Our mission, vision and values
Underpinning all we do at Solent Mind is our mission statement, which is to provide advice and support to empower anyone experiencing a mental health problem. We campaign to improve services, raise awareness and promote understanding.
Our mission is reviewed regularly as part of our overall business planning process, which involves trustees, staff and service users in making sure our direction is the right one.
Supporting our mission are our values, the ethical framework around which we operate our organisation:
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.
With our clear statement of who we are, what we do and the value base on how we do it, we are able to be clear about where we want to be in the future, as our Vision Statement sets out:
We won’t give up until everyone experiencing a mental health problem gets both support and respect.
By 2020, in the communities in which we work, we want:
- Everyone with a mental health issue to trust Solent Mind to be on their side, and be able to support them or to find support for them
- Everyone supported by Solent Mind to know how they can achieve good mental wellbeing
- People with lived experience to share the power to design, deliver and lead mental health services
To help us achieve our 2020 Vision, we have adopted a plan for the growth and development of our organisation over the period to 2020/21. We call this our “2020 Development Plan“.
Our 2020 Development Plan is made up of 8 work streams, as follows:
- Diversification of Income
- Campaigning and Influencing
- Research and Evaluation
- Children and Young People
- Workforce Wellbeing
Diversification of Income: Our plan for this area seeks to ensure that we retain our core contracted business, while developing and marketing our products and offering, to open up new funding streams and maximise the potential benefits of direct relationships with commercial partners.
Campaigning and Influencing: We have a solid track record as a reliable provider of quality services to people who need help with mental health issues. However, we believe we can apply the knowledge, skills, and expertise we have gained to do more to reduce the incidence of people needing help in the first place. Our plan for this area sees us seeking to extend our influence through relationships with other agencies and by working across networks to bring the voice and perspective of service users and lived experience to bear.
Research and Evaluation: Our plan in this area seeks to develop more sophisticated means of measuring both the social and economic impact of what we do – showing whether investment in prevention and early intervention really does succeed. This activity involves extending our links with local universities and others within the Mind network to share knowledge and good practice.
Diversity: Mental health issues present particular challenges for BME and other minority and marginalised groups in our society. We seek to ensure that we have a workforce that is truly reflective of the multicultural communities we serve, and build stronger relationships at leadership levels with faith and community groups. Our aim is that diversity shall become a live consideration in everything we do.
Children and Young People: Half of all mental health problems have been established by the age of 14, and one in ten children between the ages of 5 – 16 has a diagnosable condition. This area of activity seeks to build on the valuable work we do, through initiatives like Heads Up and Upturn, to develop a consistent and coherent overall strategy, guiding the future development of our offering to children and young people, working with and influencing commissioning frameworks for relevant health and social care services. Our goal is to champion a long term approach and bring about better overall life outcomes.
Digital: This area of development involves us rethinking service delivery, fund raising, marketing and communications taking on board the digital opportunities available now and in the future. We will take a fresh look at our website and online presence through social media, and how we use apps, in particular to enable young people to access information and services. We will also assess where our own internal processes, including those for HR and Finance can be improved through greater automation to improve efficiency.
Communications: With a workforce that is spread across multiple locations in our area of benefit, good internal communications is key, We also recognise that effective communications with the public and external stake holders is vital to the success of a number of our development areas. We look to strengthen our arrangements for both internal and external communications.
Workforce Wellbeing: The inclusion of Workforce Wellbeing as an eighth work stream, gives due prominence to, and recognition of, its importance to the organisation. This work stream will involve the necessary actions being taken to ensure that our workforce are suitably motivated, respected, developed, valued and rewarded.