Group Report Year Ended 31 March 2020
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for Scotland’s mental health GROUP REPORT YEAR ENDED 31 MARCH 2020 Registered Charity No. SC082340 STRATEGIC REPORT 2 The Trustees (who are also Directors for company purposes) are pleased to present the Strategic Report incorporating the Trustees' Report. This document is an extract from the SAMH 2020 Audited Report and Financial Statements. Full Audited Statements are available at Companies House. www.gov.uk/organisations/companies-house and at samh.org.uk Trustees Chris Creegan ............................................................ Chair Anthony Dick .............................................................. Treasurer Catriona Headley Elizabeth Humphreys Professor Robert Hunter Shona Littlejohn Stephen Martin Rev Stuart MacQuarrie Graeme McAlister Alexandra Wright Executive William J Watson ...................................................... Chief Executive Patricia A Aniello ....................................................... Director of Corporate Services/Company Secretary Jo Anderson ............................................................... Director of External Affairs Graeme Henderson ................................................ Executive Director of Delivery and Strategic Development Independent Auditor Investment Advisers Ernst & Young LLP Barclays Investment Solutions Ltd 5 George Square 155 St Vincent Street Glasgow G2 1DY Glasgow G2 5NN VAT Adviser Brewin Dolphin Ltd Grant Thornton UK LLP Sixth Floor, Atria One 8th Floor 144 Morrison Street 110 Queen Street Edinburgh EH3 8BR Glasgow G1 1DR SAMH Registered Office Bankers Brunswick House Bank of Scotland 51 Wilson Street 20-22 Shandwick Place Glasgow G1 1UZ Edinburgh EH2 4RN Solicitors Lindsays Caledonian Exchange 19A Canning Street Edinburgh EH3 8HE STRATEGIC REPORT 3 Objectives and Activities As detailed in the Articles of Association, Our vision: updated on the 7 October 2016, SAMH is is of a society where people are able to established to raise awareness about and live their lives fully regardless of present promote mental health and general or past circumstances. welfare and to uphold and advance the interests of those citizens who Our mission: experience mental health problems and is to lead by example; to be innovative, their families and carers. purposeful and challenging in all that we do. SAMH campaigns for rights and rights- In furtherance of the above we will based services, challenges stigma and undertake to: discrimination and promotes inclusion. • Make representations with and on We work to raise the aspirations and behalf of people with mental health expectations of people who use services, problems to ensure that their rights as people who deliver services and society citizens are upheld. as a whole. We aim to promote mental health and wellbeing within community Explore new ways of developing help • and corporate life. and support for those with mental health problems including those Our values: affected by poverty, stigma, we believe that everyone has the right to discrimination, addictions, trauma, be treated with dignity, respect and homelessness, abuse, other forms of equality. We believe that everyone is exclusion and neurological or genetic entitled to hope and choice and to conditions, all of which can be causes achieve personal fulfilment. or consequences of mental health problems. • Ensure that all services and facilities which are designed to promote inclusion create opportunities and enhance mental health and general welfare. • Provide services and to promote and organise cooperation in the achievement of the above objects, within Scotland and further afield. • Do all other such things as are charitable in law for the attainment of these objects. STRATEGIC REPORT 4 Achievements and Performance Introduction Over the last few years, to complement This is illustrated under the overarching At SAMH we strive to our social care support, we have goals: introduced new and dynamic services Promoting good mental health: we ensure that all our services that place mental health within the • believe that everyone in Scotland context of everyday life and open-up are person-centred and should consider, value and look after opportunities for people to engage with recovery-focused; their mental health and well-being. We activities to support their mental health believe that there can be no health promote social inclusion and wellbeing in different ways and without mental health. and challenge stigma; and settings. We recognise the importance of reflect our Vision, Mission working collaboratively with others and • Being there for people: we will provide during the year we continued to assistance to meet the needs of and Values. strengthen and develop partnerships people engaging with us whilst with a range of organisations. encouraging even more people to seek help. Last year in relation to future plans we said that we would focus on our key • Stigma and discrimination: we priorities (as identified through previous believe that no-one with mental health consultation with key stakeholder groups) problems or mental illness should face linked to: children and young people, or experience stigma or discrimination wellbeing, therapeutic and suicide and we are committed to working to prevention. We believe that we have reduce the level of discrimination achieved progress across all aspects of experienced by people with mental our work. health problems or mental illness. During the latter part of the year we had to respond to the unprecedented challenges of the worldwide pandemic Covid-19. We believe we adapted quickly and have been working hard to understand how we can continue to positively respond to the challenges presented; and how best we can assist and enable people to alleviate the negative impact on their mental health and wellbeing. STRATEGIC REPORT 5 In responding to the coronavirus Having commenced our strategic On behalf of SAMH’s Trustee Board I want outbreak our main priority was to ensure development work in early 2020 through to pay tribute to our entire staff team. the safety and wellbeing of our staff and Board meetings and away days, initially They make SAMH the organisation it is the people we support. We initiated our focusing on planning and development, today. We are immensely proud of their business continuity planning; adopted ambition statements, evidence, on-going commitment and dedication the use of telephone and digital evaluation and data review and initial and particularly by the way they technology, where appropriate, to ensure brand review, we took the decision to responded to the challenges presented we continued to deliver support to delay the remaining phases of strategy by the coronavirus pandemic. people; maintained delivery of face-to- development. These were to include Thank you also to the thousands of face support where necessary, for external environment analysis, people who supported and raised funds example, in our care home and care at stakeholder and audience testing and for us: without your help and generosity home services; facilitated the majority of options appraisal, which would have we could not provide our charitable our staff to work from home; and set-up a finalised our new strategy. services. new coronavirus information hub on our This enabled us to take time to reflect website. SAMH has been supporting Scotland’s and incorporate learning; to better mental health for almost 100 years; and Throughout this period we adapted our understand how we can respond to the with your help, we shall continue to do so approach to governance to support the needs of people on a day to day basis and to the best of our ability. Executive Team’s efforts in responding to those whose mental health has been the pandemic. This included an particularly affected by Covid-19; and additional Board meeting on 16 April what we need to do organisationally to Chris Creegan 2020 to specifically consider the adjust to the external environment. Given SAMH Trustee Board Chair organisation’s response to the our existing plan ended at March 2020, coronavirus pandemic and financial and we have extended the core business fundraising impact assessments (further priorities within that plan for 2021 and detail is provided on pages 23 and 24 of anticipate the final decision on the new this report); ad-hoc Executive three year strategy is likely to be reached communication and briefings between in late 2020 / early 2021. meetings, weekly communication between Chief Executive and Chair; and we have continued to review the situation throughout the period. STRATEGIC REPORT 6 Summary of the support, reach, engagement and activities with our key stakeholders FY2020 FY2019 SERVICES 9,000 6,574 People supported through our community-based services. Of our grades awarded to our services inspected by the Care Inspectorate 97% 94% were good to excellent. 199 217 Suicide interventions carried out by SAMH staff. 160 200 People supported into employment. Training Resources People accessed one-to-one, group or e-learning resources covering mental health 6,194 4,293 training, awareness and suicide prevention. People engaged in our Tools for Living self-management/personal development 267 376 and resilience training. 18,034 11,387 People completed our Well-being Assessment Tool. Surveys, Consultations, Community Events People engaged through a range of surveys, consultations, focus groups or 7,763 7,887 community events. Public Affairs 12 20 MSPs and MPs visited SAMH services. Significant UK and Scottish Government consultations responded