2. How are we going to …. ?

3. Improve standards of safety and quality
In line with national standards and regulations
Professional standards and expectations – GMC, NMC and HCPC
Fundamentals of care – always events, care promises to patients expected standards of practice

4. High standards
‘The standard you walk past is the standard you accept’!
Compassionate and committed standards of practice
Putting the patient first – personalised care
Accrediting quality care
Reinforcing professional identity, standards and accountability
Understand the barriers at the frontline to achieving this and make it easier to achieve high standards
Empower the leaders
Holding each other to account, being open and honest and freedom to speak up
‘Harm-free’ Care
Reducing deaths/mortality
Improving clinical outcomes
Audit and accreditation – measuring standards

5. Transform our
mental health and community services

6. Mental Health Transformation
Draft model, developed through more than 12 months of co-design will be completed
Extensive testing of draft model and engagement within and outside of the Trust
Finalise model and publish
Agree implementation plan
Phased implementation
Adjust and evolve model, in line with operational learning and strategic changes

7. Community services redesign

8. Environments will be welcoming, clean and safe

9. Environments
Review our mental health and learning disability service buildings and develop a 5 to 10 year plan to re-provide
Invest in improving our existing buildings
Continue to focus on using our buildings as efficiently as possible – every penny saved in this area is a penny we can put towards staffing and patient care.

10. Involve our patients, carers and families

11. Patient involvement
Meaningful involvement is about genuine partnership working based on empowering and working with patients and carers
Growth of our ‘Experts by Experience’ members
New ‘Talk & Listen’ Volunteer role to understand what matters most to patients
New Community Knowledge Service
Meaningful involvement is happening here!
Meaningful involvement can work at many levels -
Involvement at an individual level – partnership between clinician and patient delivering person centred care – Involvement at a service level - listening to and acting on patient feedback (FFT/complaints/concerns) and using this feedback to change and improve our services and involve patients in recruitment or meetings such as PCEG – Involvement at a community level - using co-design where services and patients work together and affect decision making processes –Always Events is an improvement methodology – understanding ‘What matters most’ = small changes can have a big impact. Involvement can lead to improved outcomes and satisfaction with our services for patients.
How / What services can do -
An Expert by experience (EbE) is someone with a lived experience of mental health – a local patient or carer who is involved in supporting us to improve services using a focused piece of work – for example - Recovery and Collaborative care planning café – an EbE talks to patients about their care plan and uses a tool to evaluate quality (PROM in this case).
We are creating a NEW ‘Talk & Listen volunteer role’ where we will ask volunteers to support face to face feedback forums where patients tell us ‘what matters most’. We have approximately 400 volunteers providing in excess of 50 different roles – what are your volunteers telling you about patients experiences- how do we capture and demonstrate that?
New Community Knowledge Service – we recognise the complexities between health and social support and this service aims to help patients living in the community get timely info about activities in the community – staff will be able to access telephone advice and support for patients – help patients network with organisations outside of the NHS for their well being. Can be referred to as social prescribing.
Real involvement examples –
‘Kneed to chat’ - volunteer comes into the Bradgate Unit to work with patients to bake bread and pizza.
Experts by Experience have co-designed their framework for involvement activity including the development of Support and wellbeing plans/ Registration with the Trust and Role descriptions
An Expert by Experience joined PCEG meetings first for a corporate meeting in trust
We have Expert by Experience on recruitment panels- CEO / CN – some services offer this also

12. Be well-governed and sustainable

13. Well-governed and sustainable
Implement the recommendations of all external reviews to improve the way we manage the Trust
Focus on making sure our services are both clinically and financially viable and are able to deliver commissioned services.
Deliver our financial plan and statutory financial duties.

14. Implement single electronic patient record

15. Single patient record
One patient record across majority of Leicester, Leicestershire and Rutland (with patient consent)
Ease of access is key principle
Currently planning data migration and thanks to everyone who is getting involved in reviewing the clinical templates

16. Improve culture, equality and inclusion

17. Workforce race equality standard
Support and development for our BAME workforce
Personally written out to our BAME Workforce
BAME staff focus groups - listening events -
Joint workshop with National WRES team
New Equality, Inclusion and Diversity Lead started
Focus groups have agreed priority actions
Recruitment and selection 
Support for our BAME staff career progression
Cultural competence and awareness of all staff
Zero Tolerance campaign
Unconscious Bias training
LLR Reverse Mentoring programme

18. Culture and leadership programme
Why ?
Our staff & our patients - high quality care
Culture is the way we do things round here - its a huge driving enabler
Getting it right and engaging our staff will in turn support driving forward our strategic priorities
How?
A personal call to action
90+ Change Champions engaged and trained
Leadership surveys, focus groups, board interviews
Five key elements to high quality care cultures
Discover, Design and Deliver

19. Make it easy for people to access our services

20. Access
Implementing our CAMHS improvement plan to deliver better access to services for children and young people
Delivering our Trust-wide waiting times improvement plan and improving performance against our 11 priority targets  
Ensuring no one waits over 52 weeks for any of our services
Achieving our national waiting time targets
Using our learning to support transformational change in our community and mental health services

21. Implement a Trust-wide approach to quality improvement

22. Trustwide approach to QI
There are lots of quality improvement (QI) projects underway
We need to focus quality improvement on our strategic objectives
A new QI framework model will be launched soon including:
training for all in a tiered approach based on the IHI model
a support offer from a virtual faculty
Support for directorate and service QI groups
How can we share learning between services and directorates?

23. What can you do personally, and as a team, to shape and deliver each priority? QUESTIONS FOR THE PANEL