Annual report 2012-13 - West London Mental Health NHS Trust

Aiming for equalityThe trust has agreed four equality objectivesand an action plan, to make the environmentmore inclusive for its service users and staff.We aim to:• Improve the quality and completeness ofinformation obtained from our electronicdata collection systems by 2014.• Increase the number of equality impactassessments undertaken that relate to servicechanges and improve the quality of theseassessments by 2014.• Reduce violence perpetrated by users,relatives and carers against BME staff from25% to national average of 18% by 2014.• Reduce the number of reports in the staffsurvey from people who have experienceddiscrimination from 28% to national averageof 14% by 2014.Conference for front line care staffThis year over 100 of our healthcare assistants(HCAs) and clinical support workers (CSWs) cametogether for the trust’s first annual healthcareassistant conference.Tanis Hand, national HCA advisor at the RoyalCollege of Nursing, was our keynote speakerand talked about how important it is for HCAsto have a voice not only within the organisation,but nationally too. A key focus of the day was tounderstand how we can support these key staffbetter, through training and education.Francis Thompson, head of nursing educationand standards said: “I was delighted by theattendance at our first conference which willnow be held annually to give our staff a goodopportunity to share information, learn fromothers and network.”“I was delighted by theattendance at our firstconference which willnow be held annuallyto give our staff a goodopportunity to shareinformation, learn fromothers and network.“Francis Thomson, head ofnursing education and standardsCelebrating excellenceOur Employee of the Month Award celebratespeople who have shown outstandingcommitment to their work. And once a year, ourQuality Awards recognise those individuals andteams who have delivered that extra something interms of innovation, team work and patient care.Director of organisational development andworkforce, Rachael Moench, said: “Not onlyare the awards a great way of saying thankyou to staff, they also help celebrate our valuesof togetherness, responsibility, excellence andcaring. They show the difference that enthusiastic,committed people make to our organisation.”That includes people like Emmanuel Ofori, whoset up a band with service users. At first, it washard to manage a diverse group with variousmental health problems to work as a team.Emmanueal gave up his Saturday afternoonsand Tuesday evenings to teach, provide technicaladvice and inspire the group to use their soulfulmusic as a pathway to recovery.Senior nurse Appiah Oyinka, who nominatedEmmanuel, said: “Through music he has given thegroup the needed confidence to grow, developand acquire a new sense of purpose in life in spiteof their mental health problems.”Our ambitionfor the futureWest London Mental Health NHS Trust is at akey point in its development as we strive tobecome a foundation trust.This annual report sets out some of the advanceswe have been making and the challenges weface in working towards our vision of being aprovider of excellent, high quality services, witha focus on recovery.However, like all NHS organisations we facechallenges in today’s health economy wherebudgets are decreasing and competition to provideservices is increasing. We are constantly challengedto find new and more efficient ways of deliveringservices which has resulted in changes to the waywe run some services as well as a reduction in thenumber of staff posts needed to deliver services.The scale and pace of change has proved difficultfor staff working in those areas. Patients and theircarers also have had to get used to care beingprovided differently.Again this year we have an ambitious programmefor our services, our staff, our buildings and, aboveall, for the experience we offer our service users.Our objectives for 2013-14 focus on:• Becoming a leading provider – were aiming tobe the leading provider in specialist areas andto be amongst the best across the full range ofservices we provide.• Person-centred care - the needs of ourservice users and their carers will remain ouroverriding priority. We will work in partnershipwith service users and carers in order to deliverperson-centred care that reflects their needs.As such these key stakeholders will be activelyinvolved in the ongoing development of thetrust. We will ensure that they are effectivelyengaged and able to meaningfully influenceour strategic decisions.• Partnerships - we will work to deliver excellentcare in collaboration with other providers,including colleagues in primary care, acute care,other mental health trusts and the not-for-profitsector. We will develop strategic partnershipsto deliver integrated care pathways for specificpatient groups, such as individuals suffering fromlong term conditions such as diabetes and COPD.• Evidence-based services - our research anddevelopment strategy will ensure that researchis a central component in how we deliverclinical care, and that the trust has a reputationfor innovation and academic excellence. Inkeeping with this we will be an active memberof Imperial College Health Partners and willwork closely with other healthcare providers todevelop and deliver integrated models of care.• Valued staff - our services need to be deliveredby well-trained, highly motivated and clinicallyengaged staff, working across a full rangeof disciplines. We will work to give our staffthe support they need to do their jobs to anexcellent standard.Key to our plans are two programmes to redevelopour two main sites, St Bernard’s in Ealing andBroadmoor Hospital. These extensive redevelopmentswill transform dated buildings into modern premisesthat can support modern, high-quality care. There’salso the important but challenging work we’re doingthrough our local services transformation boardwhich aims to bring services out of hospital and intothe community, closer to home, at the same time aswe build more joined up and integrated services withprimary care and social services. Equally we mustensure that they are financially sustainable.We are working hard to achieve foundation truststatus which will give us greater autonomy, thepower to manage our own finances and the abilityto respond with greater flexibility to the needs ofour local communities. The process we’re goingthrough is time-consuming and challenging,but with enough of a focus we’re aiming to beaccredited as a foundation trust by 2014.24Annual Report 2012/201325