Our strategy 2017 2022 - West London NHS Trust
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Our strategy 2017 - 2022
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Our corporate strategy
West London NHS Trust has developed this strategy to outline (2016) to tackle whole system pressures and the health and
our plans for the organisation for the next five years. wellbeing, care and quality, and finance and efficiency gaps.
It sets out the vision of the Board and other senior leaders in During this time, West London NHS Trust has also been
the Trust for WLMHT to be a leading provider of outstanding successful in its ambition to diversify beyond only delivering
health and social care in West London and beyond, and comprehensive mental health care, and we are now the lead
outlines our medium term plans for what we need to do to provider for public health services in Ealing (One You Ealing),
achieve this vision and the benefits we hope will be delivered intermediate care services in Ealing (Home ward Ealing), as well
for our patients, carers, staff and local populations. as delivering intermediate care and reablement services in
Hammersmith and Fulham as part of the Community
Why review the Trust strategy now? Independence Service partnership. We have constructed new
inpatient facilities for our specialist services in West London
In 2014, West London NHS Trust launched a review of our and at Broadmoor Hospital. We have also been successful in
purpose and goals, with an aim to ensure that our vision and our bids to pioneer New Models of Care, taking on the
objectives were relevant to our service users and meet national management of commissioning budgets on behalf of NHS
and local ambitions and challenges. The review provided an England for children and young people’s specialist mental
opportunity for a far-reaching discussion and generated 4,900 health care as lead provider, and for forensic services in
comments on a web-based platform to influence a new partnership with other North London NHS trusts.
mission, vision and values framework for the organisation.
It is timely therefore for us to review our strategy, to recommit
Since then, the NHS has sought to tackle sustained financial to our vision and values, and to refresh our organisational
pressures and demand related to an aging population, and aims, with an eye on the timeframes and plans set out in the
published a Five Year Forward View (2014), and a Five Year five year forward view and local STP.
Forward View for Mental Health (2016) and locally
commissioners and providers in North West London have
defined their Sustainability and Transformation Plan (STP)
3 The challenges North West London faces
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Our corporate strategy
How has this strategy been developed? At a recent leadership forum (May 2017) fifty five senior leaders
in the Trust:
This strategy has been developed following an assessment of • strongly agreed with the statement “WLMHT should
the Trust and our local context, taking into account work done develop a broader range of services, including
previously with service users and external stakeholders to steer community physical health services”
our values and objectives, as well as considering what is likely • strongly disagreed with the statement “WLMHT should
to change externally in the years to come. Our recent successes stick only to mental health”
and challenges have been considered, including successful • One hundred per cent of those present supported the
acquisition of new and diverse services, the completion (or idea that the Trust should change its name to reflect a
near-completion) of new facilities at Thames Lodge and wider range of services beyond Mental Health.
Broadmoor Hospital, and feedback from our recent inspections
by the Care Quality Commission.
In addition to feedback about what we should do, we have also
heard from staff and leaders within the Trust what we should
Over the last eighteen months, we have undertaken not do:
engagement with staff at Leadership Forums and members of • Should not expand only for expansion’s sake – but grow
the Trust Board over away days and development sessions, and where we believe we can add value or quality to new
we have shared our early ideas with some service users and services or our existing services
external stakeholders to produce the proposals in this
document. • Should not diversify or expand at the expense of our
existing comprehensive and specialist mental health
services, including Broadmoor and the Cassel.
• Should not expand into geographical areas which are not
contiguous with our existing services.
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Our corporate strategy
Next steps Together these plans will incrementally move us towards the
delivery of vision, and will be the method by which we are able
This document sets out what we want to achieve at a high level to determine priorities and track progress.
over the next five years, and provides a framework linking
existing work across the organisation, including: The strategy has been developed based upon our assessment
of the current context, and we will revisit it on an annual basis
• Our CQC and Quality Improvement Plans to confirm that it remains the right direction of travel and to
reassess priorities for implementation.
• Transformation plans in the Clinical Service Units
• Integrated Business Plan (2017-2019)
• Redevelopment and Estates Strategy (2017-2022)
• Information Technology Strategy
• Human Resources Strategy
• Communications and Engagement Strategy
• Research and Development Strategy
• Nursing Strategy
• Allied Health Professionals Strategy
Dr Chris Hilton Carolyn Regan Tom Hayhoe
Director of Chief Executive Chairman
Business and
Strategy
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WLMHT in 2017
Where we are today?
WLMHT is one of the UK’s most diverse providers of NHS
mental health and community services with 3,308 directly
employed staff providing care and treatment to 62,576 people
in 2016/17 and serving a population of over 700,000.
Our services include a range of local, specialist and forensic
mental health services, including personality disorder services
in the Cassel Hospital, and high secure services at Broadmoor
Hospital. We are the primary and acute mental health provider
in the London boroughs of Ealing, Hammersmith & Fulham, In the past few years, the Trust has expanded into delivering
and Hounslow. public health services and community physical healthcare
services within our London boroughs in partnership with acute,
We are a teaching trust with links to numerous universities and community, local authority, third sector and primary care
academic institutions; WLMHT has a strong dementia research partners.
portfolio and one of the UK’s first clinical trials units for mental
health research. Our interfaces with the North West London Sustainability &
Transformation Partnership are a key driver for our corporate
strategy. The STP has identified that in North West London
there will be a £1.3 billion financial gap by 2021 in our health
system if changes are not made to improve specialisation,
localisation and integration of services.
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WLMHT in 2017
• Public health services
– One You Ealing
– Smoke Free Ealing
• Intermediate and community care
– Ealing (Home ward partnership)
– Hammersmith and Fulham
Westminster
Kensington & Chelsea (CIS partnership)
– NWL Care Homes Telemedicine (with LCW)
– Hounslow Primary Care Fellowship
• Comprehensive local mental health services – all ages and tiers –
700,000 residents
– Ealing
– Hounslow
– Hammersmith & Fulham
• National and regional specialist mental health services
– Broadmoor Hospital
– West London Forensic Service
– New Care Models (CAMHS / Forensic)
– The Cassel Hospital
• Other mental health services
– Harrow / Hillingdon
– Brent
– Kensington & Chelsea
– Westminster
– City of London
– Richmond
• Primary care services
– For our secure inpatients in Ealing and Broadmoor
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Our mission, values, vision and objectives
The aim of this document is not to reinvent the mission, values, Our vision:
vision and objectives that were developed in 2014, but to
recommit to them, and to refresh our understanding of what
To be an outstanding provider of health
they mean in our current context. and social care, committed to improving
Our mission: quality and caring with compassion.
Promoting hope
and wellbeing Our objectives are to:
• Be outstanding (we collaborate and
together
innovate)
Our values: • Improve quality (we invest, we listen
• Togetherness and learn)
• Responsibility • Care with compassion (we work
• Excellence together, we are recommended)
• Caring
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Accountable care partnerships
Hammersmith and Fulham Health and Care Partnership
Partnership working and accountable care HF GP Federation, Imperial College Healthcare NHS Trust, Chelsea and Westminster Hospital NHS
FT, WLMHT, Central London Community Healthcare NHS Trust, with London Borough of
Hammersmith and Fulham and third sector partners
WLMHT’s mission statement (Promoting hope and wellbeing CAMHS Tier 4 New Models of Care
together), and objectives (“we collaborate…”) reflect the wide WLMHT (Lead Provider), Central and North West London NHS FT, Priory Group, NHS England, NHS
range of formal relationships the Trust has with a large number North West London
of partner organisations. Forensic Mental Health New Models of Care
Barnet, Enfield and Haringey NHS Trust (Lead Provider), WLMHT, East London NHS FT (with Central
and North West London NHS FT and North East London NHS FT).
It is our strategy to continue to nurture partnerships to deliver
care over the next five years. Home ward Ealing
WLMHT (Lead Provider), Ealing Council, Central and North West London NHS FT, London Central
and West Unscheduled Care Collaborative, Chelsea and Westminster Hospital NHS FT,
Community Independence Service partnership
Central and North West London NHS FT (Lead Provider), WLMHT, London Central and West
Unscheduled Care Collaborative, London Borough of Hammersmith and Fulham, Royal Borough of
Kensington and Chelsea, Westminster City Council, Central London Healthcare, London Medical
Associates.
Nationally, providers are being encouraged to form more
formal strategic Accountable Care Partnerships, contractually
joining forces to tackle the current fragmented commissioning
and provision of care, duplication of efforts, numerous access
points, poorly aligned incentives and financial unsustainability.
WLMHT is already working in a number of formal partnerships
to deliver care, and we are seeking to develop these, and to
work with partner providers in our other boroughs over the
coming years to support delivery of accountable care for our
populations.11
Values based growth
The Trust Management Team has previously (2013) endorsed a service financially sustainable and adequately staffed
Values Based Growth approach to the assessment of • Quality and performance: is the existing service known for
commercial opportunities. quality and performing on target?
• Partnerships: is the service currently delivered by a strategic
partner and does bidding pose a risk to partnerships elsewhere
In light of this strategy we will refine our approach to making
• Stakeholders: do we have existing positive relationships with
decisions about tendering for new business, to ensure that key stakeholders (eg commissioners, interfacing services, STP)
opportunities continue to be assessed critically and in line with
our values. WLMHT proposal
The proposed revised decision framework is illustrated below: • Our capacity: do we have leadership / expertise available to
mobilise / deliver the service?
Nature of the opportunity • Our model - viability: can we offer a model which is financially
viable and which we can successfully deliver (including
• Geography: are new opportunities located in or linked to our workforce)?
existing services • Our model – quality: does our model offer improved quality of
• Core business: is the new opportunity for a service which we care for users of the service and/or for our other service users
already provide, or aligned with this overall strategy? • Partnerships: Can we identify partners to work with us to
• Regulation: Can this service fall within our existing regulation / support successful delivery of a new model
governance frameworks
Overall assessment
Due diligence
Overall decision based on global impression and
• Financial viability and workforce capacity: is the existing recommendation to TMT / F&P / Board12 Where we will be in 2022
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Organisational identity
WLMHT was formed in 2001 from a number of predecessor professionals to attract fewer appropriate candidates than
organisations (West London Healthcare NHS Trust / Ealing expected, whilst receiving applications from mental health
Hammersmith and Fulham Mental Health NHS Trust, Riverside professionals who are not qualified for the roles. Renaming the
Mental Health NHS Trust, Hounslow and Spelthorne Community Trust will improve our ability to attract a greater range of staff.
and Mental Health NHS Trust) and Broadmoor Special Hospital
Authority). Minimising costs
Undertaking an exercise to rename the Trust during 2017-18
Whole person care will allow us to minimise costs by doing this in parallel with our
In this document we have outlined a plan to broaden the range existing plans to adopt NHS Mail (in place of our own email
of services the Trust provides, to include a range of (non- server) and the requirement from NHS Identity to adopt new
mental health) community and public health services and, branding, making changes to online publications by the end of
whilst maintaining our position as major provider of 2017-18 and to printed materials and physical signage when
comprehensive mental health services, our wish to position practical.
ourselves as a leading provider and partner in the provision of
integrated whole person care. Renaming the Trust will reflect A working group has been established by the Trust
this ambition and improve our ability to bid successfully for Management Team and early engagement with staff has
non-mental health services. identified two possible names which will be put forward for
wider consultation:
Recruitment
Managers in our existing physical health services also report
challenges recruiting non-mental health staff due to the Trust’s
identity, and it is not unusual for our advertisements for
registered general nurses or physical health allied health15
Next steps
We would like your feedback: What about our overall strategy?
on the two proposed names for the organisation (with an - Are there any significant gaps in the strategy?
option also to suggest alternatives, however we will be
constrained by strict rules contained within the NHS Identity - Do you agree with the principles by which we select the
Guidelines. new services we might wish to bid for?
- Please send your feedback to:
strategy.consultation@wlmht.nhs.uk16 Glossary of abbreviations • BEH: Barnet, Enfield and Haringey Mental Health Trust • CATT: Crisis, Assessment and Treatment Team • CIDS: Cognitive Impairment and Dementia Services • CIS: Community Independence Service • CNWL: Central and North West London NHS Foundation Trust • ELFT: East London Foundation Trust • IAPT: Improving Access to Psychological Therapies • NMOC: New Models of Care • NWL: North-West London • PCMH: Primary Care Mental Health • SPA: Single Point of Access – The Trust’s 24/7 Helpline for patients, carers and referrers: 0300 1234 244 • STP: Sustainability and Transformation Partnership
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References
• Five Year Forward View for Mental Health
A report published in 2016 by the Independent Mental Health Taskforce setting out plans to transform
services across England to achieve the ambition of parity of esteem between mental and physical health.
• Like Minded
A programme in North-West London intended to improve the experience of people with mental health
needs.
• Shaping a Healthier Future
A programme to reshape hospital and out of hospital health and care services in North-West London, with a
focus on care that is delivered closer to home and better coordinated between different organisations.
• Sustainability and Transformation Partnerships (STPs)
Partnerships between the NHS and local authorities to transform local services to address both quality and
financial viability to be able to deliver integrated care that meets the needs of the whole population in the
area.You can also read
