AWP Five Year Strategy An invitation to comment and get involved October 2017
About our Trust Specialised services for those with Avon and Wiltshire Mental Health Partnership NHS Trust mental illness relating to eating (AWP) provides community and disorder, pregnancy and childbirth, inpatient mental health services drug or alcohol dependency, for the people of Bath and North veterans mental health services, East Somerset, Bristol, North mental health services for deaf Somerset, South Gloucestershire, people and people with learning Swindon and Wiltshire for disabilities including a new, first-of- people with disabling mental its kind, highly specialised health problems. We also residential service as well as our provide specialised services. pioneering Bristol autism spectrum These include: service. Children and Adolescent Increasingly we provide treatment Mental Health Services and care in people's own homes (CAMHS) and other community settings, Secure services for people with reflecting the preferences of our service users. Our community mental health problems who services are supported by high have been through the criminal quality inpatient services that justice system or who are in provide short term assessment, prison. treatment and care.
Transforming the future of AWP AWP has embarked upon an At its heart is our commitment to ambitious plan to transform the the Five Year Forward View for organisation, working in Mental Health and the Next Steps partnership with a wide range of on the NHS Five Year Forward View, external stakeholders and our staff. the principles of which are captured in our Clinical Strategy. We are passionate about delivering the highest quality services to the We will work closely with AWP communities that we serve and our staff, service users and carers and strategy will provide the means by external partners to ensure that the which we will secure this ambition. Strategy reflects our shared ambitions to provide excellent The strategy describes our journey mental health care, to meet the to change the way we deliver our changing needs of our population services, as well as to change the in a creative and sustainable way. culture of our Trust, so that AWP can best serve the needs of our communities both now and in the future.
Our Purpose: Working together, living our best lives This captures the main purpose of Veteran's Mental The Specialised Deaf the organisation. To deliver care Health Transition, Service that empowers individuals to take Intervention and control and stay in control of their The service works with deaf Liaison Service life despite having a health people who are experiencing problem. significant mental or Our staff have a wealth of emotional distress. We work experience in mental health It is founded on the principle of with both British Sign and are appropriately trained co-production and partnership; a Language users and people to provide an efficient and shared ambition and commitment who do not use sign effective service to veterans to living well. language, including those and forces personnel coming who have become deaf later up to discharge. Here are two examples of how we in life. The clinicians in our team all with partners to help people live We provide specialist have experience of working in their best lives. assessment, therapy and military settings as serving or consultation to deaf people civilian personnel and so have and support carers and other a particular understanding of professionals working with the issues veterans face. deaf people with mental We are proud to work with a health needs. We work closely range of partners to provide with other voluntary the service across organisations to ensure that Buckinghamshire, deaf service users are given Oxfordshire, Berkshire, information about the range Hampshire, Isle of Wight and of other support services the South West of England. available in the community..
Our Strategy: Vision “We aspire to give you the best possible care in the right place, at the right time, to help you recover and live your best life” This captures our belief that more care should be accessible and increasingly available in local communities.
Our Strategy: Values - PRIDE Passion: The purpose and vision for an organisation are supported by its doing our best, all of the time. values – timeless guiding principles Respect: that set out how we would expect each other to behave towards our listening, understanding and valuing patients and their carers and how we what service users and carers, staff and would expect to behave towards stakeholders tell us. each other. Integrity: being open, honest, straightforward and reliable. Diversity: relating to everyone as an individual. Excellence: striving to provide the highest quality support to service users and their carers.
Our Strategy: Strategic Principles We will support our service users Our strategic principles guide everything we do; they respond to and carers: the challenges we face today and building innovative, integrated care ensure we maintain focus on what pathways designed to enhance the matters as we work towards our whole service user experience. vision for the future. They are our top priorities. We will engage our staff: offering real opportunities at all levels to innovate and contribute to the delivery of our transformation plans. We will be sustainable: ensuring we provide good clinical care in an affordable way.
Strategic Principle 1 We will support our service users and carer s Immediate priorities 2017/19 Redesign care models: • Single Point of Access Enhance service user and carer • involvement infrastructure and • Local Community Services governance • Community Acute Services e.g. Implement ‘Patients as leaders’ • Resource Centres and programme Community Hubs Work with commissioners to • • Inpatient Centres of Excellence reduce delayed transfers of care so that people receive care in • Grow our Specialised and Secure the right place; prevent people Services being treated out of area • Develop ‘New Care Models’ in Work with our Local Authority line with the Five Year Forward • partners to strengthen or View for Mental Health develop fully integrated mental health and social care services Contribute to the success of our • local STPs; provide expert advice to embed mental health in all new models of care; advise on the determinants of good mental health and community resilience
Strategic Principle 1 We will support our service users and carers By 2022: • Service users and carer representatives • Inpatient care will be provided in embedded in Trust structures and ‘Centres of Excellence’ aligned with engaged in decision making and STP footprints quality improvement • AWP will provide community • Integrated local multidisciplinary physical health services – directly or community teams provide physical, in Partnership- where it enhances mental and social care the care pathway • Our Specialised and Secure Services • Research active organisation - will deliver care along integrated care increased access to research trials pathways in partnership with other through ‘Everyone Included’ organisations approach
Strategic Principle 1 We will support our service users and carers Inpatient centres of excellence will: • Provide intensive therapeutic input that is evidence-based and delivered by a highly skilled and stable workforce • Be provided in purpose built environments; wards will be located together to strengthen resilience, support safe working and foster excellent practice • Ensure the length of stay is brief aiming to support individuals back to their home and community as soon as possible.
Strategic Principle 2 We will engage our staff Immediate priorities 2017/19 Prioritise staff support and Listening into Action • • wellbeing Lead and play an active role • Empower staff to make positive in STP Workforce • change to improve services; Development Programmes promote research engagement opportunities Develop a learning hub to • foster multi-professional Ensure staff are skilled and • learning and development supported to provide new, innovative service models Accelerate action to improve • recruitment and retention; reduce reliance on temporary staffing
Strategic Principle 2 We will engage our staff Listening into Action LiA uses an evidence based • LiA is one of our five • approach, which more than 80 Transformation Programmes NHS Trusts and organisations which will help us become a have adopted healthy and sustainable The benefits of LiA are organisation • improvements to care quality and experience and staff LiA is designed to help NHS • feeling more valued, engaged, organisations introduce new, proud and happy in their teams simple ways of working which centre on our frontline staff being able to lead on changes they know will benefit our service users and our teams plus help to reduce the frustrations staff experience Managers, support teams and • the AWP leadership team support staff to do this by removing obstacles to help ‘unblock the way’
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