High Level Business Plan April 2018 – March 2019 This document outlines 15 big things we want Coastal West Sussex Mind to achieve in 2018-19. We have developed it by thinking about the steps we need to take in 18-19 towards achieving the things we said we would get done in our Strategic Plan 2017-20 which we agreed in February 2017. It is intended to be relatively short and clear so that anyone (Board member, staff member, volunteer, service user, member of the public) can read this document and know what we want to do and how we plan to do it over the next year. It is not intended to cover everything we need to do but rather to reflect the big and most important things we want to do. Some of the things relate to our services and how we want to develop and improve them and some relate to our organisation and how we need to develop and improve this so we can provide good and better services. Managers of services will produce more detailed plans for their own service areas which will also reflect the sections of this plan they are responsible for. The Board of Trustees will review the business plan regularly to check how we are doing and whether we are achieving what we have said we would. CWSX MIND BUSINESS PLAN 18- 19 Strategic Area Objectives Milestones Outcome/Impact
Involvement of people with lived experience and service users and carers within our organisation 1. Develop and grow user involvement and within organisation Implement service user involvement in recruitment guidance from April 2018. Implement service user trustee policy and recruit 2 new service user trustees by Autumn 2018 Develop and implement a new Welcome Pack promoting involvement opportunities by Summer 2018 Undertake Service User Survey Winter 2018-19 Introduce service user newsletter by September 2018 Service user involvement and co-production show-case focus of AGM 2018 What we offer and how we work will meet needs effectively Service users and carers will feel empowered which will support and enhance their personal development and experience of using our services. Anti-stigma, awareness raising and resilience building work 2. Continue to develop our Open Minds community prevention, awareness raising and project and to the Time to Change West Sussex Hub Continue to develop and co-ordinate the activities of the Time to Change West Sussex Hub as per agreements with Time to Change to end of August 18 Plan for end of TTC WSX Aug 18 – TTC WSX Legacy Develop and continue to provide a programme of Open Minds mental health awareness & anti-stigma events over 2018-19 Fund-raise for continuation and sustainability of work beyond April 2019 People living with mental health problems in West Sussex will feel less stigmatised and less isolated Individuals at risk of developing mental health problems living in West Sussex will be supported to develop resilience Individuals with lived experience involved in this work will feel empowered and have developed personal skills and confidence Community mental health support 3. Have effective performance management and outcome measurement of all our services Implement the Charity Log database/CRM by October 2018, and review this by the end of March 2019. Support development of performance management and outcome measurement systems for Pathfinder throughout year. Trial a new outcome report based on current outcome measurements for Q1 reporting to trustees and commissioners and to continue to refine and develop this each subsequent quarters reports (Q2,3 & 4) to demonstrate the value of what we do. Continue to ensure that all contract reporting requirements are met. 4. Continue to work as a key provider within the West Sussex Pathfinder Tier 2 Continue to attend meetings and actively contribute to the ongoing development of the Pathfinder model throughout the year Consider how to meet the diverse of our communities through partnership working
difficulties and be socially connected. Carers will be supported effectively Staff working with people with mental health problems have skills and confidence to provide effective support Individuals with lived experience involved in this work will feel empowered and have developed personal skills and confidence 10. Develop and implement an effective service model for supporting older adults To redevelop our current living well service offer for older adults into a cohesive community focused offer which is affordable from April 2019 – Consulting on changes in Q1 & Q2 and implementing changes in Q3 & Q4 2018-10 Workforce and volunteers 11. Continue to have a strong staff and volunteer workforce to support all of our activities To continue existing methods of employee engagement, including an all staff conference and annual staff survey. To obtain re-accreditation with Investors in People by March 2019. Continue to identify and develop opportunities for new and existing volunteers. Our staff and volunteers are valued, skilled and experienced. They continue to provide great services and support. Digital 12. A digital strategy is developed and we start to implement this Develop a strategy around how CWSX Mind can harness and maximise the benefits of digital solutions and approaches within everything we do by Autumn 2018. We are maximising and promoting the benefits of digital solutions and approaches within everything we do. Service users benefit from a wider digital offer and also develop digital skills which help them be more equipped to engage where digital skills are required. Finances and fund-raising 13. Finances are well managed and fund-raising takes place Finance Sub-Committee of Board continue to meet to ensure sound management and stewardship of CWSX Mind finances We are using the funding we have to maximum benefit and are raising funds to both sustain existing benefits and also to reach more beneficiaries
Fund-raise to secure funding for un-funded services and also to achieve strategic aims as outlined in individual objectives. Working and communicating with communities 14. Communities know about us and what we do and support community effectively Implement year 1 of development of CWSX Mind Supporters Scheme Continue to actively promote our work and benefits delivered Develop case for support for organisation based on need, impact and value for money and develop potential sources of funding for services More people will know about us and our work and the organisation is effectively supported and sustained Governance 15. We have an effective Board that provides leadership and accountability Board meets throughout year as per schedule Board workshops to take place in April and November 2018 Implement service user trustee policy and recruit 2 new service user trustees by Autumn 2018 Develop and agree a Board succession policy and undertake and complete review of Governance Manual by September 2018 The organisation is accountable and well run