14 Jan 2013
The beginning of the year is a great time for all of us working here to think about what we want to achieve in the next 12 months. So I thought it would be timely to share with you my thoughts on our priorities for 2013.
As you all know, we’ve been dealing with lots of changes both locally and nationally. I know changes isn’t always easy and can be stressful. So I am grateful for the effort that you are all putting in to support and deliver these changes. Often this is on top of your day jobs. It’s really important that we all feel involved in making these changes. So we will make further efforts to update, inform and involve staff and service users.
Developing and maintaining positive relationships, particularly with our new commissioners, CCGs (clinical commissioning groups) is key to delivering effective services. We have made a good start and have recently agreed to set up a joint Transformation Board with our local commissioners which will look at how we can further improve services together. The Board starts its work this month and brings together all our key stakeholders (local authority, CCG , primary care and third sector partners, as well as service users and carers).
The Board’s work will build on what was started by our redesign programme board, but this work will be more focussed on collaborating with our external partners to meet the priorities for the North West Sector of London – making sure that going forward, mental health services are provided where, when and how local people want them. Dr Nick Broughton will be co-chairing the Transformation Programme Board with one of the CCG mental health leads.
Another key area for us will be relationship building with our third sector partners, and a good example of this, is the work we’re doing with Rethink, with whom we’re working now on developing our IAPT services and recovery houses.
A huge focus this year will be on achieving foundation trust (FT) status and we’ll need to continue to forge good working relationships with our contacts at the NHS Trust Development Authority. They came into being in June 2012 to help trusts through the FT process by supporting them to achieve high quality and sustainable care for the communities they serve. We’ll need to keep working with them to maximise development in our areas of strength and improve areas where we know we need to grow our skills, so we succeed as a foundation trust.
We need each of you to get behind us and help drive our campaign to recruit an active membership that represents all our communities. We’ll be sending you some more information about our membership campaign and how you can help us with the January payslips.
Developing the relationships within our organisation will also be a priority area for us in 2013. Many of you will know how important it is to me to improve staff engagement. For leadership teams and for managers it will be about listening to staff and building strong relationships, providing excellent leadership and role modeling good behaviours.
And then thinking about our relationships with patients, we’ll continue to share and develop the good work we’ve been doing to embed our recovery-based approach into all of our services. It’s all about getting the dynamic of our relationships with patients right, about letting go of control, so our patients feel empowered to make progress towards their personal recovery.
We will also have the chance to celebrate our history of caring for patients at Broadmoor for 150 years – a tremendous milestone in mental health care.
Yes – we do have a truly ambitious agenda, but I can see from the time I’ve spent here, that we are making great progress. If we continue to work together as a team and focus on the importance of the many and varied relationships I’ve mentioned above, I believe we’ll be putting ourselves on a good footing to achieve our objectives and deliver the services our patients desire.