Hope Our strategy for the Future
#WeAreSTAH 2023-2028
Foreword
For almost two centuries, St Andrew’s Healthcare has been here to support people with complex mental health needs. In a world where the challenges of mental health are as complex as they are urgent, our responsibility is clear: to remain an unwavering pillar of support for those in need, whilst embracing innovation to meet the demands of today and the future.
This Strategy is our roadmap, outlining the steps we will take to ensure that our Charity achieves its potential, supporting those we serve.
It has been developed closely with those who we care for, who work with us or for us.
We invite you to join us on our journey as we navigate a changing world and adapt to its emerging demands and possibilities.
Who we are
We are St Andrew’s – a thriving Charity with a proud history of helping those with a mental health need, find hope
We are a Charity which provides a range of services tailored to individuals living with complex mental health needs, both in hospital and in the community. We're not just about now – we're looking to the future, supporting learning and research to make mental health care better for all. We have around 4,000 people in our incredible team, plus our wonderful volunteers. We are all here with the same purpose, to inspire hope and make a positive difference.
We are St Andrew's. Together we can transform lives.
Our purpose is hope
Our Vision
Imagine a society in which everyone living with mental health need is heard, valued and has hope for their future. That's our vision.
Our Mission By 2028 we will be a
leader in helping people with complex mental health needs transform their lives. That's our mission.
We live by our CARE Values of Compassion, Accountability, Respect and Excellence. Our values
Our Values
Our values lie at the heart of everything we do. Whether you're in our care, part of our team, or collaborating with us, you can count on us to uphold these values, in everything we do.
Compassion
Be supportive and understanding to everyone around you
Accountability
Be proactive, take ownership and responsibility - do what you say you will
Respect
Act with integrity, be open, be honest
Excellence
Innovate, learn, improve, deliver - whatever you do, do it well
Our 7 strategic ambitions
We’ve worked closely with the people in our care, as well as those who work with us and alongside us, to identify seven ambitions for our new strategy. Whilst our ambitions will remain the same throughout the five- year strategy, we will focus on refining our detailed plans to facilitate our future development.
1: Voice
Ensure everyone has an equal voice to drive change and reshape society’s response to mental health
2. Social Impact
Be part of our community – a trusted partner
3: Quality Lead the way – through high quality care every day
Our 7 strategic ambitions
4: Service Development
Develop ground-breaking services meeting the needs of those we serve
5. Workforce Be a thriving workforce – doing the right thing
6. Learning & Research Transform lives through learning and research
7. Financial Sustainability Invest responsibly, be confident in our future
Our milestones for 2023-2024
For each of our strategic ambitions we have developed a set of simple milestones for the next five years, which will help turn the ambition of this strategy into reality.
There is zero tolerance of stigmatised language
1: Voice
We are using our Quality Management System We have launched our long-term clinically and commercially aligned growth plan for our inpatient, outpatient and community services We are consistently supporting recruitment, retention and employee satisfaction We have designed our approach to research, education and training We have exceeded our financial targets, ending the year with 20% more money in the bank than forecast We have defined our social impact objectives for engaging with our communities, volunteers & partners
2. Social Impact
3: Quality
4: Service Development
5. Workforce
6. Learning & Research
7. Financial Sustainability
Our milestones for 2024-2025
All staff are trained and educated in working with people who have complex mental health needs We are part of a network of aligned community and voluntary organisations Every service has specialist training taken from their clinical model We are implementing our first step-down community pathways & expanding our outpatient service offering We have built stable teams and achieved a 20% improvement in retention Education, training and research activity is financially sustainable Our Estates and Commercial unit is financially sustainable
1: Voice
2. Social Impact
3: Quality
4: Service Development
5. Workforce
6. Learning & Research
7. Financial Sustainability
Our milestones for 2025-2026
All of our policies and practice guidance, which influences people’s lives is co-produced Within our community network we are creating mutual value using our combined resources All services will be rated good/outstanding on internal and external best practice standards and accreditation The majority of our new income comes from a diversified range of complex mental health services in the community We are doing the basics which support retention, recruitment & employee satisfaction brilliantly (benchmarked against external metrics) We have developed a high-quality interactive digital platform to showcase our research and the impact we're making 10-15% of our income will be from profitable new services
1: Voice
2. Social Impact
3: Quality
4: Service Development
5. Workforce
6. Learning & Research
7. Financial Sustainability
Our milestones for 2026-2027
We have contributed to at least 3 large regional social impact initiatives We are pioneering the delivery of highly specialised services in people’s homes and communities We will have built our CQI capabilities with 35% of all staff trained (this is a national benchmark) People with living experience are employed in senior roles, such as management posts, our Executive Team, Board and Governors We have contributed to at least 3 large, regional, social impact initiatives
1: Voice
2. Social Impact
3: Quality
4: Service Development
We meet the definition of a learning organisation with all staff empowered and enabled to implement their ideas
5. Workforce
6. Learning & Research
We have a physical campus, and centre of excellence with clear mechanisms for skills and knowledge sharing We have established approaches to securing income from donations, grants, sponsors and fundraising.
7. Financial Sustainability
Our milestones for 2027-2028
The barriers for people who have mental health living experience are removed and opportunities are created to have an equal voice We are recognised as a leader within the mental health sector for delivering social impact Our culture will lead the way, with benchmarking excellence and annual service evaluations Extending our reach, our services for those with complex mental health needs are recognised as ground-breaking
1: Voice
2. Social Impact
3: Quality
4: Service Development
We are recognised and celebrated as a great place to work through awards, accreditations and endorsements
5. Workforce
6. Learning & Research
Our research, education and training is used to underpin policy, quality and best practice We are using charitable donations (through pilot innovations) to redefine the future of mental health support
7. Financial Sustainability
A Contemporary Charity
As part of becoming a contemporary Charity, we will diversify our charitable activities and organise them into a group structure
Education, Research & Training
Estates and Commercial
Clinical Services
Corporate Services (enabling functions)
Our enabling programmes
Over the course of the next five years our strategy will be supported by our enabling programmes. The three which we have currently identified are outlined below. These programmes will change as we move through our strategy.
Refreshing our Culture and Brand
Tranforming Data and Digital
Thrive
A hopeful future - Darran's Story “I can smile again – I have found meaning to my life. I’m around people who understand me and I feel like I have a future again.”
Our strategy is not about just the things we’re doing but the change we’re making in transforming the lives of people with complex mental health needs.
Knowing relatively little about HD, doctors were unsure how to care for him, so he was placed in a home for older people, almost twice his age. There, he grew depressed as he was living with people he had nothing in common with. His depression led him to try and take his own life and he was then placed in our care. After receiving a range of treatment, therapy and activity tailored to his own needs Darran started to rapidly improve and he was then moved into assisted living accommodation. Our aim is that we continue to inspire hope for people like Darran who was diagnosed with Huntington’s Disease (HD), a relatively rare condition which damages brain nerve cells.
Having found hope he has now become a huge advocate for raising awareness of HD.
“In the future my hope is that we can give more people like me an equal voice to drive change, reduce stigma and raise awareness of complex conditions. I know by all working together we can make a positive difference to people’s lives.”
www.stah.org
Published September 2023
Registered Charity No. 1104951
Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16Made with FlippingBook interactive PDF creator