employment for those with mental health issues; a greater focus on children and young people; and a greater focus on prevention and early intervention. These priorities reflect many of the core strengths of Oxfordshire Mind. Mental health is gaining public awareness and political importance however whether there will be funding to match the rhetoric is still unclear. The NHS is under pressure which impacts Oxfordshire Mind, especially given the reduction of inpatient psychiatric beds due to staffing and financial challenges within the NHS. NHS structures continue to be reviewed, with potential impacts on our contracting and service relationships. Funding levels for mental health trusts in the Thames Valley are particularly low when compared nationally. Working in several partnerships, Oxfordshire Mind needs to ensure it retains its identity and independence, whilst meeting the contract requirements of statutory funders.
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Economic
The funding landscape is increasingly competitive; the organisation needs to be appropriately resourced to respond to this, diversify income sources and take advantage of newer approaches to funding such as social impact bonds and generating income through the provision of paid for training programmes for example. Welfare Reform and government policy around Universal Credit, Housing Benefit and Local Area Housing Allowance could all have significant impacts; both increasing demand for support services whilst making the operating environment financially challenging. Current contracts are of good length however contain no year on year uplift and will be due for tender within the life of the 2018-22 strategy. Inflationary pressures, increased data and reporting requirements, all contribute to a squeeze on contract values. Public sector pay is likely to increase above the 1% seen in recent years; in order to remain an effective employer we may need to mirror any such increases.
Social
There is increased need for high quality mental health services for children and young people. There is room to improve the organisation’s profile, reach and sharing of good practice within both the local community, amongst potential service users and stakeholders. Feedback from OMHP Partners has indicated a desire for Oxfordshire Mind to campaign on behalf of the Partnership as well as on our own behalf, and also for us to be more vocal in general and on housing in particular. As services around us are reduced there is increased demand on Oxfordshire Mind to fill the gaps. The proposed re-development of the Warneford site may bring change and opportunity. Oxfordshire Mind has an opportunity to build its services and make them more sustainable drawing on the increased publicity and celebrity comment in relation to the importance of good quality mental health services both for the individual and for society.
Technological
The key issue is ensuring Oxfordshire Mind maintains efficient, secure and ‘future proof’ IT and data systems, policies and procedures to meet contractual reporting requirements and legal requirements. With increased mobile working we need to invest to ensure we use resources effectively.
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ii.
Challenges for the future The strategic review also collected information from a wide range of people about our position now and the challenges we are likely to face in the next five years. This was analysed through a SWOT analysis which looked to identify our current strengths and weaknesses and the opportunities and threats we face.
Organisational Strengths
Our NHS/CCG contracts are committed for a further three years. Our campaigning ability means we ‘punch above our weight’. We have a strong reputation, built on our 50-year heritage, our reach of services, and not least the Mind brand. Good geographical spread of service available across the county – we operate in over 50 locations in Oxfordshire. We have a strong and well-established Board, with clear governance structures and devolved responsibility to a new and highly capable SMT.
Organisational Weaknesses
As data reporting requirements have become more onerous, our IT systems need investment in order to gather and interrogate data to the required level Some Partnerships are more equal than others Over-reliance financially on 4 major contracts Both our workforce and our Board of Trustees could be more diverse in order to better represent the community we operate in The perception of the quality of our services from some key influencers does not serve justice to how good we are Although our services have been judged as good or excellent, our messaging of this has not been conveyed well enough
Opportunities on the horizon
Employment of fundraising and grant officer positions Appointment of a Patron to raise profile Expansion of training provision to local business to raise awareness and bring in funding Increase marketing and promotion of all services Children and Young People work Enhancing elationships with Oxford University and Oxford Brookes, and their student bodies Oxfordshire Mind board capacity for influencing Rent optimisation
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The rest of Oxfordshire Mind learning from TalkingSpace Plus colleagues IAPT service developments
Threats on the horizon
No guarantee of contract extension Effect on staff due to required service changes Partnership challenges New entrants and further competition Changes to benefits, housing benefit, and universal credit Three contracts ending in next 18 months
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