Our way forward: NAViGO strategy 2023-2028 front cover

We are Navigo — a not-for-profit social enterprise commissioned by the NHS and social care to deliver mental health services across North East Lincolnshire and beyond.

We employ over 1,000 people across our £50million plus group of companies, delivering care and support to people with mental health and associated issues.

We recognise that we have a wider social responsibility for people beyond just treatment and therefore look at creative ways to assist people in their recovery and rehabilitation journey. This includes us trading directly with the public at places like Grimsby Garden Centre, making a surplus which we can reinvest in our services. But, more importantly than that, we provide training and employment opportunities to the people who we serve.

This strategy sets out our vision across the next five years. It is not set in stone and is constantly evolving as we work with service users, staff, carers, volunteers and partner organisations to shape the future.

Chief Executive Simon Beeton on a panel with young adults at the 2023 AGM

Rooted in our community

We are committed to being an organisation that is rooted in its community.

We will continue to look at ways in which we can support local people and the local economy whilst delivering our services. We are proud to be part of the Health and Social Care landscape in North East Lincolnshire and endeavour to use our resources to the benefit of our locality.

We employ, train and develop people from our local community. Wherever possible, we use local suppliers to put our resources back into the local economy. We run local businesses to support service users on a recovery journey — with any profits we make reinvested in local services.

We also work alongside the Mental Health Sector Network, the Integrated Care System, North East Lincolnshire Health and Care Partnership and other partners including those in public health and housing.

Chief Executive Simon Beeton with Grimsby Town Chief Executive Debbie Cook

Building blocks

This strategy sets out our vision for the next five years. It is constantly evolving as we continue to work with service users, staff, carers, volunteers and partner organisations to shape our future.

We recognise that it is not possible to deliver on our strategy without the foundations provided by our other important pieces of work. These include:

  • Carers Strategy
  • Digital Strategy
  • Estates Strategy
  • Financial Strategy
  • Green Agenda
  • Grow With Us
  • People and Organisational Development
  • Quality Report
Staff from NAViGO's Grimsby Garden Centre

Important to us

We want to provide services we would be happy for our own families to use.

These are the values and beliefs we hold. They show the way we want to run our organisation.

  • Three pillars: somewhere to live, somewhere to work and someone to love
  • Nothing about us without us
  • Humility to hear
  • Professional curiosity
  • The right thing is not always the ‘expected’ thing
  • Environments that value
  • Recovery and empowerment
  • We are all equal
  • Rooted in our community

Embracing the opportunity to become an all-age mental health services provider, we are truly there for people throughout life, advocating for staff, service user and carer involvement and co-production.

Community rep John sat on a Happy to Chat bench outside Navigo House

Our ambition

Our ambition is to be an outstanding provider of safe, effective, caring, responsive and well-led services that are co-produced with the people we serve, their carers, our staff and partners.

Below, our aims for this strategy will be presented. They cover four areas: quality, innovation, people and partnerships. For each aim, we also detail how we’ll know we’ll decide whether we’ve achieved each of our objectives.

Delivering the best possible care to people who use our services.


Continuous improvement: More than 90% of the identified quality objectives in the current workplan are achieved from 2024.

Learning from individuals: Increase Patient Reported Outcome and Experience measures (PROMs and PREMs) by 10% by March 2024. Improve staff and service user survey scores by 5% across three categories where actions have been set for improvements by March 2025.

Role modelling and live supervision: More than 5% reduction in physical restraint incidents per 1000 bed occupants in adult bed-based services by 2025.

Offering digital access and solutions: 90% delivery against digital objectives identified and funded as part of the annual workplan in 2024/25.

Research and development: Increase accepted research studies by 5% year on year between 2023 and 2028.

Just and learning culture: More than 10% reduction in Serious Incidents across strategy period. Increase Patient Reported Outcome and Experience measures (PROMs and PREMs) by 10% by March 2024.

Continuing to push the boundaries of what is possible in mental health service delivery


New trading enterprises: Increase profit generated by trading enterprises and reinvest into services by 10% by 2025. Increase training, employment and volunteering opportunities by 10% by 2025.

New models of service delivery: Recurrently sustain more than two Projects of the Year as voted by our Membership between 2023 and 2026 by 2028.

Clinical services in non-clinical settings: Perform in the top quartile of mental health providers in the annual NHS Patient-Led Assessments of the Care Environment (PLACE) survey in consecutive years from 2024 onwards. More than 10% increase in people with a Serious Mental Illness (SMI) in employment and settled accommodation by 2025.

Pushing the Net Zero agenda in all services: Green plan objectives more than 90% complete by 2025.

Champion ethical approaches in RESPECT and Collaborative Assessment and Management of Suicidality (CAMS): More than 80% of staff with relevant training competencies identified complete training in line with policy from 2023 onwards.

Breaking stigma: Number of promotional campaigns and partnerships increase in an upward trajectory each year between 2023 and 2028.

Being an inclusive organisation with a permissive culture where people want to work and want to receive services


Positive health and wellbeing for all: Percentage of completed physical health checks for service users with a SMI more than 70% by 2024. All staff absent more than 28 days have support agreed, e.g. counselling or physical health check.

Attract and retain great people: Less than 12% turnover (headcount rolling 12 months) by 2024. Less than 5% vacancy rate from 2024 onwards.

Professional training and development: Statutory and mandatory training more than 85% complete from 2023 onwards.

Equality, diversity and inclusion: More than 90% of actions completed on Equality and Diversity action plan (service users) by 2025. More than 14% of BAME workforce from 2023 onwards.

Research and development: 90% of workforce strategy actions complete by 2025.

True co-production with service users, carers, peers and volunteers: Continuous upward trend of community membership increasing by 2% yearly from 2023.

Grow our own: More than 70% of apprenticeships and funded placements result in permanent positions from 2023 onwards.

Embracing the opportunities and harnessing the power of working with partner organisations and services


Nurtrio development: Forecasted outturn surplus more than £0. More than 90% compliance in contractual quality indicators.

Health and Care Partnership: Lead and work in partnership to ensure Health Care Partnership Mental Health Strategy objectives are realised by project milestone dates.

Humber and North Yorkshire Integrated Care System: Lead and work in partnership to ensure Integrated Care System Mental Health Strategy objectives are realised by project milestone dates.

Other like-minded organisations: Work in partnership with Voluntary, Community, Social Enterprise (VCSE) and other partner organisations through more than four joint contracts from 2023 onwards.

International partnerships: Achieve more than 90% of objectives related to international recruitment within the workforce strategy by 2025.

Mental Health Sector Network: Be an active member of the Mental Health Sector Network providing representation at more than five meetings per annum and feature more than three published case study examples by 2025