Contents. 4 About us. 5 Introduction. 6 Our vision and values. 7 Our strategic business objectives. 8 Our business plans.

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3 Services good enough for my family 3 Contents 4 About us 5 Introduction 6 Our vision and values 7 Our strategic business objectives 8 Our business plans 10 Our finances 11 Quality improvement 12 Our staff 13 Becoming an NHS Foundation Trust 14 Summary 15 Useful documents

4 4 About us Devon Partnership NHS Trust serves a population of around 890,000 people and works closely with other health and social care providers across Devon to support the recovery of people with mental health needs. Services good enough for my family We deliver services for: Adults of a working age and older adults Pregnant women concerned about their emotional or mental wellbeing People who are low in mood, stressed, anxious or depressed People with an eating disorder People with alcohol and substance misuse issues People with a learning disability People in Devon s three prisons People with gender identiy issues People who need forensic or secure mental health services (usually people who have come into contact with the criminal justice system) Young people experiencing their first episode of psychosis. We are also expanding our specialist services to provide services for people with Autistic Spectrum Conditions (ASC), Attention Deficit Hyperactivity Disorder (ADHD) and a personality disorder, as well as expanding our perinatal mental health services. We have an annual budget of 130 million. We employ 2,000 staff and also have staff working with us from Devon County Council and Torbay Care Trust, including social workers and support workers.

5 Services good enough for my family 5 Introduction For the past six years, our Trust has been on a continuous journey of improvement which has seen it take significant strides forward. In particular, we have looked long and hard at issues of quality and safety and have worked closely with, among others, the Care Quality Commission to help us drive-up standards across all areas of care. This process of improvement is never complete, but we have transformed many aspects of the way in which we care for the people who use our services and the way in which we measure our performance in relation to practice standards and compliance requirements. In the field of record keeping, for example, the introduction of a single electronic records system has had a huge impact on the quality and safety of the services we provide, as has our focus on staff supervision and appraisal. Importantly, we have also taken sustained action to improve the underlying financial position of the organisation and these efforts have enabled us to achieve stability in what is a very demanding financial environment. While much of this work has been very challenging for our staff, we are now much closer to providing services that are good enough for my family and I believe that our experiences over recent years have placed us in a far stronger position to achieve long-term success. We are, however, now entering a pivotal phase in our development. In a climate where there is an unprecedented emphasis on quality, safety, efficiency and competitiveness, we must do even more to demonstrate genuine service excellence - both to the people who use our services and those who commission them. This document summarises the vision and values within which we operate and clearly sets out how we will go about achieving our strategic business objectives over the next five years. If we are successful in delivering against these objectives, we will build a reputation for being brilliant at the basics in all aspects of care; gradually expand our sphere of influence across the local health economy and establish our credentials as an organisation that can manage whole pathways of care. Iain Tulley Chief Executive

6 6 Our vision what we are here to do Services good enough for my family Our vision is to provide a range of mental health services that are good enough for my family. To achieve this we believe our services have to be: Minimum rik of harm to people and best possible quality of care Based on early intervention, available when people need them, without unnecessary waiting Tailored to meet the needs of individuals, and planned with them Emphasising hope, opportunity and the ability to exercise control over treatment and life choices Making best use of our human and financial resources, building our reputation, establishing consistency and reducing our carbon footprint Our values what is important to us Our values shape how we go about our work and are central to providing services that are good enough for my family. Our values have been developed through discussion with the people who use our services and our staff. They are: Valuing and respecting people Enabling and supporting our staff Listening to people High quality clinical and managerial leadership Promoting respect and compassion Being inclusive Working with people in delivering their care Promoting personal recovery in everything we say and do.

7 Services good enough for my family Our strategic business objectives We have three strategic business objectives: To consolidate and improve the quality, responsiveness, efficiency and costeffectiveness of our services. This is about being brilliant at the basics, such as care planning, record keeping and risk assessment. 7 To expand current services and improve care for people whilst delivering overall savings for the local health economy. This is about re-affirming our organisation as the provider of choice and extending our sphere of influence. To provide an integrated health and social care service by working with new and existing partner organisations. This is about simplifying access to services and ensuring that people experience a joined up approach to how their needs are best met. Our expertise in providing care and treatment for people with mental health needs enables us to have a central role in co-ordinating the pathway of care for a wide range of conditions.

8 8 Our business plans for Vision Services goo Services SAFE TIMELY PERS Objective CONSOLIDATE What we will do Maintain competitiveness through continued efforts to improve efficiency and reduce waste whilst not compromising the quality of the care we provide Become brilliant at the basics Improve efficiency and deliver cost improvement pro Develop our reputation as provider of choice, being responsive to the needs of Devon s communities and commissioners Embed good practice, recovery standards, risk mana well as maintaining consistently high levels of superv Maximise the potential of our Foundation Trust mem Contribute to wider Devon strategic partnerships (for Board and QIPP programmes) Improve older people s inpatient facilities and strengt better care for people with dementia, particularly aro intervention Objective EXPAND What we will do Expand and develop exisiting services to provide a broader range of services and minimise the need for people to be treated outside Devon Invest in mental health to support physical health care pathways and improve the overall cost effectiveness of the local NHS Expand existing specialist services eating disorders perinatal mental health and develop personality dis services Deliver the 30m capital development at Langdon Ho Expanding medium and low secure services Increasing the overall number of beds from 70 to 1 Expand psychology and other liaison services for peo older people with dementia Meet the needs of people with medically unexplaine Objective INTEGRATE What we will do Develop partnerships with other providers Retain existing contracts and tender for new busines Build stronger links with GP commissioners, clinical commissioning groups and other stakeholders to redesign services and meet their needs Engage in planning and service redesign groups Engage in regular clinician to clinician meetings acros

9 9 od enough for my family SONALISED RECOVERY-FOCUSED SUSTAINABLE programmes nagement, care planning and recording as rvision and appraisal mbers for example the Health and Wellbeing ngthen community services to provide round early assessment, diagnosis and How we will know how we ve done More positive feedback from users of services and commissioners Shorter lengths of hospital stay Greater range of alternatives and fewer hospital admissions More people treated at home Retention of core business and position as provider of choice Ability to retain and recruit high quality staff Public confidence and improved reputation Reduced emphasis on hospital admission and long lengths of stay, by providing high quality care for people in the community ers, psychological therapies, gender identity, ndition services don Hospital that includes: How we will know how we ve done Achievement of planned savings targets and a reduction in the number of people requiring treatment outside Devon Business growth and expansion 100 s for people with physcial health problems ned symptoms ess as opportunities emerge ross the county Improved outcomes for people measured by number of contacts with services and feedback from surveys and other sources How we will know how we ve done Better integrated pathways of care Improved satisfaction among users of services Recovery outcomes measured and improved Confidence among commissioners in what we do and how we do it Better integration of health and social care pathways

10 10 Our finances We are in a strong financial position and have consistently achieved our financial targets. Services good enough for my family The NHS Quality, Innovation, Productivity and Prevention (QIPP) programme is a large scale transformational initiative aimed at improving the quality of care the NHS delivers, whilst making up to 20 billion of efficiency savings by In Devon, the requirement is an improved use of resources in mental health and learning disability services by 10 million by The impact this has on the Trust has been included in our financial plans, which combine both challenging cost improvement plans and service developments. This is in addition to all NHS Trusts having to make internally generated cost efficiencies to manage reductions in income as a result of changes to tariff, investing in quality improvements, adhering to NICE guidelines and financing developments, for example, the capital development at Langdon in Dawlish. Nevertheless, the Trust is confident in responding to the challenging financial times ahead.

11 Services good enough for my family 11 Quality and safety improvements One of our key aims is to provide the best quality of care and treatment to support each person in their recovery. We will continue our drive to deliver quality and safety improvements, which have included: Better monitoring of the experiences of people using our services Surveying GPs to ensure that people are receiving services which meet their expectations and individual needs. We have put in place the following measures to ensure that we provide high quality, safe services: Measure Services which are well designed Standards for reliable delivery of services Clinical governance systems to support clinical effectiveness and manage risk How we will know what we have achieved By listening to the views of people who use services locally,nationally and internationally - as well as our staff and partner organisations By meeting and exceeding national standards for best practice and leading through innovation By investing in patient safety skills and using proven improvement methodology to deliver high quality, safe care By having a Clinical Governance Strategy with clear objectives focusing on: Medicines management Reliable care Communication and improved learning Introduction of a quality improvement framework to ensure compliance with standards Development of a consistent set of Standards of Practice and Records on our electronic care record - RiO Peer validation visits and executive safety walkarounds Improved systems and procedures in medicines management.

12 12 Our staff We recognise that a dedicated, loyal and committed workforce is vital to our success in delivering high quality care. Services good enough for my family Our workforce strategy has taken into account our future service plans. Our key workforce objectives are to: Continue to develop our staff so that they are competent, confident and motivated, and feel valued and respected Ensure our staff are central to the successful development and delivery of our strategy and plans Ensure we have a flexible workforce that can adapt to rapidly changing needs and conditions Provide clear leadership at all levels, which supports and is capable of implementing the Trust s strategic objectives Create an organisational culture which is recovery-focused and encourages staff to develop and learn to improve the experience of people who use our services Ensure our workforce is fit for purpose with a clear alignment to our strategy Embed effective performance management systems and ensure that these are an integral element of the operational delivery of services Ensure regular supervision and appraisal for all staff. We will undertake regular staff surveys to supplement the annual NHS Staff Survey in order to identify and take action in key areas of need or concern.

13 Services good enough for my family Becoming an NHS Foundation Trust NHS Foundation Trusts are accountable to Monitor - the independent regulator and have a Board of Directors and a Council of Governors made up of elected members from staff, the public and people who use our services. 13 Becoming a Foundation Trust will give us greater freedom to invest in, improve and develop our services and facilities. The main benefits will be: More effective participation and influence by people who use services, their families and carers, commissioners, partners, staff and the general public More opportunities, through our growing membership, to tackle stigma and promote wellbeing, recovery and social inclusion More financial freedom The ability to be more responsive to local needs. Our members will be able to influence plans and proposals to improve our services and stand for election to the Council of Governors as shown in the diagram below: Members People who use our services, carers, staff, public Elect representatives to form majority of the Council of Governors Consult with and inform members Council of Governors Elected members, representatives from NHS Trusts, local councils, universities, and voluntary organisations Receive and be consulted on plans submitted by the Board of Directors Receive the annual accounts, auditor s report and the annual report Appoint the Chair and other Non-Executive Directors of the Board of Directors Approve the appointment of the Trust s Chief Executive Appoint or remove the Trust s auditors Board of Directors Chair selected by the Council of Governors. Board includes Chief Executive, Non-Executive Directors and Executive Directors. The Board of Directors has day-to-day responsibility for running the Trust

14 14 Summary We are well-placed to meet the challenges of the rapidly changing NHS landscape. Services good enough for my family The Trust is increasing its income and continues to expand its sphere of influence over local services - and is developing new services all of the time.this is clearly good news and we have worked very hard to put ourselves in this position. However, there are increasingly tough times ahead. Having made way for improvements to quality, safety and financial stability we must now start to improve our outward focus on understanding the requirements of external stakeholders. In particular, we need to make sure that we fully understand the needs and priorities of our local GPs as they take-up the role of commissioning services and we have already started to have a far closer and more meaningful dialogue with them. Attaining Foundation Trust status will provide a springboard for us to take forward our plans to consolidate and expand services and to ensure that people in Devon continue to receive the best possible care and treatment.

15 Services good enough for my family Useful documents Available from our website Annual Report 2010/11 Quality Account 2010/11 The following provide more detailed information about our plans and progress to date and are available by contacting Janet Racibowski, Foundation Trust Secretary on or Integrated Business Plan Workforce Strategy Quality Governance Strategy Membership Strategy NHS Constitution Involvement Strategy 15

16 If you need a copy of this leaflet in a different language or format, please contact our PALS team on or dpn-tr.pals@nhs.net Devon Partnership NHS Trust Headquarters Wonford House Dryden Road Exeter EX2 5AF Telephone: dpn-tr.info@nhs.net Reference number: 287/02/12