AoC Mental Health Charter case studies

Case study one- North Warwickshire and South Leicestershire College

Following the successful embedding of the AoC Mental Health Charter, we have built a robust, and sustainable action plan to monitor, identify, and evolve current college mental health and wellbeing practices. With students and staff wellbeing at the centre of our community, it is vital to celebrate our successes within this priority area of work.

Why did your college decide to sign up to the AoC Mental Health Charter?

As the Mental Health Lead and Designated Safeguarding Lead for the college, I had sight of the continuing increase in referrals for student mental health support. Mental health and wellbeing were already a priority for the college, but we needed to respond strategically to this acute demand on staff and our support services. Following investment in four members of our Senior Leadership Team to undertake the Department for Education (DfE) Senior Mental Health Lead training, we looked to the AoC Mental Health Charter to support our work to embed a renewed whole college approach, to both sustain current delivery and evolve practice to meet emerging need.

How has your college used the charter framework to complement your current whole-college approach to mental health and wellbeing?

We used the four themes within the framework to formulate a working action plan, ensuring our activity reached all areas of the college – a whole-college, inclusive approach was central to this work. Using the charter’s good practice principles, we self-evaluated our current practice against the charter framework. This process helped us to identify where we could build on the support already in place, and where we wanted to make changes. Formalising this development into an action plan supported work to implement change effectively. As well as using the charter to develop our delivery, it was encouraging to see how much of our work already aligned with its ethos and standards.

How has the embedding of the charter framework impacted your whole-college approach to mental health and wellbeing?

Whilst we have always been responsive to students’ needs regarding mental health support, embedding the framework has allowed us to become proactive and strategic in our approach. There is still a requirement to provide crisis intervention, and core mental health services to students, but we have broadened these elements of support to ensure a truly whole-college approach. Prevention, education, and partnerships are core to this work, benefiting both students and staff, via initiatives such as wellness action plans, alignment with our EDI working group, and the delivery of student workshops by external specialists.

Katy Urwin, Assistant Principal (Student Services and Support)

North Warwickshire and South Leicestershire College

Case study two- Salford City College

Alongside embedding the AoC Mental Health Charter, our #WELLSTUDENT initiative has been created to encapsulate a vast and varied wellbeing offer. With a shift from a reactive, to proactive approach, we can tangibly measure the outcomes of the charter, and programmes and the positive impact on our students and staff.

Why did your college decide to sign up to the AoC Mental Health Charter?

The mental health and wellbeing of our staff and students has always been a priority for our college. Following the pandemic, we saw an increase in both staff and student mental health referrals, which prompted us to reflect on how senior leaders could lead by example. It was important to us that mental health and wellbeing was a visible priority across the college, with clear leadership and support. When the AoC Mental Health Charter was re-launched, we realised that committing to the framework was a natural next step to continue the growth of our provision. We are very proud of our commitment to, and continued development in this area of work.

How has your college used the charter framework to complement your current whole-college approach to mental health and wellbeing?

We used the charter framework to map out the college’s strategic overview and approach to mental health, using it as a tool to create an action plan which fits in with our priorities. As well as enabling us to reflect on current achievements, dedicating time to the development of our action plan led to the introduction of new initiatives, which were more creative and responsive to current need. We were also able to use the charter to review our policies and processes against the principles and standards outlined in the framework.

To ensure our work was evidence and data-led, and to be able to articulate the impact of our support in this space, we designed and implemented termly surveys underpinned by the charter principles. It was critical to capture both student and staff voice within this work. It was encouraging to see that our current strategy aligned with the framework, providing opportunity to develop our mental health support meaningfully.

How has the embedding of the charter framework impacted your whole-college approach to mental health and wellbeing?

Embedding the framework into our strategy has led to more positive mental health outcomes for our college community. Student wellbeing scores for example, are increasing, demonstrating the impact of aligning our strategy with the charter. We now have a robust data collection system and mechanisms to regularly evaluate the impact of our mental health interventions and resources. As part of our action plan, we have developed positive partnerships with local stakeholders who have noted the marked improvements, including the reduction of students waiting to receive external mental health support. We have worked hard to provide the correct support and signposting to our students, ensuring they access the right support at the right time – this is illustrated further by a noticeable decrease in the number of students requiring therapeutic support within the college.

Kimberley Cash, Deputy Group Principal and Jenny Stead, Head of Pastoral Support

Salford City College

Case study three- Activate Learning

With mental health and wellbeing positioned as a priority within the college, we are committed to driving college engagement with the AoC Mental Health Charter. We are keen to continue working within the charter’s guidance to strengthen our college strategy, partnerships, and both short- and long-term action plans.

Why did your college decide to sign up to the AoC Mental Health Charter?

We signed up to the charter because we are committed to embedding sustainable approaches to mental health and wellbeing across our college. We value and appreciate the work which the AoC have done to create this framework to drive sector excellence, and believe that following the guidance set out in the charter will allow us to support our staff and students to the best of our ability. We are committed to actively supporting staff and students with their mental health and wellbeing. Our college signed up to the AoC Mental Health Charter because we are committed to fostering a supportive and inclusive environment where mental health and wellbeing are prioritised. The charter provides a clear framework which aligns with our existing values and strategic goals, helping us to develop a whole-college approach to mental health. By joining, we also wanted to demonstrate our commitment to continuous improvement, collaboration, and sharing effective practice with other institutions to enhance support for our students and staff.

How has your college used the charter framework to complement your current whole-college approach to mental health and wellbeing?

We have used the charter to shape our mental health strategy and subsequent annual, and long-term action plans. The principles and standards set out in the charter framework have been used as our benchmarks and linked to our own actions which we wish to achieve organisationally. The charter framework has provided a structured approach to enhancing our existing mental health initiatives. It has helped us to refine our policies, improve staff training, and embed a culture of wellbeing across the entire college. We have used the framework to strengthen our partnerships with external mental health services, implement proactive interventions, and ensure that support is easily accessible to students and staff. Additionally, the framework has reinforced our commitment to reducing stigma and promoting open conversations about mental health.

How has the embedding of the charter framework impacted your whole-college approach to mental health and wellbeing?

The AoC Mental Health Charter has provided us with assurance and clarity on appropriate priorities in an incredibly important space. Embedding the framework has led to a more coordinated and proactive approach to mental health and wellbeing across the college. It has helped us to create a more inclusive and supportive environment, where mental health is recognised as a key part of overall student success and staff wellbeing. We value a cultural shift towards early intervention and prevention, ensuring that mental health is not just a reactive issue but a fundamental part of our college ethos.

Charlotte Morgan, Regional Head of Student Experience and Designated Mental Health Lead

Activate Learning

Case study four- Inspire Education Group

Inspire Education Group’s engagement with the AoC Mental Health Charter underpins our culture and "Be Bold, Be Brave, Be Exceptional" strategy. Wellbeing is a key driver, and fundamental to our success. We are deeply committed to fostering a nurturing community that prioritises the physical and mental health of both our students and staff.

Why did your college decide to sign up to the AoC Mental Health Charter?

This decision stemmed from a desire to move beyond existing wellbeing provisions, and create a more comprehensive and proactive approach. We recognised the growing mental health challenges faced by young people and the crucial role educational institutions play in supporting their wellbeing. This commitment is deeply intertwined with our strategic priorities. By prioritising mental health, we aim to create a truly inclusive environment where all students, regardless of background or circumstance can thrive, directly addressing our commitment to equality, diversity, and inclusion. Furthermore, we understand that a thriving workforce is essential to student success. The charter provides a framework to support staff wellbeing, recognising that their mental health directly impacts their ability to create a positive and supportive learning environment.

How has your college used the charter framework to complement your current whole-college approach to mental health and wellbeing?

The charter framework has been instrumental in enhancing our whole-college approach. The self-assessment process has allowed us to map existing provisions, identify gaps in service, and prioritise areas for improvement. This gap analysis was crucial for aligning our wellbeing initiatives with our strategic goals. We have used the framework to strengthen existing initiatives, such as incorporating mental health awareness and early intervention techniques into our staff training program. This empowers staff to be proactive in supporting student wellbeing. We've also enhanced student support services by developing clearer referral pathways and promoting proactive wellbeing activities. Critically, the charter has inspired new practices. Finally, IEG’s Mental Health and Wellbeing strategy has been developed through being guided by the framework.

How has the embedding of the charter framework impacted your whole-college approach to mental health and wellbeing?

Embedding the charter framework has had a tangible impact on our college community. We have observed a positive shift in attitudes towards mental health, with greater openness and a noticeable reduction in stigma. Both staff and students are more willing to discuss mental health challenges and seek support. While it's still early to draw definitive conclusions, we are analysing student outcome data including engagement, satisfaction, attendance, attainment, and retention rates, to measure the long-term impact of our initiatives. Feedback from students has been overwhelmingly positive. Staff wellbeing has also benefited from improved training opportunities and increased awareness of the importance of self-care. Our Annual Wellbeing Wednesday is also a highlight of IEG’s annual cycle of business. We are committed to the long-term sustainability of these positive changes. The principles of the charter are now fully integrated into our college's Mental Health and Wellbeing strategy. We are actively monitoring and evaluating the effectiveness of our initiatives to ensure they continue to meet the needs of our community. We believe this framework is essential for building a supportive and inclusive college where everyone can be bold, brave, and exceptional.

Sarah Young, Vice Principal- Student and Staff Experience

Inspire Education Group