WELCOMEto our

Annual General Meeting

Tony HarropChairman

THE 2012 STORY

“Developing Leicestershire Partnership NHS Trust”

Professor Antony Sheehan

Chief Executive

Agenda

• Our current context

• Themes for our future vision?

• Immediate Action including Launching the 2012 conversation

……The power of words…..

Current Environment…

• Complex and fast changing• Nationally – political focus

– Rebuilding relationships– Local Autonomy– Improving access– Dignity and inequality (conspicuous issues)– Workforce– The Darzi review (LLR Review) – ‘will’ to work

effectively together

• NHS isn’t the only show in town

LPT 2007… a significant history, significant challenges, significant skills and capacity

• From institutions to community• The NSF (s) and Valuing People• Growing evidence base• Significant ‘capital’• Emergence of recovery• The diversity of people we care for and about• Expertise in critical areas for health, local government and wider

societyHowever…• Culture, confidence, cohesion• Relationships, risk• Focus – lack of strategic direction – Ambition• ‘Bad news’ stories

Some things just never hit the Headlines do they…?

• The joint working between learning disability and mental health nurses in support of young people with learning disabilities in our CAMHS Service

• The work of homelessness team• Our common mental health problems service• Our older people’s services (for many things) • Our eating disorder service, saving lives• The developing thinking on services for people with aspergers• Our impact through credible and applicable research• Recruitment, training and retention of doctors and nurses and other

professional groups

Peter….and 30 footballers

Integrating Our Financial and Service Strategies

When the first race of the Olympics takes place in London it will be a milestone achievement for the country. I want LPT to

experience that same sense of achievementSo…

– What will the LPT look like in 2012?– What will we be proud of?– How will we be different?– What will we need to do to achieve that change?– Which milestones will we have achieved when Leicester hosts the

Special Olympics

LPT’s 2012 Conversation(Our 5 year Plan)

We can build on the excellent thinking already available….

A Charter for Mental Health in Leicester, Leicestershire & Rutland

…a right to Mental Health Services that…

1. Make a positive difference to each person they serve2. Stop doing things that are not working3. Are guided by the individuals views about what they need and what helps

them4. Treat everyone as a capable citizen who can make choices and take control

of their own life5. Work with respect, dignity and compassion6. Recognise that Mental Health Services are only part of the persons recovery7. Recognise, respect and support the role of carers, family and friends8. Communicate with each person in the way that is right for them9. Understand that each person has a unique culture, life experience and

values10. Give people the information they need to make own choice and decisions 11. Support their workers to do their jobs well12. Challenge “us and then” attitudes both written Mental Health Services and in

the wider society

Wellbeing

PhysicalNeeds

PsychologicalNeeds

EmotionalNeeds

Supporting or Providing Good Health, Food/

Water & EnvironmentHealth advice and supportFood quality and quantity

Ensuring a safe, comfortable & respectful environment

Seeking to Understand Others Not to be

UnderstoodPsychological Mindedness

Clear and open communicationHuman Rights/Equality/Respect

Spirituality/CultureEducation

Helping to Manage Voices/Visions/

Negative EmotionsAdvice & support to choose the

most appropriate therapyProvision of evidence-based

TherapiesCarer support and involvement

Help to Identify and Achieve OngoingEveryday Living

ShelterSocial networks

Fulfil financial needsSelf respect

Recovery ObjectivesSupport/Care needs

LPT’s ContributionA Wellbeing Trust

Person centred, holistic, supports recovery & multidisciplinary working, challenging and culture-shifting, meaningful and, inclusive

Social Needs

Journey Wellbeing

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A Journey to 2012 - our organisational development based on wellbeing and recovery

2012 - Aims• Striving for the most effective outcomes for our service users

• Putting recovery at the heart of our activities

• An improved focus on the in-patient pathway and service user experience

• Transformation of our community services – clear pathway for service users and referrers.

• A financially robust organisation with strong business planning underpinning what we do.

• Broadening community engagement and access

• A workforce fit for the future reflective of our local population, right skills and experience

• Growing reputation a teaching trust

• An infrastructure which delivers organisational excellence

• Well developed and effective relationships with our partners

• Meeting the challenge of demographic and social shifts

• Understanding how the wider world changes

Quickly Developing the Building Blocks for our Future

Service Developments– locality model of service

– single site in patient unit

– refocused community services using a rationalised estate

Foundation Trust– Wide and varied

membership – community engagement

– Constitutional governance

– Financial Strategy

Integrated Governance– Transparency– Accountability

New Structures– Leadership team– Strengthen, user, social

care, primary care, equality and human rights perspectives

– Research, training and development – The LPT academy

As we develop our vision we will remember …• That we are part of the Mental Health System

• That we are a Social Care Provider and not just a health provider

• We exist for our service users, their families and communities

• Our staff, of all different backgrounds, are our services – believing in them, supporting them and hearing their views is critical to effective services.

• We are temporary custodians of public resources – we must be held to account for what we do

• We must be open to change and development and learn from others

• We have responsibilities to help reduce the stigma and prejudices that continue to surround mental ill health and increase opportunities for people to participate

• How critical Commissioning is to future services – we are part of a health and Local Government partnership.

Accountability – Consumer Insight

• Delivery – the service delivers the outcomes it promises and manages to deal with any problems that arise;

• Timeliness – the service responds immediately to the initial customer contact and deals with the issue at the heart of it quickly and without passing it on between staff;

• Professionalism – staff are competent and treat customers fairly;

• Information – the information given out to customers is accurate and comprehensive and they are kept informed about progress;

• Staff attitudes – staff are friendly, polite and sympathetic to their customers and their needs.

Mori Report for Office of Public Service Reform

The importance of critical moments

McKinsey research (The McKinsey Quarterly, November 2005) has identified the benefits to organisations of responding appropriately to emotionally charged, critical moments for customers – often occurring when they have a serious problem. Research shows that transactions conducted at such moments are likely to make a far greater impact on customers’ perceptions of the service they receive than unlimited numbers of more mundane dealings. American Express, for example, realised through direct contact with customers that its handling of critical situations had a major impact on their perception of its service, and designed its approach accordingly.

Barclaycard – Lost card call

Barclaycard: Good morning, Barclaycard. How can I help?

Consumer: Yes, I’d like to report a stolen card.

Barclaycard: OK, can I have your number please?

Consumer: I haven’t got it. I’ve just had my bag stolen.

Barclaycard: Oh, I see. Haven’t you got it written down somewhere?

Consumer: I had it in my diary, which was in my bag.

Barclaycard: OK, can I have your name please?

American Express – Lost card call

AMEX: Good morning, American Express. How can I help?

Consumer: Yes, I’d like to report a stolen card.

AMEX OK, can I take your name please

Consumer: Jane Granger

AMEX: Thank you, Mrs Granger, my name is Sue. Now, firstly, are you OK?

Consumer: Yes, I am okay. They stole my bag. I am away on business, so it has everything in it.

AMEX: Right, don’t worry. We’ll do everything we can to help you. Where are you?

Consumer: Paris

AMEX: Do you need me to call you back?

Consumer: No, that’s OK, thank you.

AMEX: Now, we can get you a replacement card within 48 hours. In the meantime, will you need some money or a place to stay?

In many instances, public services do not respond well to critical moments. In too many cases they operate as “data factories”, where the primary goal is to ensure that correct procedures are followed, rather than to serve the customer.

Citizens Advice Bureau (CAB) Case Study

The client (a homeless male with literacy needs and a recovering drug addict) had been robbed of all his possessions while sleeping rough. With the help of a CAB adviser he completed form SF400 to apply for a crisis loan. He was however refused the loan by Jobcentre Plus because the food and goods he required were itemised on the same form rather than two separate forms. He was told to go back to CAB with two forms and return to Jobcentre Plus the following day. The fact that he was hungry, dispirited and in desperate need of money was ignored.

Quoted from SEU Report: Improving Services, Improving Lives October 2005

Next Steps

2012 Conversation

• Consultation withinternal and externalstakeholders to build the detailed picture together of how 2012 will look (link with LLR)

• 12 shared aims• A 5 year timetable for

delivery – immediate action including….

• Executive Team• Locality model, single site in

patient service, clinical networks

• Social Care Integration• New governance

arrangements• IBP – workforce, finance,

service strategies

My context – “first politicalmemory”