The for the mentally disability, how they relate with

The government’s health and social care White Paper and subsequent
Health and Social Care Bill (House of Commons Bill 2010–11) set out clear goals
for the voluntary and community sector as a provider of health services, a
source of support for commissioning, and a partner in tackling health
inequalities.

This body of literature represents the report of the third
sector delivery, which has developed out of the United Kingdom. The report
examines how a named non-statutory or voluntary organisation interacts with one
statutory health and social care service sector. The named voluntary
organisations I will be reporting on are Mind charity organisation and the Oakleaf
social enterprise. Mind charity organisation focused on mental disability, while
the Oakleaf focus on research area which can benefit the NHS and the community
in a manner that will possibly eradicate mental distress. This report further
discusses the structures underpinning the voluntary sector and social
enterprise funding, performance, reporting and governance. It compares how Mind
charity and the Oakleaf interface with the statutory sector. It identifies
social enterprise and private enterprises in terms of goals and resources. In
addition, it explores the survival challenges facing the voluntary sector,
examines the emerging commissioning and procurement practices; the experiences of
voluntary sector organisations in the service delivery; the support needs of
voluntary sector organisations and the impact of the service delivery on
voluntary sector organisation. It finally applies creativity to problems faced
by the social enterprise sector.

We Will Write a Custom Essay Specifically
For You For Only $13.90/page!


order now

 

 

 

 

 

 

Introduction:

Traditionally, there are three sectors in the health and
social care setting which are: the public sector, the private sector and the
voluntary sector. Each of these three sectors has a role to play in health and
social development. This report will focus on Mind charity organisation (The
National Association For Mental Health). Mind charity organisation for the
mentally disability, how they relate with statutory health or social care
service such as NHS (National Health Services). This report will further
discuss the structures underpinning the voluntary sector and social enterprise
funding, performance, reporting and governance. It will compare and contrast
how social enterprises and the voluntary sector interface with statutory
provision. Additionally, it will differentiate between the voluntary sector and
private enterprises in terms of goals and resources.it will further, it will
explore survival challenges facing social enterprises and survival challenges
facing the voluntary sector and finally apply creativity to problems faced by
the social enterprise sector. The eight successful factors will be applied to
measure the success of Mind charity organisation.

Mind charity organisation offers information and advice to
people with mental health problems and lobby government and local authorities
on their behalf. It also works to raise public awareness and understanding of
issues relating to mental health. Mind charity provide advice and support to
empower anyone experiencing a mental health problem. It campaign
to improve services, raise awareness and promote understanding of mental
distress (Mind, 2018).

Oakleaf is the only mental health charity organisation in
Surrey working as a social enterprise to provide vocational training for
those suffering from mental health issues, with the vision to improve the lives
of people managing mental ill health in Surrey, promote mental health awareness
and reduce stigma about the mental distress people (Oakleaf
enterprise, 2018).

 

 

 

Methodology:

 

This report adopted bi-modal research methodologies which
are literature, books, journals and websites. The report design was carried out
with comprehensive literature review applying the concept of voluntary
organisation to develop a study on Mind Charity organisation and the Oakleaf
Charity organisation.

The identified key concepts of charity organisation such as
the structure that include the funding, governance, performance and the annual
report of the chosen charities (The Mind organisation and the Oakleaf Charity).
To strengthen reliability and validity, report was based on the authors with
the concepts of the charity organisations. A literature search was conducted
using the books and journals from London South Bank University library and the
Croydon library.

This report is limited to English language and humans
because is carried out to report on how the chosen voluntary organisation and
social enterprise relate with a statutory provision which includes the impact
on humans and the social environment. Additionally, it was limited to Mind
charity voluntary organisation and the Oakleaf Charity which is a social
enterprise.

The report found a mass of literatures and journal articles
addressing voluntary organisation and social enterprise reviewed and met the report
criteria.

To further narrow the review, this report limited criteria to
United Kingdom due to finance and time limitation.

 

 

 

 

 

 

 

 

Discussion:

Brown (2005) defines Voluntary as the
body that uses volunteers for some of its activities and are non-profitable. However voluntary
organisations also sell goods and services (NCVO,
2018). For example Mind charity organisation shops sell cards.

Mind is governed by board of trustees known as the Council
of Management. The council of Management consists of up to sixteen trustees
drawn from Mind’s individual and affiliated local Minds membership. The terms
of office for Members is three years and are eligible for maximum of three
terms (Mind, 2013). The National Mind charity organisation takes donations,
sponsorship, grant and operates charity shops across England and Wales. Each
local Mind association is an independent charity responsible for its own funding,
although they are given assistance with some project funds from national Mind (Mind,
2013). Mind can be compared with social enterprise.

Social enterprise’s main purpose is to fulfil its social
and/or environmental goals. This is carried out by reinvesting most of the profits
back into the business or the community. The profits are largely reinvested to
meet social aims, the quality standards of social commitment are placed above
financial considerations (Smith Institute 2009). Price
(2009) additional revealed that Social enterprises are business with
primarily with social objective whose surpluses are principally reinvested.

Oakleaf mental health charity is a social enterprise that provides
vocational training for those suffering from mental health issues such as training
in horticulture, upholstery, IT and print finishing. Oakleaf also operates as a
social enterprise, selling high quality upholstery, gardening and print
finishing and fulfilment services at competitive rates (Oakleaf, 2018). The Mind charity and Oakleaf organisation
share the same mission and vision such as advocacy and lobby the government
policy to support the people with mental health problem.

Mind charity organisation and the Oakleaf have
common goal, aim and vision to help people understand, protect and sustain
their mental health. Both offer information and advice to people with mental health problems and
lobby government and local authorities on their behalf. Also, campaign to
improve services, raise mental distress awareness in the community.   

In contrast, mind charity is different from the
Oakleaf in the manner they execute their programme. For example, Mind charity
believes to give support to the people with mental distress by enabling social participation. The Oakleaf offer training in
horticulture, upholstery, IT and print finishing, enabling people to acquire
new skills and ultimately return to work (Oakleaf, 2017). In collaboration with
NHS, the Mind charity and
the Oakleaf organisation are similar in their vision but carries out delivery
services to the NHS in different method. For example, the Mind charity work with the NHS England on the five-year
plan for NHS mental health services. There is collaboration between NHS and
Mind charity. The chairman of taskforce on NHS England mental health project was Mind’s Chief Executive, Paul Farmer (England, 2018). While Oakleaf social enterprise work in
partnership with NHS Guildford and Waverley Clinical Commissioning Group
in Safe Haven to offers an evening and weekend drop-in service for anyone
experiencing a mental health crisis or their carer. The aims reduce emotional
and psychological distress and to offer an alternative to attending A&E
when people are experiencing or at risk of escalating to a mental health crisis
(Oakleaf,
2018).

 

 

 

 

 

 

 

The financial structure of Mind organisation
strongly relies on donation from the member of public. The total income and
endowment in 2017 was £41.3 million and spent £38.2 million while the annual
report of oakleaf as at 31 March 2017 totaled £1,233,500, an increase of
£146,951 since 31 March 2016 (Mind.org.uk, 2018). The charity organisations reliance on donation can make the
organisations financial status unpredictable and unreliable.

The most common method used to measure the success
of businesses is their financial worth. The defining factor of both Social and Environmental
entrepreneurs is to recognize a social and/or
environmental problem and use entrepreneurial principle to manage a project
which can make social and/or
environmental change (Dees, 2001). Mind charity organisation was set up
to effect impact on the mentally distress in the society. Therefore, there is
need to recognize a social and
environmental problem and use their principles to make the social and/or environmental change.

The application of the eight success
factors will be most appropriate to measure the performance of Mind charity
organisation because they are relevant to the Mind charity organisation. The table
below will explain the eight success factors.

 

Eight success factor table:

Leadership

Mind charity is managed by
Board of trustee who are volunteer. Additionally, Mind matter, a subsidiary
of Mind is managed by board of directors (Mind, 2013)

Partnership

·        
Corporate
partnership with Grant Thornton, Société Générale, WHSmith, Arcadis,
Marshals, Blue Arrow and HSBC. E.g. Mind supporting HSBC’s health and
wellbeing programme by speaking to employees about staying mentally healthy
at work. (Mind, 2013)
 

Proof and Clarity of
Innovative

Mind’s goal is for the
mental distress people to live well (Mind, 2013).

Business Plan and
marketing

In 2016/17, Mind total shops turnover was £15.8 million. (Mind, 2017)
 

Triple bottom line
planning

Social benefits such as training. Time to Change has
shown to be having a positive impact on public attitudes and behaviour
towards people with mental health problems. Since Time to Change began in
2007, there has been an overall 8.3% improvement in public attitudes. Mind regularly engaging with over
10,000 people through social media delivery of a national Time To Change week
supported by S4C television
Environmental: Between 2009 and 2013 Mind funded 130
ecotherapy projects with £7.5m support from the Big Lottery Fund as part of
their Ecominds funding scheme (Mind, 2018)
Business objectives: The Mind’s shop in 2016/17, Mind
total shops turnover was £15.8 million.

Short and long term
benefits management

Mind short-term benefit is
to advice the mental distress people to live well, respected and engage in
social participation. Also, to influence the policy of the government to
favour the mental distress people.
The Mind long-term benefit
is to see that everyone that experience a mental health problem gets support
and respect.

Community engagement

Mind provide online peer support groups,
such as The Elephant in the Room, a project to combat common isolation among
sufferers of mental illness, consulting with local and national Mind staff
through a series of regional workshops, participating in Marathon such as
Virgin money London Marathon, Bridgton Marathon.

Risk management

The Trustee Council of
Management, its sub committees and the Executive Team review risks on an
ongoing basis, evaluating the mitigated actions that are in place, and
identifying any new risks

 

Meanwhile, the charity organisations are different
from the private enterprises.

The private enterprises are established by shareholder with
the goal of making profit and shareholders shares the profits. Voluntary sector
can be own and control by the community or by the voluntary employees with
social aim and not for profit making. Nevertheless, the difference between the
private and the voluntary sector is the financial sustainability in the
competitive market.

The survival challenges facing the voluntary sector
includes the financial sustainability to operate in a competitive market with
other organisations. For example, the financial sustainability has raised principal
concern for many voluntary organisations

According to Kingsfund (2011) the
voluntary sector is a provider operating on an equal playing field with private
health care providers in the NHS market.

The independence of voluntary organisations and their
ability to campaign to challenge statutory bodies has often been compromised as
a result relying on grant.

In practice, the commissioning practice have left little
scope for voluntary organisations to innovate because of contract which have
restricted the ability of voluntary organisations to deliver flexible and
creative services in response to the needs and preferences of their beneficiaries.
The payment by results approach intensify the voluntary sector preventing
smaller organisations from entering the market, as they do not have the working
capital to continue operating whilst they await payment.

Additionally, the recession has impact on cut of public
sector spending, reduction of donations, increased demand from service users
and decreases in reserves creates a potential impact on the sector (Hopkins,
2010).

Conclusion:

However, this report concluded on how a named non-statutory or voluntary
organisation (the Mind charity and Oakleaf organisation) interacts with the statutory
health and social care service. This report focused on Mind charity
organisation (The National Association
For Mental Health). Mind charity organisation for the mentally disability, how
they relate with statutory health or social care service such as NHS. This
report further discussed the structures underpinning the voluntary sector and
social enterprise funding, performance, reporting and governance. It compared
and contrast how social enterprises and the voluntary sector interface with
statutory provision. Additionally, it differentiated between the voluntary
sector and private enterprises in terms of goals and resources. In addition, it
explored survival challenges facing social enterprises and survival challenges
facing the voluntary sector and finally applied creativity to problems faced by
the social enterprise sector. Finally, the eight successful factors were
applied to measure the success of Mind charity organisation.