mind quality mark mind quality mark 2018-2021 · nationally, local minds across england and wales...

Mind Quality Mark 2018-2021

MindQualityMark

Introduction �� 3

About the Mind Quality Mark ��4

Support for local Minds in meeting the MQM standard

The MQM review process

The quality areas and themes �� 5

Area 1: Leadership and governance �� 6

Board and trustees �� 6

Planning and risk �� 8

People �� 9

Information governance ��10

Finance ��11

Equality and diversity ��11

Area 2: Sustainability and growth ��12

Service quality and safety ��12

Service effectiveness ��13

Sustainability ��13

Service design and innovation ��14

Environment ��15

Area 3: Influence and engagement ��16

Service user influence and participation ��16

Tackling stigma and discrimination ��17

Partnerships and profile ��17

Mind network collaboration ��18

Glossary ��19

Contents

Mind Quality Mark: 2018-21 2

IntroductionThis document introduces the Mind Quality Mark (MQM) standard 2018-21. It details the 24 standards and accompanying indicators that local Minds are required to meet to be able to demonstrate the delivery of high-quality, effective and sustainable services for people experiencing or at risk of developing mental health problems. Meeting the MQM standard is a Mind affiliation requirement.

The MQM is reviewed every three years to take account of current best practice and changes to legal requirements. This review includes a new focus on excellence, sustainability and collaboration and growth resulting from Network Futures.

The revised MQM standard has been piloted with a selection of local Minds in early 2018, with full rollout from March 2018. The MQM standard will run until 2021.

The Mind Quality Mark is a robust quality assurance framework. It sets out the required baseline of best practice and legal compliance in all areas of a local Mind’s governance and activities.

The MQM provides assurance that the network of local Minds across England and Wales is healthy, ambitious and strong in providing the highest quality support to people experiencing or at risk of developing mental health problems.


About the Mind Quality MarkWorking alongside Mind nationally, local Minds across England and Wales are striving to make our mission a reality in the communities they serve. Each local Mind is rooted in its own community, meeting local need and governed by local people. The Mind Quality Mark (MQM) is the quality framework for Mind. The MQM supports local Minds to be sustainable, effective, and influential. It covers what is needed for a local Mind to make a real impact on the lives of people experiencing or at risk of experiencing mental health problems, both now and in the future. It sets out expectations of best practice and legal compliance.

MQM is designed to be used as an organisational development framework. As well as ensuring that everything is up to date, MQM provides the impetus for continual improvement, growth and organisational ambition.

Local Minds are expected to either meet or be actively working towards the MQM standard at all times.

While the MQM sets out the baseline of quality, many local Minds excel beyond this and there is an opportunity to demonstrate excellence for each distinct quality area. This enables the wider network and national Mind to identify where excellent practice exists and to encourage local Minds to continually improve.

Support for local Minds in meeting the MQM standard

Mind is committed to supporting and developing the Mind network so, alongside each of the MQM standards there is help available for local Minds.

The support offer includes an extensive bank of OpenHub resources which include example policies and procedures, guides, toolkits and links. In addition, there are webinars, training, workshops, collaboration with other local Minds, sharing best practice, and bespoke mentoring and consultancy support. The support is provided by teams across national Mind and from others in the Mind network.

Moreover, Mind has invested in NCVO membership for each local Mind giving access to their extensive range of support materials. Other support includes the local Mind grants programme, the OpenHub, events such as the Network Leaders conference and an expanded Leadership Development Programme.

The MQM review process

To build and develop a vibrant network, quality needs to be embedded within each local Mind. To this end, each year local Minds are required to submit a snapshot of their current standing against the MQM indicators. This is supported by a self-assessment workbook which is a framework enabling local Minds to understand their strengths and areas for development. At least every three years, each local Mind will undertake a full MQM review with around 43 local Minds reviewed every year.

The review teams are made up of two peer reviewers (an expert by experience and a senior staff member or trustee of a local Mind), along with a member of Mind staff. The review is based on a desktop review of the self-assessment and accompanying documentation and a visit to the local Mind. Following their review, local Mind’s will normally have three months to complete any necessary improvement actions necessary for them to achieve the MQM standard.


The quality areas and themes Each quality area contains a number of themes made up of one or more individual standards. Each standard is supported by indicators which detail what needs to be in place to meet each standard. There is an accompanying glossary which explains some of the terms used in the document. These are marked with a (G).

MQM is based on three overarching areas:

Leadership and governance People with mental health problems benefit from a local Mind that is effectively managed, with strong leadership and effective governance.

• Board of trustees

• Planning and risk

• People

• Information governance

• Finance

• Equality and diversity

Sustainability and growth People with mental health problems benefit from a local Mind that provides high-quality, effective services; is sustainable and strategic; can demonstrate its impact; and focuses on continual improvement.

• Service quality and safety

• Service effectiveness

• Sustainability

• Service design and innovation

• Environment

Influence and engagement People with mental health problems benefit from a local Mind that works in partnership with other agencies, influences decisions and is led by the needs of people with lived experience.

• Service user influence and participation

• Tackling stigma and discrimination

• Partnerships and profile

• Mind network collaboration


Area 1: Leadership and governancePeople with mental health problems benefit from a local Mind that is effectively managed, with strong leadership and effective governance.

Standard Indicator

Theme: Board of trustees

1 The board understands its role in governance, including legal compliance and exercising oversight.

• The local Mind is a charitable incorporated legal entity (G) and its governing document is in line with the Community Partnership Agreement (CPA).

• The local Mind is registered and complies with the reporting requirements of the Charity Commission and Companies House (as applicable).

• The board operates and is constituted in line with the governing documents (G). There are the correct number of trustees (G), appointed in the right way and for the correct length of time.

• The board understands and complies with its governing documents. These are reviewed for appropriateness at least every two years.

• The board ensures that the organisation operates within the law and keeps up to date with changes. This includes charity, company, persons with significant control (PSC), tax, employment, health and safety, equality, data protection and safeguarding law (this list is not exhaustive).

• The board ensures that appropriate insurance is in place.

• The local Mind follows best practice in relation to fundraising for example, signing up to the Code of Fundraising Practice.


Standard Indicator

Theme: Board of trustees

2 The board effectively provides leadership, monitors performance, and ensures all boundaries of delegation (G), authority and accountability are maintained.

• The board takes a clear lead on setting the strategic direction of the local Mind.

• The board is clear that its main focus is on strategy, performance and assurance rather than operational matters and this is reflected in what is delegated.

• The board effectively delegates responsibility with clear lines of accountability and in accordance with the governing documents. Delegation powers may be seen in sub-group terms of reference, financial procedures, job descriptions, the organisational chart, the scheme of delegation (G).

• The board nurtures a supportive, positive, professional relationship with the CEO (or senior manager), whilst holding them accountable and providing constructive challenge.

• The board demonstrates how it monitors performance against plans, budgets, outputs and outcome targets.

• Any conflict of interest (G) is actively and effectively managed, ensuring that trustees act only in the interests of the charity. The conflict of interest policy also addresses circumstances.

3 The board takes a values approach to its work, operates effectively and competently with an appropriate skill mix amongst trustees.

Trustees are effectively recruited, selected, inducted, trained, developed and supported.

• The board operates effectively and evaluates its own performance at least every two years.

• The board ensures there is an appropriate skill mix amongst trustees and undertakes skills audits at least every two years. This informs trustee recruitment and training.

• The board welcomes people with lived experience of mental health problems as trustees and ensures that any appropriate support is in place.

• The board is underpinned by Mind’s values (G).

• A procedure, including an interview, is in place for the recruitment and selection of trustees, and new trustees receive an appointment letter and role description. All trustees undergo a planned induction programme that is written down and signed off.

• There is a strategy for ensuring board renewal.

• Trustee appointment and retirement is in line with governing documents.

• Trustees are checked for eligibility and complete a DBS check if necessary.

• Trustees undertake training and ongoing development to ensure they can work effectively in their role.

• All trustees demonstrate an understanding of the roles and responsibilities of trustees and are familiar with the Essential Trustee (G) and Charity Governance Code (G).

• The board actively seeks to reflect the demographic range of the local community, striving to recruit (or secure input via some other means) people from under-represented parts of the community.


Standard Indicator

Theme: Planning and risk

4 The local Mind operates within a robust policy framework, backed up by relevant procedures.

• Policies and procedures are up to date, in line with current legislation and best practice, and are systematically reviewed at least every three years (more frequently if necessary).

• Staff, volunteers and service users (G) are involved in the development of policies and procedures as appropriate. Policies are ratified by the board.

• The local Mind demonstrates how policies and procedures are live documents and how they are communicated, understood and followed.

• The implementation of policies and procedures is monitored.

5 The local Mind has a realistic and achievable operational plan in place, in line with the budget and supported by appropriate monitoring and reporting systems.

• There is an organisation-wide operational plan (G) with clear targets around outputs, some outcomes (G) and service user satisfaction regarding the services delivered by the local Mind.

• The plans are informed by the needs of service users, along with previous monitoring and feedback data.

• Staff and volunteers understand and follow the operational plans.

• Staff know how to use monitoring tools, and report regularly on progress against plans.

6 The local Mind effectively identifies and manages organisational risk and takes a risk-based approach to planning.

• There is an up to date organisation-wide risk assessment (G) which addresses risks in relation to governance, finance, operational issues, (including social media), responding to negative publicity, external influences, reputation, and the loss of key staff and trustees.

• There are plans in place to avoid, mitigate and/or manage serious risk and actions are implemented. This includes media management. Plans are monitored.

• The risk assessment is regularly discussed and used as a working document, informing decisions and plans. It is reviewed at least annually by the board.

• The board takes a risk-based approach to planning and managing the local Mind’s business.

• The local Mind reports serious risk to Mind as required by the Community Partnership Agreement (G) and engages with the support provided by Mind to manage such risks.


Standard Indicator

Theme: People

7 The local Mind has an effective workforce supported by best human resources practice.

• HR practice meets legal requirements. The local Mind has access to specialised HR support.

• Staff are well supported to excel in their roles with regular supervision and appraisal, as well as training with opportunities for professional and personal development.

• Employment policies and procedures reflect best practice. These include: recruitment, disciplinary, grievance, whistle blowing, performance management, managing absence, and managing positive DBS disclosures.

• Staff are recruited in accordance with Mind’s values (G), equality and diversity best practice and legal requirements.

• Staff have up to date contracts and job descriptions and receive induction into their role.

• A plan for mandatory training (G) is in place for staff, trustees and volunteers which is supported by an adequate budget. The plan details the frequency of the training.

• Training and development contributes to improvements in services, performance and/or systems. The benefits of training and development are monitored and learning is shared across the local Mind as appropriate.

• There is a positive culture and staff are committed to furthering the aims and objectives of the organisation bringing commitment and enthusiasm to their role.

• The local Mind demonstrates its commitment to best employment practice, for example by signing up to the Mind Workplace Wellbeing Index (G) to benchmark and adopt best practice, being a Mindful Employer (G), using wellness action plans (G) etc.

• There are appropriate and effective internal communications taking place, for example, staff and team meetings, bulletins, noticeboards (electronic or physical), etc.


Standard Indicator

Theme: People

8 Volunteers are effectively recruited and supported.

• The organisation commits appropriate resources to working with volunteers.

• Volunteers come from all sections of the community, including underrepresented groups who are encouraged to volunteer.

• There is a recruitment process for volunteers which includes background checks as appropriate (for example DBS checks and references).

• Volunteers have role descriptions, receive induction and training, and are provided with sufficient support to fulfil their role.

• Volunteers are properly supervised.

• Where service users have opportunities to volunteer with the local Mind, appropriate support is in place.

• Volunteers are included in the team and are encouraged to participate in the wider work of the organisation where appropriate.

• Volunteers are recognised for their work for the organisation.

Theme: Information governance

9 The local Mind demonstrates a robust approach to information governance.

• The local Mind is compliance with the General Data Protection regulation (G).

• There is a named senior member of staff responsible for ensuring GDPR compliance and the trustees exercise effective governance.

• There are policies and procedures in place to ensure best practice and legal compliance. These address data protection, confidentiality, sharing of information, obtaining relevant consents, management of data breaches, staff and volunteers using their own IT equipment for work, subject access and retention of documents.

• Appropriate consents are obtained for the processing of all personal information.

• People whose personal information is held by the local Mind know how their information is stored, used and disposed of. They are aware of any consent they have given and know their rights of access to information.

• Trustees, staff and volunteers have undertaken training and are clear about their responsibilities in relation to information governance and best practice is demonstrated across the organisation.

• Data security controls are in place to safeguard personal information. This includes IT and paper based systems and the use of email. Any data breaches are fully investigated.

• There are policies in place that govern the acceptable use of social media and IT.


Standard Indicator

Theme: Finance

10 The local Mind has sufficient financial resources to carry out its activities.

There are financial controls in place that reflect best practice, prevent the misappropriation of funds and ensure that the local Mind operates within the law.

• The local Mind is solvent and has sufficient assets to cover its liabilities.

• A realistic annual budget is in place. The trustees monitor the budget through management accounts (G) which contain sufficient detail and narrative to enable all trustees to have a full understanding of the financial situation.

• Different activities and/or funding streams are accounted for on a cost centre basis (G).

• The local Mind assesses the full costs for current and future activities and identifies how these will be recovered.

• Financial security measures are in place including bank reconciliations and separation of responsibilities. There are documented procedures for the operational management of finance.

• Finance risk is regularly assessed by the board.

• Annual accounts are produced in accordance with Statement of Recommended Practice (SORP) (G) as required.

• Where the local Mind borrows money, sufficient checks and due diligence is in place.

• There are sufficient reserves (G) in place, in line with the internal policy and Charity Commission guidance

• The local Mind is aware of its position in relation to tax.

Theme: Equality and diversity

11 The local Mind is committed to equality and diversity, aiming to reflect its local community at all levels – governance, service delivery and the people who use its services.

• There is an equality and diversity policy in place which is reviewed and evaluated. It covers equal opportunities in both recruitment and service delivery.

• The local Mind understands the make-up of the local community and services are designed and delivered to be relevant and accessible.

• The local Mind takes a proactive approach to engaging with and including people from under-represented parts of the community.

• The local Mind seeks to reflect diversity on the board, staff, volunteers and those who use services.

• Diversity data is collected, monitored, analysed, and used to inform decisions.

• Trustees, staff and volunteers undertake training in equality and diversity tailored to their particular role. The local Mind can demonstrate how this has impacted on its work.

• Assessments to review the impact of projects or services on marginalised groups are completed at least every three years and actively seek to maximise the positive impact on people from under represented communities.


Area 2: Sustainability and growth.People with mental health problems benefit from a local Mind that provides high-quality, effective services; is sustainable and strategic; can demonstrate its impact; and focuses on continual improvement.

Standard Indicator

Theme: Service quality and safety

12 Services provided are safe and safeguarding procedures are robust.

• A robust safeguarding policy and procedure is in place which includes both the local Mind’s internal processes and a multi-agency approach. There is evidence that procedures are implemented and regularly reviewed and appropriate records are kept.

• There is a separate safeguarding policy and procedure for children and young people.

• There is a named lead for safeguarding.

• The board understand and discharge their responsibilities in relation to safeguarding.

• DBS checks are undertaken as necessary. There is a policy for managing positive DBS disclosures.

• Staff and volunteers undertake safeguarding training with regular updates. This is reflected in the plan for mandatory training.

13 The local Mind demonstrates legal compliance and best practice in relation to health and safety.

• Robust health and safety policies and procedures are in place that are implemented and regularly reviewed. These include a lone working procedure. Relevant health and safety records are kept.

• Legal requirements are met in relation to health and safety.

• There is a senior member of staff with responsibility for health and safety.

• The board understand and discharge their responsibilities in relation to health and safety.

• Staff and volunteers are aware of their health and safety responsibilities and are appropriately trained for their work.

• The local Mind conducts health and safety audits/inspections of its premises and activities.

• Staff, volunteers and service users are actively encouraged to report health and safety concerns and systems are in place for reporting incidents and near misses. Appropriate remedy actions are undertaken and records kept.

• The local Mind is proactive in supporting the wellbeing of its workforce and those who use its services.


Standard Indicator

Theme: Service effectiveness

14 The local Mind delivers effective services that enable service users to experience improvements in their mental health and live a more fulfilling life.

• There is a focus on recovery (G) and enabling personalisation (G), choice and control.

• The support provided is in response to a needs-assessment of the individual service user.

• A plan is co-produced which identifies intended outcomes for each individual and is regularly reviewed.

• The local Mind is able to demonstrate individual outcomes for people who use their services.

• Signposting and onward referral is undertaken effectively. Lived experience led peer support is encouraged and supported where appropriate.

• Individual needs-assessment, support planning and progress reviews are co-produced with the service user.

Theme: Sustainability

15 The local Mind plans for sustainability and actively manages and mitigates sustainability risk.

• The local Mind has a strategy to promote financial stability and reduce the impact of losing a funding stream. This might be proactive work towards diversifying the income base.

• Where the local Mind is facing sustainability uncertainty or other serious risk, the board has plans in place to manage and/or mitigate the risk to continued provision of Mind services in the local Mind’s area. This might include exploring merger or collaborations with neighbouring local Minds, diversifying funding sources, and income generation activity.

• A financial risk assessment is routinely undertaken and updated (this may be part of the organisational risk assessment).

• The local Mind’s activities are fully costed and funded in a way that does not jeopardise the sustainability of the local Mind.

• The local Mind has adequate reserves in line with its reserves strategy.


Standard Indicator

Theme: Sustainability

16 The local Mind has a strategy to promote the continued provision of Mind support for people with mental health problems in their area.

The local Mind takes an inclusive approach to developing strategy.

• The local Mind has a multi-year strategic plan (G).

• The strategic plan is underpinned by the local Mind’s mission and values and is in line with the governing documents. The plan is based on local need, feedback from experts by experience, analysis of previous performance and the intended outcomes that the local Mind can deliver. It is informed by people with lived experience of mental health problems.

• The local Mind demonstrates an awareness of the local context within which it operates and plans to maximise opportunities and minimise risk. This includes awareness of the competitor landscape.

• The strategic plan is a live document providing a framework for the deployment of resources and priorities of the organisation. It also includes exit strategies where projects and/or funding is due to end. Performance against the plan is regularly reviewed and is sufficiently flexible to respond to changing circumstances.

• The local Mind contributes to the sustainability aspiration in the Network Futures plan (G) - ‘over the next five years we will work together to develop new business and replicate successful services’.

• The local Mind takes an inclusive approach to planning, involving staff, volunteers, service users and other stakeholders as appropriate.

Theme: Service design and innovation

17 The local Mind understands its impact through monitoring and evaluation (G) of its activities.

• The local Mind has a monitoring framework in place to capture the outputs and outcomes of its services and activities.

• Consistent outcome measurement tools (G) (e.g., Warwick-Edinburgh Mental Wellbeing Scale, Recovery Star) are used to demonstrate the difference the local Mind makes to service users.

• Feedback from service users is routinely collected.

• Monitoring data is analysed and used to evaluate services and activities in order to identify what works well and where improvements can be made to improve the quality of support provided.

• Monitoring data is used to report on progress against current plans and to inform organisational and project planning.

• Staff and volunteers have the skills to develop and implement monitoring practices.

• Effective systems (preferably databases) are in place to enable the local Mind to store and analyse monitoring data, as well as report on findings.


Standard Indicator

Theme: Service design and innovation

18 There is a culture of improvement and innovation within the local Mind, both in the delivery of services and organisational systems and processes.

• Improvement plans are informed by an understanding of the needs of people requiring support around their mental health, feedback from people who are using/have used the local Mind’s services, outcomes and evaluation of current work.

• The local Mind embraces a culture of self-improvement in providing services, and in response to the needs of people with mental health problems and the environment within which it operates.

• The local Mind is proactive in seeking out examples of best practice from elsewhere to inform and inspire its own development.

• The local Mind seeks out opportunities to enable more people with mental health problems to be supported. This might be through extending its own reach, promoting peer support, through partnerships, piloting new projects, service design or supporting others.

• The board updates the MQM self-assessment at least annually.

Theme: Environment

19 The local Mind minimises its negative environmental impact and promotes a positive environment for those involved in the local Mind.

• There is a proactive approach to minimising the environmental impact of the local Mind’s activities.

• There is an environmental policy in place which seeks to minimise the environmental impact of the local Mind’s activities.

• The physical environment of the local Mind is conducive to promoting good health and wellbeing for all – people who use services, staff and volunteers.


Area 3: Influence and Engagement People with mental health problems benefit from a local Mind that works in partnership with other agencies, influences decisions and is led by the needs of people with lived experience.

Standard Indicator

Theme: Service user influence and participation

20 People with lived experience of mental health problems are influential in the governance and delivery of local Mind services.

• There is an engagement and participation policy and procedure which is implemented throughout the organisation.

• There are opportunities and support for people with lived experience of mental health problems, including those currently using the local Mind’s services, to influence and participate in all aspects of the local Mind’s work.

• People with lived experience are aware of the opportunities and support available.

• The local Mind can demonstrate how the views and needs of people with lived experience have influenced services and strategy.

• The board welcomes people with lived experience of mental health problems as trustees and ensures that any appropriate support is in place.

21 There is a dynamic feedback approach between the local Mind and those who use their services.

• Service users are encouraged to provide feedback, both positive and where improvements could be made. This information is used to evaluate activities and services and inform development. Formal processes are in place to facilitate feedback.

• There are a variety of feedback mechanisms in place which may include digital options, formal and informal processes.

• Service users know what difference their feedback has made.

• The service user experience is positive and service users report satisfaction with the services they have received.

• There is an accessible and easily used complaints procedure, which is widely communicated.

• The local Mind handles complaints appropriately, transparently and in line with its own policy.


Standard Indicator

Theme: Tackling stigma and discrimination

22 The local Mind is proactive in tackling stigma and discrimination.

• The local Mind is proactive in its local area in promoting positive attitudes towards mental health. This may include working with people with lived experience of mental health problems, taking action to challenge prejudicial attitudes and negative stereotypes.

• The local Mind actively engages in anti-stigma work for example signing the Time to Change pledge (G).

Theme: Partnerships and profile

23 The local Mind is connected locally and works effectively with other organisations. It has a high profile and is influential in the local mental health community.

Please note that Standard 24 is concerned with working with Mind and the Mind network.

• The local Mind is outward facing locally and is proactive in achieving and maintaining a high profile in the local mental health commissioning and provider community. The local Mind seeks out opportunities to influence local decision making.

• There is proactive partnership working with other providers. This partnership working brings about tangible benefits, for example an increase in the numbers of people accessing services, improvement in the quality of services, and enhancement of the outcomes achieved by service users.

• The local Mind enables its service users to utilise a diverse range of support through effective signposting. Partner organisations signpost to the local Mind appropriately.

• The local Mind and the interests of service users are represented at local meetings and events by staff, trustees, volunteers and service users as appropriate.

• The local Mind effectively promotes its work through up to date and accessible means such as a website, marketing materials, social media etc. Where the local Mind enters into more formal partnerships (for example joint bidding and delivery of contracts), sufficient due diligence is carried out and appropriate written agreements are in place.

• The local Mind takes up opportunities to use the local media (or other) to raise the profile of their local Mind, Mind and awareness of mental health in general.


Standard Indicator

Theme: Mind network collaboration

24 The local Mind actively contributes to the Mind network and the furtherance of Mind’s values and mission.

• The local Mind is proactive in working with other local Minds, Mind and, where relevant, Mind Retail.

• The local Mind is aware of plans for the development of the Mind network, for example, Network Futures.

• The local Mind complies with the Community Partnership Agreement including the use of the Mind brand (G) and reporting serious risk to Mind.

• The local Mind is aware of, and where appropriate supports, Mind’s campaigns and influencing work.

• The local Mind avoids causing actual or potential reputational damage to the Mind brand.

• The local Mind uses OpenHub (G) to share information, access resources and materials, and to actively build relationships with other parts of the Mind network. Staff and trustees are registered with OpenHub.

• The local Mind promotes the use of Mind resources such as Mind publications, the Mind info line, Elefriends etc. for supporting people with mental health problems.


Glossary of terms

Charitable incorporated legal entity

The term refers to two possible legal structures:

• A registered charity and registered company limited by guarantee; or

• A charitable incorporated organisation (CIO)

Charity Commission guidance on legal structures.www.gov.uk/guidance/charity-types-how-to-choose-a-structure

Charity Governance Code

The Charity Governance Code is a standard of good governance practice that all charities should aspire and work towards. It has been produced by a cross-sector collaborative steering group and is now in its 12th year and third edition.

Charity Governance Code.www.charitygovernancecode.org/en

Code of Fundraising Practice

The standards expected of all charitable fundraising. Produced by the Fundraising Regulator.

Code of Fundraising Practice.www.fundraisingregulator.org.uk/code-of-fundraising-practice/code-of-fundraising-practice-v1-4-310717-docx

Company directors

Those legally responsible for running a registered company. Where a local Mind is both a registered charity and a registered company, the trustees will also be company directors.

Gov.UK limited company guidance. www.gov.uk/running-a-limited-company

Community Partnership Agreement (CPA)

The affiliation agreement that sets out the terms on which Mind and each local Mind (the Community Partner) work together for the benefit of people with mental health problems. All local Minds have signed the CPA.

OpenHub CPA documents.openhub.io/resource-room/documents/community-partnership-agreement-2/

Conflict of interest

A conflict of interest is a situation where an individual has potential competing interests or loyalties. Trustees have a duty to act in the best interest of their charity. If there’s a decision to be made where a trustee has a personal or other interest, this is a conflict of interest.

Conflict of interest may also arise where staff or volunteers have a personal or other interest or where individuals in the organisation hold multiple roles.

Charity Commission guidance on how to manage conflicts.www.gov.uk/guidance/manage-a-conflict-of-interest-in-your-charityDelegation

The granting of authority by one party to another for agreed purpose(s). Under the legal concept of vicarious liability, the delegator remains responsible for the delegate’s acts or omissions in carrying out the delegated activity. A scheme of delegation shows what powers are delegated to who along with the lines of accountability (see also Scheme of Delegation and Vicarious Liability).

Equality impact assessment

A process designed to identify whether a policy or activity discriminates against any disadvantaged or vulnerable people.

ACAS guidance. www.acas.org.uk/media/pdf/s/n/Acas_managers_guide_to_equality_assessments.pdf

Essential trustee

The essential trustee is a key piece of Charity Commission guidance for trustees. It explains what being a trustee involves, including:

• what trustees do and their legal responsibilities

• who can be a trustee and how trustees are appointed

• their legal responsibilities

• specific trustee roles of chair and treasurer.

Gov.UK essential trustee (CC3) guidance. www.gov.uk/government/publications/the-essential-trustee-what-you-need-to-know-cc3

Evaluation

The use of monitoring and other data to assess the performance of an activity such as a service, project, training course, workshop etc.

Guidance available online from NCVO and the OpenHub. www.ncvo.org.uk/practical-support/consultancy/ncvo-charities-evaluation-services

openhub.io/resource-room/documents/measurement-tools-manual/

Expert by experience

Someone with personal experience of a mental health problem (see also service user).

General Data Protection Regulation (GDPR)

The General Data Protection Regulation enforceable from May 2018 and is a new EU law governing data protection. It supersedes the Data Protection Act in 2018.

GDPR guidance available online via the Information Commissioners Office, and the OpenHub.ico.org.uk/for-organisations/data-protection-reform/overview-of-the-gdpr/

openhub.io/resource-room/documents/preparing-for-the-general-data-protection-regulati/

Governing documents

An organisation’s rule book, which is a legal document. It sets out the organisation’s charitable objects, powers, rules of membership and trusteeship, as well as changes and dissolution provisions.

Charity Commission guidance on how to develop your governing document. www.gov.uk/guidance/how-to-write-your-charitys-governing-document

OpenHub template governing document.https://openhub.io/resource-room/documents/charity-commission-approved-memorandum-and-article/


Information Commissioner registration

The Data Protection Act of 1990 requires every organisation that processes personal data to register with the Information Commissioner’s Office. Local Minds process personal data relating to service users, employees and volunteers.

ICO online registration. ico.org.uk/for-organisations/register/

Information governance framework

An information governance framework sets out how an organisation handles information. This includes the personal and sensitive data relating to service users, employees and volunteers as well as business sensitive information. It determines how data is collected, stored and specifies how the data is used and when it can be shared including how consent is obtained. It also includes data security and legal compliance.

Liability

The state of being legally responsible for something.

Management accounts

A report summarising the up to date financial position, usually including a comparison of actual income and expenditure against what was anticipated in the budget and the balance sheet. May also include a cash flow and anticipated year end position. The management accounts enable managers and trustees to understand their financial position and to make informed decisions.

Mind brand

The set of thoughts and ideas about our work (our vision, mission and values) that sit alongside our visual identity (logo, fonts and language), that when used consistently, helps us to build a strong narrative about our work (also see: Mind’s vision, mission and values).

OpenHub full guidance and resources on Mind brand.openhub.io/resource-room/documents/brand-guidelines/

Monitoring

The routine and systematic collection and recording of information about an activity. This may include measuring outputs (numbers) and outcomes (impact), demographic information and costs. Monitoring information is used to evaluate impact and effectiveness (see also: evaluation).

OpenHub measurement tools.openhub.io/resource-room/documents/measurement-tools-manual/

Mandatory training

Training that all staff, volunteers and trustees must attend, pertinent to their role. Examples are safeguarding, health and safety, and data protection.

Mind’s vision, mission and values

A fundamental part of our brand identity that underpins everything we do – our vision (what we’re here to achieve), mission (how we’ll achieve our vision) and values (the way we behave and operate) – exist to guide and inspire us.

Vision: We won’t give up until everyone experiencing a mental health problem gets both support and respect.

Mission: We provide advice and support to empower anyone experiencing a mental health problem. We campaign to improve services, raise awareness and promote understanding.

Values: 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.

OpenHub full guidance and resources on Mind brand.openhub.io/resource-room/documents/brand-guidelines/

Mindful employer

A quality standard demonstrating that an organisation is a good employer which supports mental wellbeing at work.

Mindful employer.www.mindfulemployer.net/

Network Futures plan

The Network Futures plan has been developed by members of local Minds and Mind. It sets out an ambitious vision for a strong Mind federation. By 2021 Mind will be the most efficient and effective federated network it can be reaching more people with mental health problems than ever before. The plan sets out how this ambition will be achieved.

A range of Network Futures documents are available on the OpenHub. openhub.io/resource-room/documents/?category=network-futures

OpenHub

An interactive website for local Minds and Mind to communicate, share information and resources. All staff and trustees are encouraged to register and use OpenHub.

Outcomes

The changes or effects that are a result of an intervention, service or activity. Examples of outcomes are decreased isolation, or improved mental wellbeing.

Outputs

The activity levels provided by an organisation. Examples of outputs are the number of counselling hours delivered,

the number or people attending a group or the number of training courses delivered.

Operational Plan

A plan, detailing the activities, resources (financial, people etc.), outputs and outcomes for an organisation. It normally covers a short period of time (6-12 months), and details how the higher level aspirations defined in the strategic plan will be achieved. It might also be referred to as a business or delivery plan.

Know how non-profit (NCVO) guidance on business planning. knowhownonprofit.org/tools-resources/business-plan-template/writing-your-business-plan/writing-your-business-plan

Outcome measurement tool

A tool measures change and distance travelled. The use of validated tools is recommended and there are many available. It is important to select a tool which most closely matches the changes that individuals are most likely to experience and what is needed to measure.

People with significant control (PSC)

New legislation, introduced in 2016 requiring all companies to have a register of people with significant control. Although it is unlikely for a local Mind to have any, there is still a legal requirement to have a register in place. CIOs are exempt.

Legal general guidance from Companies House.www.gov.uk/government/uploads/system/uploads/attachment_data/file/621568/170622_NON-STAT_Summary_Guidance_4MLD_Final.pdf

Guidance developed for charities.www.bdb-law.co.uk/wp-content/uploads/2016/04/The-PSC-regime_Charity-FAQs-and-charity-examples_April-2016.pdf


Personalisation

People receive support which is tailored to their individual needs and wishes.

Positive DBS disclosures

The term “positive disclosure” refers to a DBS disclosure containing information relating to convictions, cautions, reprimands etc., together with any “soft” information relating to non-convictions that the police deem relevant. Local Minds need a procedure of responding to these circumstances.

Qualified accounts

Accounts are qualified when an auditor has reservations about aspects of the accounts, and makes a note to this effect.

Recovery

An approach to providing support to help the individual gain and retain hope for an optimistic future where they have opportunities to fulfil their potential and engage in an active life with personal autonomy, social identity, meaning and purpose.

Reserves

Financial or other resources not needed for immediate use but available if and when required. Reserves may be:

• Restricted – where the funds have to be used for a specific purpose as determined by the donor.

• Unrestricted – funds that can be used at the discretion of the trustees in furtherance of the charity’s objects. If part of an unrestricted fund is earmarked for a particular project or purpose it may be designated as a separate fund.

Charity Commission Charity reserves guidance (CC19). www.gov.uk/government/publications/charities-and-reserves-cc19

Risk assessment

A framework detailing all current and possible future major risks, usually with ratings to reflect probability and impact. A risk assessment also includes an action plan demonstrating what the organisation is doing to mitigate and manage these risks.

Charity Commission guidance on risk management (CC26).www.gov.uk/government/publications/charities-and-risk-management-cc26

Open Hub guidance and examples for local Minds (including examples and templates)openhub.io/resource-room/documents/risk-management-key-principles-approaches-and-tips/

Service user

The MQM uses this term to describe a beneficiary of the local Mind. The term expert by experience is used to describe someone who has personal experience of mental health issues, but who may not have used the services of the local Mind.

Scheme of delegation

A schedule setting out authority delegated by the board of trustees, for example, to staff or sub groups (see also: Delegation).

SORP

A Statement of Recommended Practice outlines how charities must account for their finances.

Gov.UK guidance on SORP.www.gov.uk/government/news/new-charity-accounting-framework-published

Strategic plan

A strategic plan sets out an organisation’s future aims and objectives over the medium to long term (usually 2-5 years).

NCVO strategic planning guidance on Know How Non Profit. knowhownonprofit.org/organisation/strategy/options/plan/the-strategic-plan

Time to Change employer pledge

A pledge signed by employers to demonstrate their commitment to providing a mentally healthy workplace where employees feel supported around their mental health.

Time to Change employer pledge.www.time-to-change.org.uk/get-involved/get-your-workplace-involved/employer-pledge

Trustee

‘The persons having general control and management of the administration of a charity’ (Charities Act 1993).

Trustees are liable for the financial and other consequences of the charities activities. They might be called a management committee, board of Trustees or board of directors, depending on the legal structure and preference of the organisation.

The MQM uses the term ‘the board’, meaning all of the above. Where a charity is also a limited company, the trustees will also be registered as the Company Directors.

Gov.UK essential trustee (CC3) guidance. www.gov.uk/government/publications/the-essential-trustee-what-you-need-to-know-cc3

Vicarious liability

Vicarious liability is where someone is held responsible for the actions or omissions of another person. In a workplace, an employer can be liable for the acts or omissions of its employees, provided it can be shown that they took place in the course of their employment.

Wellness Action Plan (WAP)

A practical way of helping to support an individual’s mental health at work. A Wellness Action Plan would usually include input from both the employee and the employer.

Mind guidance for employers.www.mind.org.uk/workplace/mental-health-at-work/taking-care-of-your-staff/employer-resources/wellness-action-plan-download/

Workplace Wellbeing Index (Mind)

A benchmark of best policy and practice which helps employers find out how well they are doing in relation to mental health in the workplace and where could improvements could be made.

Mind Workplace Wellbeing Index.www.mind.org.uk/workplace/workplace-wellbeing-index


We’re Mind, the mental health charity. We won’t give up until everyone with a mental health problem gets support and respect.

For more information about the Mind Quality Mark, please contact the Network Quality team: [email protected]

Mind15 – 19 BroadwayStratfordLondonE15 4BQ

020 8519 [email protected]

mind.org.ukt @MindCharityf Facebook.com/mindforbettermentalhealth

Mind Infoline 0300 123 3393

Mind’s registered charity number: 219830

mind quality mark mind quality mark 2018-2021 · nationally, local minds across england and wales...

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