Strengthening the Foundations
Craigsfarm Strategic Plan 2026–2029
- A place to be
- A place to access services and facilities
- A place to support mental health
Strengthening the Foundations sets out our vision of a vibrant, engaged community working together with dignity, respect and confidence. Over the next three years, we will strengthen our governance, expand mental wellbeing services, deepen community connection and build a sustainable, future-ready Hub for Craigshill.
Priority 1:
Governance, Leadership and Financial Sustainability
We will ensure long-term sustainability through strong governance, transparent financial management and diversified income streams. Our goal is to operate a resilient, well-managed Hub that delivers lasting value to the community.
Priorities - 2025-2029
Goal 1: A financially sustainable Hub, supported by multiple revenue streams and a dedicated reserves fund.
- We will maximise the value that can be generated through facilities hire.
- We will explore and establish diversified income streams, which include grants from multiple sources, social enterprise, donations, sponsorship support and delivering services through venue hire.
- We will prepare an annual budget and ensure actual costs are monitored against the budget.
- We will develop a fundraising calendar including a completed delivery plan and targets.
We will prepare a sponsorship/fundraising plan and involve Board members to help deliver the plan.
We will maintain an up-to-date asset register and contribute to a dedicated maintenance fund to ensure availability of sufficient funds for timely asset repair or replacement so that we ensure our facilities remain a safe and welcoming environment.
Goal 2: Streamlined business and operational processes, efficient workloads and accurate record keeping.
We will effectively integrate new technology to enhance and streamline business processes and systems to ensure efficiency in administration activities.
We will evaluate, on an annual basis, the performance of the board and effectiveness of all paid staff to ensure continued improvement occurs over the period of the plan.
We will continually develop efficient operational systems.
Goal 3: Ensure fundraising activities are diverse, sustainable and have the potential to generate significant revenue.
We will identify appropriate funding opportunities and prepare and submit competitive and well researched grant applications.
We will engage with local businesses and develop newsletter and host social activities, where connections can be leveraged for fundraising.
Goal 4: Attract and retain the committed, motivated staff and deploy their talents in innovative ways and ensure efficient workloads to constantly improve results for the community.
We will apply a positive and robust Human Resource Management Policy and systems that supports the development of our team and a satisfying work life for all.
We will maintain a skilled and committed workforce which seeks to build capacity for individuals and communities alike through regular training opportunities for personal development.
We will evaluate, on an annual basis, the performance of the of all paid staff through meaningful appraisals, to ensure continued improvement occurs over the period of the plan
We will ensure staff have a clear understanding of the aims and objectives of the organisation and are committed to Craigsfarm’s vision, mission and values.
Priority 2:
Community Mental Wellbeing and Resilience
We will continue to deliver innovative, evidence-informed mental wellbeing programmes that strengthen resilience, prevent crisis and support people to remain engaged in work, education and community life.
Priorities - 2025-2029
Goal 1: Deliver person centred services and programmes that are innovative, rooted in evidence and demonstrate best practice.
- We will Continue to deliver our pioneering community based mental wellbeing and resilience services:
- Listening Services
- Wellbeing Activities/Courses
- Focused Support Services
- We will continue to be at the vanguard of responsive mental health support services through conducting research into new programmes focussed on addressing trauma.
- We will explore new ways of programme delivery through pilot programmes in self-led mental health sessions such as men’s mental health and Women’s Autism/ADHD support groups.
Goal 2: Extend and encourage engagement and wellbeing and resilience building learning opportunities.
- We will develop a yearly calendar of programmed community activities across the Hub for more effective promotions and engagement.
- We will promote programmes through:
- – Social Media, Website, Circulations of brochure to partners (NHS+), Email list.
- -Promote via partners (West Space, VSGWL [West Lothian Locator].)
- -Promote via schools.
- We will develop social media content on special days such as Mental Health Week, Mental Health Day and Suicide Prevention Day to promote better mental health and engagement.
- We will conduct periodic meetings with the DBI team, NHS Hubs and attend and promote via networking events, and monthly regeneration meetings.
Goal 3: Reinforce our data-driven outcomes framework to define, measure and report against the outcomes our activities are designed to achieve.
- We will review and update monitoring and evaluation tools (Self evaluation and validated tools).
- We will conduct on-going monitoring and evaluation of programmes to measure impact and inform programmatic review.
- We will demonstrate our impact by developing and publishing our Social ROI report, showing how we impact well-being and resilience and economic equity at individual and population level.
- We will demonstrate our impact by developing and publishing our Social ROI report, showing how we impact well-being and resilience and economic equity at individual and population level.
- We will gather testimonials from the users to collect regular feedback and share back with the stakeholders and the social media/website.
- We will provide opportunities for community feedback and evaluation after attending programmes and activities to form continuous improvement and learning.
Goal 4: Streamline and digitize registration and evaluations.
We will digitize all the registration forms.
- QR Code for the class registration
- Link on the website for the registration
We will digitize all the evaluation forms.
Goal 5: Continue to spearhead the way as a Centre of Excellence for Learning for supporting Mental Health in the Community.
- We will continue working with Edinburgh University Yr 1 students to show determinants to health and Mental health support within the community
- We will explore being a centre of training and learning for Counsellors in training, Counsellors and Listeners in a sustainable and affordable model.
Goal 6: Continue to engage in National Policy development/change on mental health and poverty.
- We will continue to engage as a member of the Voluntary Health Scotland and the Poverty Alliance, contributing to collective efforts to improve health outcomes and reduce poverty and inequality in Scotland.
- We will engage in shared learning, policy discussions, and collaborative action to ensure that the voices and experiences of the people we support help shape more equitable systems and services through our representation on the Poverty Alliance and the VHS..
Our Impact:
Our Impct in 2025
Employment Outcome:
- 12 people returned to work (long-term sick)
- 7 people returned to work (long-term unemployed)
- 21 people maintained employment at risk
- 6 increased confidence for meaningful employment
- 7 engaged in training or volunteering
Priority 3:
Engagement and Connection
The Hub will remain a welcoming, safe and inclusive space where people connect, learn and participate. We will strengthen partnerships and expand opportunities that reduce isolation and build belonging.
Priorities - 2025-2029
Goal 1: Provide welcoming, safe, comfortable and inspiring places and services for the community to connect.
- We will conduct work to increase our membership and respond to ideas and suggestions from the Community for developing welcoming and inspiring programmes and places within the hub.
- We will leverage our reputation and excellent customer service to promote access to the Hub to local community groups, third sector organisations, public service providers and wider community as a place to meet, connect and deliver programmes.
Goal 2: Develop effective partnerships with small and microbusinesses and service providers to deliver increased opportunities for the community that support connections and reduce isolation and exclusion.
- We will seek and progress opportunities for venue hire to increase programme and service offering through the Hub.
- We will work closely with the Gathering Ground Cafe to continue to provide a community café that serves as a safe meeting place to make and build connections including affordable meals through the Cosy Corner Cafe programme.
- We will continue to work with the NHS to deliver community based services such as the NHS Stop Smoking Programme.
- We will invest in tenancies which provide long term service commitment to Craigshill such as Simply Play after care programmes,
- We will continue and strengthen our community pop-up events in the community cafe for residents to engage with diverse services such as Voceability and Community Policing.
Priority 4:
Facilities and Working Towards Net Zero
We will maintain a safe, high-quality facility while working towards environmental sustainability and a just transition to Net Zero.
Priorities - 2025-2029
Goal 1: Provide an exemplary facilities environment..
- We will continue to invest in the maintenance and upkeep of the building so that we maintain a safe, clean, functional and welcoming environment.
- We will operate an infrastructure that is safe, reliable and cost effective and in compliance with H&S requirements.
- We will ensure an annual maintenance programme and provide maintenance and repairs in a minimally disruptive manner.
Goal 2: Promote sustainability and energy conservation to justly transition to Net Zero.
- We will promote recycling and the use of earth friendly products.
- We will explore and invest in new technologies which reduce reliance on paper and printing.
- We will seek out opportunities to utilize alternative energy sources and ensure the efficiency of our solar panels.
Priority 5:
Communications, Promotion and Marketing
We will strengthen awareness, engagement and transparency through clear communication, digital innovation and strong community relationships.
Priorities - 2025-2029
Goal 1: Ensuring that communication strategies are accessible to the diverse capacities of the communities in which we work, for example, using both print, electronic and social media platforms; easy English and translations; video and visual communication
- We will develop an annual communications plan which works to roll out our new branding..
- We will develop a more engaging and interactive website that more accurately reflects the objectives and work of the organisation.
- We will develop pod casts of service user stories, for too long we have been the silent achievers, working to transform lives. These achievements require showcasing in order to transform the way services are delivered.
- We will diversify our social media profile and ensure timeliness of postings.
- We will develop a quarterly electronic newsletter to promote the work of the Hub.
Goal 2: Continue to develop and implement a clear brand and identity for the Hub and its users.
- We will develop working relationships and linkages with local council and industry stakeholders to enhance Craigsfarm’s standing in the community.
- We will seek opportunities to meet with and lobby local government and other agencies.
- We will develop a vibrant programme of events that allows for sponsor and donor engagement.
- We will ensure clear, regular communication with community and partners through our participation in local regeneration meetings and the West Lothian Community Development Trusts forum.
- We will engage with current successful clients as ambassadors to promote the benefits and opportunities associated with Craigsfarm to their fellow community members.
OUR TESTIMONIAL
Our Community Voices
Real experiences from the people at the heart of Craigsfarm. These voices reflect the impact of our work and the difference community support can make in everyday lives.
This group has genuinely had a positive impact on my life. The sense of community is invaluable
Robert Fox
Nature Therapy
I am feeling calmer and more confident after attending the programme.
Jenny Hob
Women' s ADHD/Autism Support group·
Craigsfarm has been a lifeline for me. I no longer feel alone with my problems.
Jenny Hob
Day Yoga
Our Commitment to 2030
By 2030, Craigsfarm will be a robust, responsive and sustainable community anchor organisation, leading in mental wellbeing and continuing to strengthen the foundations of Craigshill.