WELCOME to our Annual General Meeting

1. WELCOMEto ourAnnual General Meeting

2. Tony HarropChairman

4. THE 2012 STORY “Developing Leicestershire Partnership NHS Trust” Professor Antony Sheehan Chief Executive

5. Agenda • Our current context • Themes for our future vision? • Immediate Action including Launching the 2012 conversation ……The power of words…..

6. 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

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

8. 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

9. 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 achievement So… • 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….

10. A Charter for Mental Health in Leicester, Leicestershire & Rutland …a right to Mental Health Services that… • Make a positive difference to each person they serve • Stop doing things that are not working • Are guided by the individuals views about what they need and what helps them • Treat everyone as a capable citizen who can make choices and take control of their own life • Work with respect, dignity and compassion • Recognise that Mental Health Services are only part of the persons recovery • Recognise, respect and support the role of carers, family and friends • Communicate with each person in the way that is right for them • Understand that each person has a unique culture, life experience and values • Give people the information they need to make own choice and decisions • Support their workers to do their jobs well • Challenge “us and then” attitudes both written Mental Health Services and in the wider society

11. LPT’s Contribution A Wellbeing Trust Person centred, holistic, supports recovery & multidisciplinary working, challenging and culture-shifting, meaningful and, inclusive Wellbeing Social Needs Psychological Needs Physical Needs Emotional Needs Help to Identify and Achieve Ongoing Everyday Living Shelter Social networks Fulfil financial needs Self respect Recovery Objectives Support/Care needs Seeking to Understand Others Not to be Understood Psychological Mindedness Clear and open communication Human Rights/Equality/Respect Spirituality/Culture Education Supporting or Providing Good Health, Food/ Water & Environment Health advice and support Food quality and quantity Ensuring a safe, comfortable & respectful environment Helping to Manage Voices/Visions/ Negative Emotions Advice & support to choose the most appropriate therapy Provision of evidence-based Therapies Carer support and involvement

12. A Journey to 2012 - our organisational development based on wellbeing and recovery Wellbeing Journey 1.Outcomes focus 2.Human rights and equality 3.Inpatient excellence 4.Community service transformation 5.Financial rigour 6.Community engagement 7.Workforce adapted to future 8.Teaching and learning reputation 9.Robust infrastructure 10.Effective partnerships 11.Flexibilty to changing need 12.Environmental understanding Achieving Foundation Trust Status Achieving Integrated Governance New Service Developments Establishing New Structures

13. 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

14. 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 Quickly Developing the Building Blocks for our Future

15. 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.

16. 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

17. 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.

18. 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?

19. 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?

20. 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

21. 2012 Conversation Consultation with internal and external stakeholders 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 Next Steps

22. My context – “first political memory”