Caring, discovering, growing: Together - Northumberland, Tyne and Wear NHS Foundation Trust Strategy 2017 2022 - Cumbria, Northumberland, Tyne ...
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Caring, discovering, growing: Together Northumberland, Tyne and Wear NHS Foundation Trust Strategy 2017 – 2022
About us Our vision and values
Our vision is:
Northumberland, Tyne and Wear NHS Foundation “To be a leader in the delivery of high
Trust (NTW) provides a wide range of mental health, quality care and a champion for
learning disability and neuro-rehabilitation services those we serve”
to a population of 1.4 million people in the North
Our vision is underpinned by a set of core values which we refreshed during 2013,
East of England. in consultation with a range of partners, including service users, carers, staff and
governors.
In September 2016 the CQC rated our Trust as ‘Outstanding’ and we became
one of only two non-acute trusts in England to be awarded an overall Our values ensure that we will strive to provide the best care, delivered by the best
rating of Outstanding. people, to achieve the best outcomes. Our concerns are quality and safety and we
will ensure that our values are reflected in all we do:
We are one of the largest mental health and disability organisations in the
country with an income of approximately £300 million. We employ over 6,000
staff, operate from over 60 sites and provide a range of comprehensive services
including some regional and national services.
Caring and Respectful Honest and
compassionate transparent
Put ourselves in other Value the skill and Have no secrets
people’s shoes contribution of others Be open and truthful
Listen and offer hope Give respect to Accept what is wrong
Focus on recovery all people and strive to put
Be approachable Respect and it right
Be sensitive and embrace difference Share information
considerate Encourage innovation Be accountable for
Be helpful and be open to our actions
new ideas
Go the extra mile
Work together and
value our partners
2 | Strategy Report Strategy Reprort | 3Shaping our strategy - Together Some key facts
Here are some key facts about the world around us..
In 2015, the Board of Directors agreed We have taken into account the Poor mental health has a
social and economic cost of
that the time was right to review our national and local strategies that £105 billion a year
strategy. From the start we took an are relevant to the people using
inclusive approach to refreshing our our services, carers, our staff and The North East 50% 75%
strategy and over the eighteen month our organisation as a whole. has some of the highest rates of
mental illness in England
period while we developed the strategy,
we have tried to involve lots of The involvement work took many By 2030 it is estimated that there
people including: forms and some key themes
will be approximately
Half 75%
Two Million of mental health problems of mental health problems
emerged. These were: more adults in the UK with a mental are established by the age of are established by the age of
• Service users and carers
heath problem than there were in 2013
14 years 24 years
• Our staff • including people
• Our three clinical groups • being people centred
• The Council of Governors • recovery 1 in 4 adults 1 in 4 adults (26%)
• The Board • developing pathways are diagnosed with a mental illness
at some stage in their life
young people in the UK experience
suicidal thoughts
• real support
• wellbeing
• quality
• expertise
• listening of people with a mental illness face
9 out of 10 people in prison have
mental health or a drug and
alcohol problem
42% stigma and discrimination at least
once a month
The feedback from all of those involved has helped us shape this strategy, Suicide is rising and is the leading
cause of death for
identify what is important and determine our strategic ambitions. Men aged
15-49 of people with neurological
The title of our strategy, ‘Caring, discovering, growing: Together’ Over condition do not think that
sums up the themes and comments which everyone made. 40% local services work well together
Thank you to everyone who helped us with this important work. People with a learning disability in England on average die
1 in 5 mothers suffer from depression 16 years earlier than the rest of the population
with the costs of perinatal mental
health estimated at
£1.8 billion Over 4 Million
people in England have a neurological condition
15.4 Million
people in England ( over a quarter of the population) have a long term condition, and are
at a far higher risk of developing mental health problems than the rest of the population
4 | Strategy Report Strategy Reprort | 5The challenges and opportunities
As the NHS strives to continue to The NHS is however facing these Alongside this, mental health in We have an exciting opportunity
provide high quality services, and to live challenges at a time of unprecedented particular has never had a higher profile through our local partnerships to
up to the high expectations of patients austerity and adjusting to an era of in society. After many years of fighting encourage our local health partners to
and the public, we must have regard to much tighter public finances. In addition hard to challenge the stigma associated understand the benefits of providing
today’s challenges and anticipate the financially challenged local authorities with mental ill health, the tide is finally a more integrated approach to the
challenges of the future. have reduced their spending on social turning. Celebrities, pop stars and the physical, mental and social wellbeing of
care, impacting on the demand for Royal family have opened up about the people and communities we serve.
People are living much longer which is health services. There are also shortfalls their personal experiences, and charities
good news, but an ageing population in the available workforce including such as Time to Change and Heads The next five years will be a time of
presents a number of serious challenges medical, nursing and other staff groups. Together have supported this. change for the whole of the NHS and
for the health and social care system. To meet these challenges, health also for NTW. This strategy provides
By 2021, the number of people living and social care services must change A new light has been shone on mental an opportunity for us to play our part
with dementia in the UK is projected fundamentally. health services, which have traditionally in ensuring that the people we serve
to exceed one million and dementia been described as a ‘cinderella service’. are able to have their voices heard in
is estimated to cost the NHS local This means everyone working differently The phrase ‘parity of esteem’ has these changes.
authorities and families £23 billion and ‘smarter’. It means altering or been coined to underline the need to
a year. completely reshaping services giving see mental health services as equally
people better quality and experience important to other parts of the
The cost of providing care is getting for less money. It means reinvesting health service.
more expensive. The NHS now any money saved in more and better
provides a much more extensive and
sophisticated range of treatments and
services and so extending access to
care.
Change for the better is happening,
and more is to come. The work we have
“A new light
procedures than could ever have been
envisaged when it was established. New Only by getting everyone involved and
done with our partners around the Five
Year Forward View for Mental Health has been shone
drugs, technologies and therapies have
made a major contribution to curing
working together, will a network of
services be provided which can meet
and the Crisis Care Concordat’s have led
to some significant developments such on mental
disease and extending the length and the changing needs of people in the as street triage, enhanced psychiatric
quality of people’s lives. 21st century within the limits of the liaison services and better access and health services”
budgets available. community services.
6 | Strategy Report Strategy Reprort | 7Our Quality Goals
NTW initially identified our Quality Goals in 2009, drawing upon feedback from Each year we also set new quality priorities to help us achieve our Quality Goals.
patients, staff and our partners. Following feedback from those involved in These priorities are identified in partnership with service users, carers, staff and
developing this strategy we have reviewed and updated our Quality Goals. partners as well as information gained from incidents, complaints and
other learning.
Quality Goal One Quality Goal Two Quality Goal Three
Our Quality Goals are three things that will help us achieve our vision by providing
Keeping you safe Working with you, your Ensuring the right services
the overarching framework for this strategy. We will deliver our vision and our
carers and your family to are in the right place at the
Quality Goals by meeting our strategic ambitions.
support your journey right time to meet all your
health and wellbeing needs
In 5 years’ time what would success look like?
Learning from experience Working together with Service users “living better
service users, carers for longer”
and communities
Openness in reporting Principles of the Triangle Evidence based care
of Care embedded consistently provided
Demonstrating improvement Co-production at all levels Meaningful outcomes
Reduction in incidents Improved positive service Timely access to 24/7
of harm user and carer feedback services, in accordance
with need
Smooth transitions from one Seamless care across all Care close to home and
service to another partners-no barriers elimination of out of
area placements
Better suicide prevention Wellness Recovery Action An integrated approach to
Plans (WRAP) embedded meeting physical, mental
health and social care needs
Supporting resilience in
people and communities
8 | Strategy Report Strategy Reprort | 9Our strategic ambitions Another way to think about these is:
We have developed six strategic ambitions. These are:
1. Working together with service 2. With people, communities and
Caring Discovering Growing
users and carers we will provide partners, together we will promote
excellent care, supporting people on prevention, early intervention
their personal journey to wellbeing. and resilience. Providing excellent Doing everything A centre of
care, supporting we can to prevent ill excellence for mental
people on their health and offering health and disability
personal journey support early support
3. Working with partners there will be 4. The Trust’s mental health and to wellbeing
“no health without mental health” disability services will be sustainable Striving for joined Sustainable services
and services will be “joined up”. and deliver real value to the people A great place to work up services that are good value
who use them. for money
5. The Trust will be a centre of 6. The Trust will be regarded as a
excellence for mental health great place to work.
and disability.
Together
10 | Strategy Report Strategy Reprort | 11Strategic Our successful strategy will mean; We will deliver community services
which demonstrably deliver value for
Ambition One • Service users and carers will have a money in terms of productivity
positive experience of our services and and outcomes.
will recommend the care delivered by
the Trust. Building the right support -
Working together with service When we asked people: • Our services will comply with national Transforming services for people
users and carers we will provide ‘What good would look like in five and local access, quality and 24/7 with learning disabilities
excellent care, supporting people years’ time?’ these are some of crisis response standards. and autism:
therecurring words people used:
on their personal journey to • A comprehensive set of care
pathways are fully established. We will close the agreed number of
wellbeing. Everyone involved in • Seven day services adult secure beds, in line with the
helping us shape this strategy • Meaningful outcomes
• We will deliver meaningful outcomes
national programme.
overwhelmingly agreed that which demonstrate effectiveness.
• Co-production
service users and carers should We will work to ensure a patch wide
• Evidence based There are also some major service
be at the centre of everything developments we have planned that
approach to improving services for
• Local services people with a learning disability and
we do. will contribute towards this
• Responsive autism, using our expertise alongside
strategic ambition:
Getting this right is the single most • Recovery partners to transform the services across
important thing we can do in NTW to • Person centred the whole pathway in all localities.
Delivering excellence in
have a positive impact upon people’s • Accessible patient care:
health and wellbeing. We will develop our provision of world
Meeting this ambition is about more class inpatient services for people with
Inpatient care is provided in fit for
When we asked people about than reaching milestones in terms of autism with the most complex needs.
purpose facilities, with common
what we must do over the next improvements to service provision. It standards of care and support,
five years they said: is fundamentally about changing the You can see more about all of our
responsively, seven days a week,
relationship between people who detailed plans at the end of the booklet.
within the constraints of the resources
• Communication between staff, work for NTW and people who use our available to us.
service users, carers and families services and care for them. It involves
• Co-production creating equal, trusting and therapeutic Great care in your community:
relationships between individual service
users, their families and carers Roll out new community evidence based
and professionals. care pathways across Northumberland,
North Tyneside, Newcastle and
Gateshead and ensure that our
community services work alongside
our partners to ensure people’s holistic
needs are met.
12 | Strategy Report Strategy Reprort | 13Strategic Meeting this ambition will require us to work even more closely with our partners
so that we can support people who are outside the traditional reach of our
Ambition Two services. In particular we will focus on the difference that children and young
people’s services, and IAPT services can make, as well as continuing to improve
access to services that people use at times of crisis.
With people, communities and This strategic ambition says very clearly
that NTW has a role to play in making Our successful strategy will There are also some major service
partners, together we will promote
sure that our communities and local lead to: developments we have planned
prevention, early intervention that will contribute towards this
partners focus on the causes of poor
and resilience. • Children and young people will have strategic ambition:
health, and in making improvements.
It also highlights the importance of quick access to high quality mental
The future health of millions of children, health and learning disability services Building resilience for people and
ending the stigma around mental ill
the sustainability of the NHS, and when they need it. communities: We will play a leading
health and disabilities.
the economic prosperity of Britain all • Easy access to psychological support role with partners, as part of our joint
now depends on a radical upgrade in When we asked people about for people who need it. Sustainability and Transformation Plan,
prevention and public health. what we must do over the next in developing a patch wide approach
• More people living with mental health
five years they said: problems and disabilities will find and to building resilience for people and
In mental health and disability services, communities. We will work with all
• That they want us to lead, be stay in work.
we have known for a long time that partners and agencies to enable people,
employment is vital to health and courageous, tackle stigma and use • Improvements in the quality of life
their families, carers and communities
should be recognised as a positive our expertise and knowledge. outcomes for people living with
to better support mental illness
outcome. The NHS must play a greater • Promotion, prevention and resilience mental health problems and disabilities
and disability.
role in supporting people to find or and partnership working is essential. • Reduction in suicides
keep a job. Housing is also critical to • Easy access to crisis response services. Our future for children and young
the prevention of mental health When we asked people: people - improved access to
• As a part of the health and justice
problems and the promotion of ‘What good would look like in community services:
pathway, improve access to liaison
recovery. Those in the criminal justice five years’ time?’ these are some
and diversion services.
system experiencing mental health of the things they said: We will promote and play an integral
• An end to the stigma around mental
problems and disabilities need better part in delivering a system wide
• Partnership working ill health and disabilities.
support with agencies working approach to improving services
together to provide the right support. • Independence for children and young people,
• Healthy collaborating with all partners.
• No stigma
• Collaboration
• Working with communities
• Community engagement
• Wellbeing
14 | Strategy Report Strategy Reprort | 15Strategic
Ambition Three
Working with partners there will prevention reflecting their higher risk of acute Hospitals. We will also need The major service development
be ‘no health without mental poor physical health. to continue to build partnerships which contributes to this strategic
health’ and services will be with local GP’s and relevant ambition is:
When we asked people about clinical networks.
‘joined up’.
what we must do over the next
At least four million of the 15 million
five years they said: Our successful strategy will Enabling the
people in England with a long mean that we:
term physical health condition also
• Stop the division between mind
and body
system to support
have a mental health problem. The • Improve the physical health of those
interdependency of mental health • Use your expertise to bring on others with severe mental illness. your whole needs:
and physical health has significant - acute hospitals, other organisations • Improve the physical health of those
implications for individual patients. and agencies with a learning disability. We will, as an integral part of the
Shockingly, people with a learning • Improve the mental health of those Sustainability and Transformation Plan,
disability in England on average die When we asked people: suffering with long term promote a patch wide approach to
16 years earlier than the rest of ‘What good would look like in medical conditions. better supporting people’s whole needs,
the population. five years’ time?’ working with all local acute hospitals
• Support the resilience and wellbeing
these are some of the things they said: and community service providers to
of carers.
Addressing the inequality arising from integrate mental health into physical
the lack of an integrated approach to • Joined up map of care and support • Improve access to specialist mental health pathways.
mental health, disabilities and physical health services to those presenting
• Making a difference
health needs, and improving the health with mental health problems in
• Educate acute hospitals.
of our local populations and reducing
• Pathways • Improve the physical health of
the need for hospital admissions, is an
integral aim of the local Sustainability • Partnership patients with severe mental illness in
and Transformation Plans. • No barriers our inpatient services.
• Improve access to specialist perinatal
The Five Year Forward View stresses Meeting this ambition will require us mental health care for mothers,
the need to make physical and mental to continue to prioritise the focus on infants and young children.
health care equally important and says the physical healthcare and the health • Improve the mental health and
that by 2020/21, at least 280,000 and wellbeing of all of those that wellbeing of older people in
people living with severe mental health use our services. With the support of residential care homes.
problems should have their physical commissioners we have developed a
health needs met. They should be range of psychiatric liaison services in
offered screening and secondary partnership with our partners in local
16 | Strategy Report Strategy Reprort | 17Strategic
Ambition Four
The Trust’s mental health with the job that we do best, providing Our successful strategy The major service development
and disability services will be the best support we can to our service will mean: which contributes to this strategic
sustainable and deliver real value users and their families. ambition is:
to the people who use them. • Being financially sound and meeting
When we asked people: all of our financial targets
The NHS has suffered severe financial
‘What good would look like • Providing services that offer real value Our future for
in five years’ time?’ to the people that use them and are
restraint in recent years and this is
unlikely to ease. At the same time,
these are some of the things they said: sustainable in the long term children and young
demand for many of our services is • Playing our part in a financially
rising and expectations from the public • Financially secure sustainable and thriving Sustainability People - care for
are becoming higher. • Economically viable and Transformation approach,
• Simpler organisation operating collaboratively and the most vulnerable
We have been successful in meeting • A well-oiled machine transparently to deliver high value
this challenge of providing ever better pathways of care across organisational We will not provide young people’s
• Stability
and more accessible services with the barriers and mutual organisational specialist inpatient services from the
same or less money over recent years, • Performing well sustainability across the patch. current location of Alnwood in the
and this challenge is set to continue. • Best services • Growing our service offering medium term and will re-provide
• Well resourced where this supports the underlying those services from alternative
Money isn’t the driver for what we sustainability of our organisation and accommodation or exit from
do or the reason we come to work. Meeting this ambition underpins and our existing services. the market.
But this strategic ambition is about enables all of our other hopes. Our
helping to manage the delivery of great Outstanding rating gives us confidence We will develop a sustainable model
quality sustainable care for the long that we are doing the best we can for of care for children and young people
term by living within the resources we our service users, and our continuing requiring specialist inpatient support.
have available and ensuring that we financial health means that we are able
maintain the confidence of the wider to set our own direction for the future
system as a Trust that delivers. Our without undue attention from our
Outstanding rating gives us confidence regulators. This enables us to get on
that we are doing the best we can for with the job that we do best, providing
our service users, and our continuing the best support we can to our service
financial health means that we are able users and their families.
to set our own direction for the future
without undue attention from our
regulators. This enables us to get on
18 | Strategy Report Strategy Reprort | 19Strategic
Ambition Five
The Trust will be a centre of When we asked people: We are ranked as the fourth most Our successful strategy will
excellence for mental health ‘What good would look like in research active mental health trust, mean that we are:
and disability. five years’ time?’ on the basis of the number of
these are some of the things nationally funded studies. Many of our • A leader in research and in
Research and innovation are critical they said: clinicians are recognised nationally and embedding research into practice.
to addressing the challenges the NHS internationally for their research and • A centre of excellence for mental
faces. The NHS as a whole needs • Become experts and develop expertise involvement in the development of best health and disability services,
to harness the best of our clinical, • Grow practice and guidance, including those developing Trust Innovations to
research, academic and • Lead developed through the Royal Colleges both export and draw in expertise,
industry expertise. and National Institute for Healthcare knowledge and innovation
• Share knowledge
Excellence. Our staff are often nationally and internationally.
• Deliver quality responsible for training and inspiring
The five Year Forward View recognises • A leader in using technology to
that innovation and research is the the next generation, and they help raise connect and empower service
Meeting this ambition acknowledges the profile of mental health, disability
key to driving change, now and in users, carers and staff, and in driving
that we are one of the largest mental conditions and treatments.
the future. We are committed to increasing value by supporting and
health and disability trusts in the
playing a leading role in this and digital enabling continual improvement
country, and our clinicians and other The transformation of services has
technology has a pivotal role to play. in productivity.
staff have a wide breadth of experience been at the heart of our strategy and
and skills in many fields. Our services • A key partner within our Sustainability
Many of our staff and service users this work is also now being recognised
are recognised as Outstanding at a and Transformation footprint,
carry a powerful computer with them nationally with other organisations
national level, with some having an breaking down information
– in their smartphones and tablets - seeking to learn from us. We have
international profile and we want barriers across organisations,
all the time. The emergence of this established Trust Innovations as our
to build on this. We are committed enabling the delivery of seamless
advanced digital technology opens up brand for providing external support,
to maintaining this high standard timely and effective care to people
opportunities for support, treatment advice, consultancy and products to the
consistently across all of our services and communities.
and prevention. The technologies now wider NHS and beyond.
and sharing best practice with • Engaging widely with our
on offer give us the potential to provide other organisations. population through the widespread
a more tailored and person centred We have been recognised as a global
digital leader across the mental health use of digital communications.
approach to care.
and disability sector.
We work hard to influence national and
local plans and policy, fighting stigma
and the highlighting the need for parity
of esteem.
20 | Strategy Report Strategy Reprort | 21Strategic When we asked people:
‘What good would look like in
• An organisation with senior
leaders who have the capacity and
Ambition Six five years’ time?’
these are some of the things they said:
competency to lead and support
organisational and cultural change
and make the most of their skills
• Leadership and qualities.
• More staff“time to care” • Somewhere that individuals and
The Trust will be regarded as a play a fundamental part of what we do
and must systematically flow from this • Believing in “the firm” teams are highly engaged, members
“great place to work”. • Happy
strategy and our strategic ambitions. of highly effective teams and problem
• Mutual respect solve at a local level when issues
Our talented, passionate and dedicated
A strategic approach to talent • Engaged arise, in the context of the Trust’s
workforce are our greatest asset. Every
management is required to ensure • Motivated - want to improve devolved decision making and
day they deliver a diverse range of
individuals are developed, engaged and • Communication Accountability Framework.
outstanding local, regional and
national services. retained within the organisation along • Integrating service improvement and
with continuing our work on embracing As part of developing this ambition, organisational development and that
equality, diversity and inclusion and we have commissioned a new this is being delivered by clinicians
They are the key to meeting the
further enhancing leadership capacity Collective and Clinical Leadership and managers.
significant challenges ahead and are
and capability. Programme. We are an NHS Employers
an essential part of designing and • Seen as a great place to work with
Diversity and Inclusion Partner for
delivering future services which will more applicants than jobs available,
We are passionately committed to the second year running and in 2016
provide excellent patient care and embedded values based recruitment,
supporting and empowering staff launched BAME, Disability and LGBT
meet service user, carer and public limited vacancies, low use of agency
to improve their own health and networks. We have successfully
expectations. staff and reductions in turnover.
wellbeing, supporting the wider health maintained Investors in People status
(including the health and wellbeing • Developing strong partnerships with
The values of our whole workforce is and wellbeing of the population. trade unions, people feel safe to raise
standard) and continue to be accredited
vital in delivering quality in everything concerns and there are low levels of
We must continue to engage our staff, as a Better Health at Work Employer at
that we do. bullying and harassment.
involve them in decision making, listen the continuing excellence level.
• Able to effectively support the health
Flexibility and adaptability will be crucial to their ideas, further empower them
A successful strategy will ensure and wellbeing of our staff.
for our future workforce. There will to influence and make changes at local
level and do all we can to create high that we are:
inevitably be significant changes in
where they work, how they work and levels of job satisfaction and motivation
so that the Trust is ‘a great place • An organisation with an increasingly
who they work with.
to work’. flexible workforce, working across
health and social care, delivering
We want our workforce to be fully
excellence in patient care with greater
equipped with the skills, knowledge
provision of recovery focused self and
and resources to deliver evidenced
whole person care.
based care across new pathways and
with partners. Workforce planning must • Recognised as a diverse and
representative employer, valuing and
embracing diversity in our workforce.
22 | Strategy Report Strategy Reprort | 23How will we measure success and report on our progress? We have set out in this strategy our vision, values and strategic ambitions for the next five years. Having set this direction, our Council of Governors and Board of Directors must now ensure that it is delivered. We have set ourselves specific targets which we will use to measure our success in achieving our ambitions. We will monitor and report to the Council of Governors and Board of Directors on the progress made in delivering this Strategy and include a progress report in our Annual Report. We will also develop a range of other underpinning strategies that will set out further detail on how we will achieve our plans. This will include a focus on our clinical workforce, pharmacy and medicines management and information technology for example. If you would like to know more about our strategy you can contact: communications@ntw.nhs.uk
You can also read
