Trust Summary Strategy 2019-2024 - Delivering Excellent Care and Supporting Wellbeing - Greater Manchester ...
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Delivering Excellent Care
and Supporting Wellbeing
Trust Summary
Strategy
2019-2024
Improving Lives and
Optimistic Futures
150
5,400
53,000 sites
service users
staff
£319.3m
Total annual
income
Contents 6 specialist
research units and
involvement
£10m Our Trust by Numbers ........... 02
in 130 clinical
2018/19 Capital Introduction ........................... 03 research studies in
Expenditure 2018/19
Plan on a page ....................... 04
Context .................................. 07
Our Population ...................... 08
Strategic Objectives .............. 11
Living Wage
7,300 Objective One ........................ 13
Foundation
Recovery Objective Two ........................ 15
Employer
Academy Objective Three ..................... 17
Students
Objective Four ....................... 19
Objective Five ........................ 21
10,600 Our Services ........................... 22
219
Monitoring and Outcomes ... 28
Members apprentices
participating in
Milestones ............................. 29
over 31 different
Get Involved .......................... 31 programmes
22 Elected Governors
“ Our ambition is for people
to have improved lives and
optimistic futures. ” Neil Thwaite
Chief Executive
Welcome to Greater Manchester Mental
Health NHS Foundation Trust’s new strategy
for 2019 to 2024.
I am delighted to be presenting The new NHS Long Term Plan We believe that the way we do
this strategy, our first as Greater aims to ensure the healthcare things is equal to what we do.
Manchester Mental Health system is fit for purpose for the We will continue to promote
NHS Foundation Trust (GMMH) next ten years. In line with this, a healthy and open culture
following the acquisition of the Greater Manchester Mental and to support all our staff to
Manchester mental health Health and Wellbeing Strategy deliver safe and high quality
services in 2017. Having focused and our commissioner plans services. Staff wellbeing is a
on bringing the two former and priorities, our strategy has fundamental priority for us
organisations together over the a continued focus on quality, and as we look forward we will
last two years, I am pleased to workforce, digitally-enabled do so with service users at the 03
now be presenting our shared care, research, partnership heart of everything we do.
vision for the future. Our vision working and social value. We
– working together to improve have made great progress over
lives and support optimistic the last two years, not least
futures – is founded on our in transforming services in
values, which are embedded Manchester, and we are well-
throughout our services. It placed to focus on the future.
reflects the importance we We have recently launched
place in achieving the best a new Quality Improvement Neil Thwaite
possible outcomes for service Strategy and Digital Strategy, Chief Executive
users. both of which will be key
drivers in delivering our over-
The profile of mental health arching vision, and are already
has been raised significantly recognised nationally as a
in recent years partly through highly research active mental
campaigning, high profile health trust. Partnership
people speaking candidly working is intrinsic to delivering
about their mental health care in a different, more
problems and greater focus effective way and we are a
in government. Our strategy strong and visible partner in
builds on this drive to challenge our local communities. Beyond
stigma and address inequalities, partnership working, we want
by clearly setting out what we to contribute even more social
will do over the next five years value.
to improve our care offer and
support wellbeing. We are
aiming for excellence and will
work closely with our partners
to deliver this. Trust Strategy 2019-2024
Our vision Working together to improve lives
Our strategy Delivering excellent care
Our strategic
Work with service users and Create an outstanding place Continuously
carers to achieve their goals to work, ensuring staff feel services for use
by delivering high quality valued and are supported Research, Inno
care to reach their potential Digital Tech
Our priority progr
04
Quality Improvement Supply, recruitment and retention Research and In
To improve outcomes Outstanding place to work Digita
To deliver safest care Transforming our workforce
To integrate care around the Outstanding leadership and
person management development
Best care
We aim to
Best care, every day Compassionate, supported, Best outc
motivated staff
Our values We inspire hope We work together We are caring
Trust Strategy 2019-2024
ves and support optimistic futures
are and supporting wellbeing
gic objectives
usly improve Work in partnership with Be a sustainable, well-led
users through others to improve organisation that delivers
nnovation and wellbeing and challenge social value
Technology stigma
ogrammes of work
05
nd Innovation Service users, communities and Financially sustainable and
Voluntary, Community and well-governed
gital Social Enterprise sector (VCSE)
Safe, effective and supportive
Integrated care environments
Public sector Productivity
Trusted partnerships Delivering Social Value
to achieve
outcomes Individualised, Sustainable services,
seamless care adding value
ng and compassionate We value and respect We are open and honest
Trust Strategy 2019-2024Plan on a page 06 Trust Strategy 2019-2024
Context
The NHS Long Term Plan and In planning ahead, our strategy
Implementation Framework builds on the foundations of
sets out new mental health our co-produced supporting
priorities that focus on strategies, including:
integrated working and mental
• Service User Engagement
health, in particular, prevention,
Strategy, 2018 – 2021
early intervention, resilience
• Carer, Family and Friends
and access to services. This
Strategy, 2018 – 2021
vision is reinforced through the
• Equality, Diversity and
Greater Manchester Mental
Inclusion Strategy, 2019 –
Health and Wellbeing Strategy
2021
for the development of mental
• Spiritual Care Strategy, 2019
health services and reflected in
– 2021
commissioning strategies and
• Housing and Mental Health
Locality Plans.
Strategy, 2019 - 2022
• Workforce Strategy, 2018 –
Engagement in Development
2021
We have created this five-year • Digital Strategy, 2019 - 2022
strategy with service users, • Research and Innovation
carers, staff and leaders, to Strategy, 2017 – 2021
describe how we will develop • Recovery Academy
from 2019 to 2024. We became Programme
a new Trust in 2017, providing • Quality Improvement
local care in Bolton, Manchester, Strategy (Phase 1) 2019-2020 07
Salford and Trafford, as well
as our regional and national This strategy describes the
specialist services. Over the last direction for the organisation
two years, we have successfully over the next five years, guiding
transformed many services, how we will lead and enhance
particularly focusing on services in collaboration with
improving those in Manchester service users, carers, staff and
and integrating them with the partners – always with a shared
other communities we serve. purpose of improving health
and wellbeing.
As we look forward we have
listened to many people’s views
on what is important to them
and how we should move
forward, including:
• Service users and carers
• Staff
• Clinical and other Senior
Leaders
• Council of Governors,
including public, service
users and partner Governors
from across Bolton,
Manchester, Salford and
Trafford
• Board of Directors
Trust Strategy 2019-2024Our Population
People with mental health problems are far more likely to
experience physical ill health and those with serious mental
illness are likely to die 15-20 years earlier than those without.
The number of people accessing mental health
services in Greater Manchester is almost double
the national rate (3,981 per 100,000 population
compared to 2,176 nationally).
08
In Greater
Manchester
approximately
40% of the
population 40%
are among
the 10% most GMMH provides a range of services to
disadvantaged in prisons across the North of England with
the country. a total of over 8000 inmates.
£
Poor mental health makes physical illness worse and raises
total health care costs by at least 45% for each person with a
long-term condition, meaning between £420m and £1.08bn
of all NHS expenditure in Greater Manchester is on long-term
conditions linked to poor mental health.
Trust Strategy 2019-2024Our Scope
Bolton, Salford and Trafford
• Mental Health and Substance Misuse Services (SMS)
Manchester
• Mental Health Services
Bury
• SMS Services
Cumbria
• SMS Services
Specialist Services across Greater Manchester, the North
West and beyond:
• Adult Forensic Mental Health Services (including
medium and low secure care)
• CAMHS - Tier 4, Male Medium Secure Forensic Mental
Health Service, FCAMHS
• Mental Health and Deafness Services
• Health and Justice Services
• Perinatal Mental Health Services
• Substance Misuse Services
• Community Specialist Psychological Services (including
Veteran Mental Health, support to Probation Services)
09
GMMH serves a local population of 1.32 million people and is
projected to increase by over 75,000 by 2026, resulting in 3,000
more people accessing current services.
By 2021, the over 70s population will increase by 15% and over
the next 25 years, the over 85s will double resulting in increased
comorbidities and complex care needs.
The prison population is ageing; in 2002, 7% of prisoners were over
50 increasing to 16% in 2019.
There has been a 12% increase in hospital admissions with a
primary diagnosis of drug-related mental health and behavioural
Changing disorders in the ten years to 2017. The North West has the highest
populations rate of such admissions nationally.
There is an expected 4% increase in the prison population in
England by 2022.
We continue to experience challenges in workforce availability.
The NHS Long Term Plan introduced additional funding for mental
health services through the Mental Health Investment Standard.
There continues to be consolidation of providers to improve quality
and efficiency of services.
Trust Strategy 2019-202410 Trust Strategy 2019-2024
We believe that mental health
and wellbeing matters.
Every person deserves the opportunity to be
supported to improve their mental health and
wellbeing and have access to person-centred,
high quality, integrated services.
Our goals are: Fundamental to our approach
• For people and communities is working with service users
to have mental wellbeing and carers using the ladder
• For individuals who need of co-production. We have
mental health and/or co-produced four important
substance misuse support to strategies that set out how
have timely access to services we do this – Service User and
that are personalised, Engagement, Carers, Family and
integrated and close to Friends, Equality Diversity and
home Inclusion and Spiritual Care.
Together these approaches
• Our staff and services to be 11
provide the framework for the
recovery-focused, building
implementation of our Strategic
individual and community
Objectives.
resilience
• The services we provide As we set out our strategy for
to be evidence-based, the next five years, we have five
offering high quality care by strategic objectives to deliver
compassionate and capable excellent care and support
staff in fit for purpose wellbeing, based on our values.
environments
• Our staff to be happy and
motivated 1. Best care, every day
Work with service users and carers to achieve their
• Anyone with a mental
goals by delivering high quality care
health or substance misuse
issues to be treated equally 2. Compassionate, supported, motivated staff
and be supported to Create an outstanding place to work, ensuring staff
challenge stigma that they feel valued and are supported to reach their potential
may face in their lives 3. Best outcomes
Continuously improve services for users through
Research, Innovation and Digital Technology
4. Individualised, seamless services
Work in partnership with others to improve wellbeing
and challenge stigma
5. Sustainable services, adding value
Be a sustainable, well-led organisation that delivers
social value
Trust Strategy 2019-202412 Trust Strategy 2019-2024
Objective One
Objective One Best care, every day
Work with service forward to delivering these
services and the opportunity
• Pathway Development –
standardise high quality care
users and carers to they offer to work with partners in our services and redesign
to develop a consistently high
achieve their goals quality pathway approach
pathways
• Inclusive Services – meet the
by delivering high for the people of Greater needs of all individuals and
Manchester.
quality care recognising their community
of identity
Our vision is for services
We want people to thrive in to be an integral part of
their communities, accessing each community, building
the best care when they resilience and wellbeing whilst
need it. Our aim is to support improving access and delivering
wellbeing and help service consistently high quality
users and carers to achieve their through two areas of focus:
goals, building resilience with
people and in communities, 1. Quality Improvement
and ensuring access to timely, We launched Phase One of
inclusive and consistently high our Quality Improvement
quality pathways of care. Strategy in June 2019 and will
1
embed a culture of continuous
Over the past two years we development and learning 13
have worked on developing across the organisation through
new models of care across our three Quality Improvement
home-based treatment, Priorities, to improve outcomes,
community mental health to deliver safest care and to
teams and inpatient services, integrate care around the
concentrating on providing person.
care closer to home and
taking on new services such
as Bolton Community Child 2. Best Care
and Adolescent Mental Health We will continue to work with
Services. A number of Quality our commissioners and partners
Improvement approaches have to expand access to services,
been implemented promoting reduce variation and deliver
the least restrictive approaches consistently high quality care
to care including the and improve pathways to
implementation of ‘Positive and deliver excellent, co-produced
Safe’ and ‘Safewards’ leading to care and support every day via:
improved standards of care.
• Expanded Access – self
referral and using digital
Our specialist services have
approaches
developed at a pace. In 2019
we became one of three • Acute Care Pathway –
national pilot sites for the supporting people close to
women’s blended service home
and we are a national Lead • Crisis Response –
Provider Collaborative for intervention and prevention
Greater Manchester Adult
Secure Services. We are looking
Trust Strategy 2019-202414 Trust Strategy 2019-2024
Objective Two
Objective Two Compassionate, supported, motivated staff
Create an our BAME workforce. The key
building blocks of the strategy
Transforming our workforce
– Respond to changing needs
outstanding place will emphasise the importance and demands through the
of building leadership development of a highly skilled,
to work, ensuring capacity in managing systems, flexible and modern workforce.
staff feel valued compassionate leadership and This will be achieved through
quality improvement. planning and developing
and are supported new roles to integrate into
to reach their As the largest provider of
mental health services in
the workforce and improving
organisational performance.
potential Greater Manchester the Trust
has a great opportunity to Outstanding leadership and
We want to be the first choice position itself as one of the management development
employer for mental health and leading employers within – Effective leadership and
substance misuse services, with the sector nationally. Our positive management enables
staff who feel valued, cared Workforce and Organisational the development of a high
for, supported and rewarded Development Strategy focuses performing organisation that
for the work that they do. The on four high impact areas to be provides service users and
national workforce shortage is delivered in collaboration with carers the best possible care.
our biggest challenge and since staff and partners across the Our approach puts clinical
launching our Workforce and system as follows: staff at the heart of
2
Organisational Development decision making through
Strategy we have made good Supply, recruitment and our collective model of 15
progress on addressing the key retention – We need to recruit leadership.
issues of supply, recruitment and retain high calibre staff
and retention. with the right values, attitudes,
skills and experience to perform
We have expanded student their roles effectively, working
placements, increased Trainee with stakeholders to influence
Nurse Associates and grown and increase the mental health
the number of apprenticeships workforce supply; developing
and peer mentors, as well approaches to attracting and
as instigating a national recruiting people; retaining our
recruitment campaign for existing workforce.
medical staff. In support
of this, and to create an Creating an outstanding place
outstanding place to work, to work – To be the first choice
we have developed inclusive employer for the mental health
staff networks focussed upon workforce where people
our BAME, LGBT and Disabled feel valued, looked after
workforce. and appreciated through an
inclusive environment, which
Our priorities are broadening embraces diversity and where
and we will be developing our employees can achieve the
a new Leadership Strategy best possible state of health and
for the Trust building on well-being at work.
the work we have started to
develop an internal coaching
network, our Shadow Board
Programme and our Opening
Opportunities Programme for
Trust Strategy 2019-202416 Trust Strategy 2019-2024
Objective Three
Objective Three Best outcomes
Continuously Our Research and Innovation
Strategy seeks to expand
improve services opportunities for service users
to participate in research and
for users through build on five outstanding
Research, academic hubs. Involving more
users and staff in research
Innovation and will bring the twin benefits
of improving outcomes for
Digital Technology people with mental health and
substance misuse problems, and
We want people to have the
support staff to provide the
best possible support and
best possible care.
access to excellent services. Our
goal is to continuously improve 2. Digital
how we work and what we
do so that service users and Our vision is to enable the
carers have the best possible adoption of digital technologies
experience and outcomes. that enhance the service user
experience, whilst ensuring that
Evidence shows that high levels we are able to demonstrate
3
of Research and Innovation that we are using our resources
within services contribute to the maximum effect. 17
significantly to the experience Further, this will ensure that
and outcomes for users. We our comprehensive research
are a highly research active programmes are supported
organisation and have six to adopt new and emerging
Research Units, reflecting the innovative technology to
Trust priorities, that bring advance research and outcomes
research in to practice to for our service users. Our digital
improve outcomes. This is ambitions are:
complimented by our digital
• Improving the experience of
approaches that demonstrate
our services for service users
our commitment to testing
and carers
new ways of working using
technology to innovate the way • Connect our organisation
we support people and deliver across the health and social
services. We are building on this care partner footprints
approach and, to continuously • Improving our ability
improve, we are working with to make informed and
service users and our staff intelligent decisions
through two programmes • Improve the efficiency
of work, which are Research and digital safety of our
and Innovation and Digital organisation
Technology. • Supporting our workforce to
become digitally enabled
1. Research and Innovation
GMMH wants to become the
world-leading organisation
for mental health research.
Trust Strategy 2019-202418 Trust Strategy 2019-2024
Objective Four Individualised, seamless services
Work in that supports innovation with
VCSE partners to meet local
Trusted partnerships – We
recognise that our successful
partnership with needs and expand our successful collaborations are built on
Recovery Academy. relationships, shared values
others to improve and purpose. We will develop
Integrated Care Partners –
wellbeing and GMMH is a committed and
a framework of trusted
partners for strategic areas
challenge stigma active partner in Bolton,
Manchester, Salford and
of our services. We now have
the opportunity to develop
As a specialist mental health Trafford. Each locality has
our role as a commissioner
and substance misuse provider a different approach to
of services through the Lead
we recognise the need to integrated working, and our
Provider Collaborative approach
collaborate with service users, priority is to ensure we work to
developed by NHS England
families, communities, third integrate our service offer and
for specialised mental health
sector and statutory partners delivery focusing on the needs
services. Working in partnership
to bring together expertise for of the local population. We will
with other providers, this
the benefit of service users, work in our local integrated
will offer an opportunity to
moving beyond medical care partnerships to lead, improve
redesign pathways of care and
to create optimistic futures. and support mental health
improve quality of services for
The Trust works with a great and wellbeing and drive the
service users.
many partners in the planning principles of parity of esteem to
4
and developing of services. We ensure that mental health has
work together with service equal recognition with acute, 19
users and carers, in communities community, adult social care
and in delivering services, across and primary care.
local mental health, substance Public Sector partners – GMMH
misuse and health and justice is a core partner in the Greater
services. Manchester Health and Social
Care Partnership and wider
The number and complexity transformation of health and
of partnerships continues to social care services. Our Housing
increase as we look to promote and Mental Health Strategy
wellbeing and best meet the 2019-2022, recognises the value
needs of service users and of working in partnership to
carers. We want to continue to develop alternative forms of
develop our trusted partnership supported housing to enable
approaches in four ways: people to live in the community.
Service Users, Communities and We will work with partners to
VCSE partners – We will work deliver better outcomes and
with partners to implement reduce inequalities, through
the Greater Manchester Mental a range of housing pathways
Wellbeing Strategy and support promoting independence.
our third sector partners to
promote wellbeing across the
population. We will continue
to promote our asset based
approach, expanding our
Health and Wellbeing Fund
within a partnership framework
Trust Strategy 2019-202420 Trust Strategy 2019-2024
Objective Five Sustainable services, adding value
Be a sustainable, improve productivity; work
with commissioners to develop
Our status as a Living Wage
Foundation Employer and
well-led cross locality opportunities; established apprenticeship
ensure funding is allocated programme is demonstration
organisation that as per the Mental Health of our commitment to social
delivers social Investment Standard; Invest in value. We aspire to add
new Capital developments and more social value through
value improvements to our current continued development of the
estate and IM&T infrastructure. volunteer and peer mentorship
We want to use the mental programmes available through
health pound to add value Ensuring we deliver services our Recovery Academy, and
to people’s health and in an efficient and effective commitment towards our
wellbeing and play our role environment – We want people workforce reflecting our local
in contributing social value to to be safely supported in fit communities of place and
communities. We will develop for purpose accommodation identity.
and deliver services for people and have invested £19m in
that meet their needs whilst our environments over the
continuing to be a sustainable last two years. Services are
organisation that is financially delivered across 140 locations
sound and well governed. Our and continued investment is
programme of operational
5
needed to fulfil our aspiration
productivity will support to enable the environments
quality improvement whilst 21
to effectively support clinical
also maximising efficiency. As models. Our estate strategy will
an NHS-funded organisation be sustainable in environmental
spending resources and and financial terms and ensure
employing over 5000 staff we that any investment is central to
recognise the role that we this.
play in our communities and
that we need to maximise the Productivity – We will deliver
impact of our expenditure to against the principles of
deliver added social value. operational productivity
There are four programmes of to make the best use of
work identified to ensure this is limited resources. We have
achieved. benchmarked ourselves against
other NHS organisations
Being financially sustainable to better understand and
and well governed – Our challenge the variations in
financial strategy is focused quality and cost of our services.
on achieving long-term
sustainability whilst continuing Delivering Social Value in our
to deliver financial targets and communities – We will develop
managing financial risks. The a social value strategy securing
overall financial objectives wider social, economic and
are aligned to the Long-Term environmental benefits from
Plan five financial tests and the work that we undertake.
will ensure that we maintain Through our partnership work
financial balance through cost we will work with service users,
improvement and reducing carers and partners to create
areas of high spend; use optimistic futures and “a life
benchmarking information to worth living”.
Trust Strategy 2019-2024Our Services
GMMH provides mental health Through this strategy we have
and substance misuse services focussed on each service area,
to diverse populations, and a their ambitions for the next
geography extending across the five years and how this will be
North West of England. Broadly achieved, in order that we can
speaking, our services fall into deliver the highest standards of
nine categories of provision: treatment and care.
• Prevention and primary care
• Acute care pathway
• Rehabilitation
• Child and adolescent mental
health
• Older People
• Adult forensic
• Mental health and deafness
• Health and justice
• Substance misuse
22
Prevention and Primary Care
Our Ambition people outside of secondary those requiring services. We
mental health care. We have are leading on the provision
We want people who are been working with General of University student mental
experiencing mild to moderate Practice, Commissioners and the health services across Greater
mental health problems to integrated local care systems to Manchester and provide
have timely access to care and develop services to address this, specialist psychological support
support. An estimated one testing different approaches to through our Military Veterans
in four adults (255,000 across primary care mental health. and Eating Disorder services.
GMMH footprint population) We will continue to expand our
experience a mental health How will we get there? Greater Manchester Perinatal
problem and will need support. Service to support prevention,
Approximately 53,000 of these Across GMMH we have made
which is linked our to Mother
people are in contact with significant progress to improve
and Baby Unit.
GMMH services. This includes the access and recovery rates for
our primary care Improving IAPT services. We are supporting We will evaluate approaches
Access to Psychological the Volunteer, Community and to primary care mental health
Therapies (IAPT) service and Social Enterprise (VCSE) sector, and work with general practice,
our wellbeing services, working with a focus on prevention commissioners and partners to
with our third sector partners. roles, as part of our strategy establish the best model for
We recognise that there is a to improve the mental health primary care mental health
gap in commissioned primary of young people, reduce moving forward.
care mental health support for stigma and increase access for
Trust Strategy 2019-2024Acute Care Pathway
Our Ambition want the neighbourhoods and good housing. For people
communities we serve to be who do require inpatient
We want to provide the
great places to live and work, care, we want this to be in
best care, every day through
and see good mental health as environments that are of the
services that work across those
a foundation in achieving this. highest standard. We want to
communities, are responsive
increase the face to face care
to crisis and provide a
How will we get there? hours provided by our inpatient
recovery focus that optimises
multidisciplinary teams, provide
independence and minimises We want to support people in
intensive community support,
the input required from their communities, preventing
shortening hospital stays,
statutory services. hospital admission and enabling
enabling people to continue
early discharge through home
GMMH provides secondary their recovery at home.
based treatment services
mental health services across
that can provide intensive
four of the ten Greater
therapeutic intervention,
Manchester Metropolitan
averting crisis and providing
Boroughs; Bolton, Manchester,
a real alternative to hospital
Salford and Trafford and at
admission. This will be
any one time we provide care
strengthened through our
via our Acute Care Pathway
strategy to help people access
for up to 20,000 people. We
23
Rehabilitation
Our Ambition How will we get there? four units are supported by
GMMH as a partner maximising
Our aspiration is that everyone The programme of work to
the opportunity for individual
who has the potential to review all service users in out
placements through the
benefit from rehabilitation of area placements has begun
provision of varying degrees
can do so from within their and will continue until we know
of accommodation across the
home locality. We will work that for those people in these
pathway.
with service users and carers placements this is due to clinical
to provide care within their need and that there is no
We will continue to enhance
local communities, less isolated alternative option within their
the rehabilitation pathway
from families, friends and home locality.
across GMMH through building
local support networks. Where
on our already successful
specialist placement is required GMMH has established a
partnership arrangements,
out of area, we will work with specialist Rehabilitation division,
developing further alliances
service users, carers and their consolidating the expertise
with housing providers to
families to support the return to and resources across the
improve community-based
a placement as close to home at organisation. GMMH operates
pathways.
the earliest opportunity. six inpatient rehabilitation
units as prime provider, two of
these in partnership with the
independent sector. A further
Trust Strategy 2019-2024Child and Adolescent Mental Health
Our Ambition services away from a ‘tiered’ young people.
model of service to one that is
We want to be an integral A priority is to achieve the
built around the needs of the
and sustainable provider of ‘Quality Network Inpatient
children, young people and
the entire Tier 4 pathway for CAMHS’ (QNIC) Accreditation
their families.
Greater Manchester including for our inpatient services.
Medium Secure, Low Secure, GMMH is affiliated with The
How will we get there?
PICU and General Adolescent University of Manchester and
beds and to build upon our the establishment of CAMHS.
We will meet the workforce
provision of Community CAMHS Digital Research Unit, improving
requirements and challenges
in Bolton to expand Tier 3 the Mental Health of vulnerable
by reviewing the skill mix
services and further enhance Children, Young people and
and traditional roles and
the pathway for children and families.
responsibilities to meet
young people. GMMH supports
recruitment and retention
the whole system approach that
needs to deliver the
places emphasis on prevention
transformation agenda.
of mental ill health, early
The service will remain fully
intervention and recovery, and
engaged in the development
commitment to transform the
and implementation of the crisis
design and delivery of local
care pathway for children and
24
Older People
Our Ambition responsive to peoples changing Alliances and we are developing
circumstances and needs, our capability to manage
We want to develop our older
recognising the increasing complex comorbidities as well
people’s services in order to
frailty and complex physical as organic and functional
provide the best care to enable
health problems, and social mental illnesses. Our priorities
older people to continue to live
care needs and supported by are to develop a model of care
fulfilling lives and be engaged
a skilled and compassionate that recognises the changing
in their local neighbourhoods
workforce. population needs, continue
and communities, and not be
to develop our relationships
defined by frailty and illness. How will we get there?
across the third sector,
The population is increasing GMMH’s Dementia Research identifying where they are
and people are living longer. Unit, is a leading hub for clinical better placed to provide services
Across the GMMH boroughs studies sponsored by academic and work collaboratively
we can expect the over 70 and commercial partners. with commissioners to ensure
population to increase by 15% This is a testing site for new suitable long term, continuing
from 119,500 to 137,500 by technologies to support brain care can be provided.
2021 meaning an increase of health in older people and is a
18,000 people, presenting a focus of clinical research activity
different challenge to services. for dementia. We are a valued
partner across the Local Care
We want to provide secondary
Organisations and Local Care
mental health services that are
Trust Strategy 2019-2024Adult Forensic Services
Our Ambition restrictive clinical environment. learning from one and other,
valuing the importance both of
We will establish GMMH How will we get there?
professional expertise and lived
as the driving force of the
Our established Recovery experience. Our aspiration is to
Lead Provider Collaborative
Academy Edenfield Hub continue to develop the services
for Greater Manchester and
supports the delivery of through; implementation of the
develop our services to provide
mental health care for service Lead Provider Collaborative,
outstanding care in outstanding
users within a medium secure Women’s Blended Service;
facilities as a national leader
setting. Recovery activities are the development of Forensic
in secure care. This provides a
at the heart of our services and Outreach and Liaison Service
unique opportunity to redesign
we offer a recovery focused to provide community forensic
the way forensic services
programme of wellbeing services to GM; development of
are delivered in the future,
and learning aimed at early intervention, prevention
building on our partnership
empowering and building the and peer support services within
working and further developing
understanding, capabilities and the inpatient and community
our links and collaboration
skills of service users to make team.
with criminal justice partners
sustainable recovery plans
and locality mental health
for their future. We continue
teams to ensure all service
to involve people with lived
users have personalised care
experience in the co-facilitation
supporting individual choice,
and co-production of courses
independence, recovery and
with the aim of everyone
quality of life in the least
25
Mental Health and Deafness
Our Ambition more deaf staff and increased
awareness of deaf culture.
We want our Mental Health
and Deafness service to be How will we get there?
recognised as the most deaf
We will continue to strengthen
1of 3
accessible unit in the UK. The
our clinical expertise, placing
John Denmark Unit (JDU),
the service at the forefront
based on the Prestwich site, is
nationally as a provider. We
one of three units across the
have developed, and will
country specialising in mental
continue to expand a range of units across the
health and deafness. The service
delivers assessment, care and
British Sign Language approved UK specialising
information that we have made in mental health
treatment to a diverse group
available as freeware, further
of service users, and leading
enhancing the reputation of and deafness
nationally, this has recently
the service. We will work in
been developed to include men
collaboration with NHS England
stepping down from secure
in development of the specialist
care. We want the service to
function of forensic step
be more accessible through the
down and continue to expand
use of innovative technology,
our workforce to include
increase and improve staff
deaf staff, developing a deaf
training in sign language,
friendly culture throughout the
develop our workforce with
organisation. Trust Strategy 2019-2024Health and Justice Services
Our Ambition Health and Justice Services with Greater Manchester Police.
in the country and improve We recognise the strength
Our ambition is to be the best
the health and care outcomes and value that the third sector
overall provider of health and
for this vulnerable group and brings to our clinical models,
justice services. Our services
narrow the gap with the wider broadening the expertise
operate across the north of
population, divert people with available to service users. As
England and we will work in
mental health problems from a Mental Health Trust we will
partnership to meet peoples
the criminal justice system and work with partner organisations
needs in our three areas of
support people post release. to develop clinical models
service:
We will help service users live that provide the best care
• Prisons – Delivering a more fulfilling lives build safer meeting the often complex
combination of Mental communities with greater social needs of this group of service
Health, Substance Misuse cohesion. users. We are committed to
and Primary Care effectively delivering mental
How will we get there?
• Community – Offender health, substance misuse and
Liaison and Diversion, Bail GMMH is recognised as a primary care elements of prison
Hostel, Street Triage Services provider of high quality services contracts.
across the prison sector in the
• Young Persons – providing
North of England. We want to
individual and group
build on this, developing our
therapy to children in secure
opportunities as prime provider
children’s homes
across the sector and continue
We want to provide the best to work in strong partnership
26
Substance Misuse Services
Our Ambition our aims for drug and alcohol justice agencies, the third sector
services are to build resilience and other organisations who
Our vision is to be a nationally
based prevention; address are involved in the promotion
recognised centre of excellence
the wider health and social of recovery and rehabilitation.
for the provision of addiction
economic inequalities; increase We demonstrate innovation
services. GMMH provides
partnership working and and GMMH is home to the UK’s
integrated community
respond to the challenges posed first RADAR referral pathway
substance misuse treatment and
by the recent rise in drug- (Rapid Access Detoxification
recovery services and specialist
related deaths. We want to Alcohol hospital) this pathway is
inpatient detoxification and
shift our emphasis to outcomes a bespoke 5-7 day rapid alcohol
stabilisation available across
and impact using integrated detoxification programme.
the North West at the Chapman
approaches to deliver services The substance misuse service
Barker Unit. Drug and alcohol
with an emphasis on long-term also provides a dual diagnosis
misuse has a profound impact
recovery. service offering specialist
on the health and wellbeing of
advice and consultancy to all
individuals and their families How will we get there?
practitioners within mental
and on the safety, resilience
Our approach focuses on health and substance misuse
and economic future of our
delivering innovative and high service to support their work
communities. It is therefore
performing substance misuse with services users who have a
important that we develop
treatment and recovery with dual diagnosis. We are uniquely
services that are responsive to
our partners using a proven positioned to support this
the needs of the communities
approach to promptly identify vulnerable group and we are
and reduce the risks and harm
and support people affected able to offer an integrated
caused by drugs and alcohol.
by alcohol or drug misuse into approach, co-locating with our
In line with the national and
appropriate treatment. Our mental health colleagues and,
Greater Manchester strategies,
partnership model incorporates using one care record to meet
and recognising local need,
Trust Strategy 2019-2024 mental health services, criminal complex needs.27 Trust Strategy 2019-2024
Monitoring and Outcomes
The Board of Directors at Progress will be monitored
GMMH is committed to through our governance,
delivering the vision described performance management,
in this strategy, and to organisational development and
developing and delivering risk management frameworks
excellent mental health and with oversight at Board Sub-
substance misuse services. We Committees and ultimately
have set out the following the Board of Directors.
delivery goals in the monitoring Delivery of this strategy will
of this strategy. occur through the adoption
1. Best care, every day of the strategic objectives
at a local level across the
2. Compassionate, supported,
organisation with associated
motivated staff
agreed key deliverables and
3. Best outcomes outcomes. The five strategic
4. Individualised, seamless objectives will be translated
services into agreed divisional and
5. Sustainable services, adding service goals and each division
value will scope out their part to play
in delivering this strategy in the
Trust annual business planning
process.
28
Trust Strategy 2019-2024Milestones
We have set one to two year milestones and this will be updated annually:
We aim to deliver Key Element Milestones
1 Quality Improvement QI Strategy – Phase 1
Best care,
every day
Best Care Best Care Programme – Year 1
Supply, recruitment and retention Workforce Strategy – Year 1 and 2
2 Compassionate,
supported, Outstanding place to work Workforce Strategy – Year 1 and 2
motivated staff
Transforming our workforce Workforce Strategy – Year 1 and 2
Outstanding Leadership and
Workforce Strategy – Year 1 and 2
management development
Research and Innovation Refresh Research and Innovation Strategy
3 Best
outcomes Digital Technology Digital Strategy – Year 1
Service Users, communities and GM Mental Wellbeing Strategy – Year 1
4 Individualised, VCSE partners
Development of Recovery Academy
seamless services
Develop VCSE Framework and wellbeing
fund
Integrated Care Partners Equal partner in each Integrated Care
System developments 29
Develop new approaches to primary care
mental health and primary/secondary
care interfaces
Public Sector Partners Housing Strategy – Year 1
Housing First - implement agreed GMMH
approach
Develop employment strategy
Trusted Partnerships Review strategic partnership – implement
framework
Enhance role as lead provider and
delegated commissioner as part of Lead
Provider Collaborative
Finance Deliver Cost Improvement Plans
5 Sustainable Complete financial modelling for
services, adding NHS Long Term Implementation Plan
value including five Financial Tests
Estates / Environment Develop Business Case for Park House
Develop Estates Strategy
Productivity Agree productivity improvement plan
and implement Year 1 milestones
Social Value Develop Social Value Strategy
Trust Strategy 2019-202430 Trust Strategy 2019-2024
Get involved
Become a member Volunteer
If you have used our services We recognise the value
in the last five years, or are a volunteering adds to the
member of the public who is experiences of our service users
interested in having a greater and their families and carers,
say in how we develop our and to volunteers themselves. If
services, become a member of you are interested in becoming
GMMH. a volunteer, please visit our
webpage: www.gmmh.nhs.uk/
0161 358 1607 volunteering
membership@gmmh.nhs.uk
Work for us Recovery Academy
Our staff are passionate, service The Trust’s Recovery Academy
user focussed and committed provides a range of free
to working together to help educational courses and
people to live well. We employ resources for people with
a diverse workforce that reflects mental health and substance
the communities we work with misuse problems, their families
and welcome applications from and carers as well as health care 31
people who are newly qualified professionals.
or more experienced. To find
If you are interested in
out more about working for
attending a course and would
us, and to view our current
like more information, advice
vacancies, please visit the NHS
or support, please get in touch
Jobs website (www.jobs.nhs.
by emailing recoveryacademy@
uk) or contact our Recruitment
gmmh.nhs.uk or calling us on
Team by emailing recruitment@
0161 358 1771.
gmmh.nhs.uk
Trust Strategy 2019-2024Greater Manchester Mental Health NHS Foundation Trust Bury New Road, Prestwich, Manchester M25 3BL Telephone: 0161 773 9121 Website: www.gmmh.nhs.uk This information can be provided in different languages, Braille, large print, interpretations, text only, and audio formats on request, please telephone 0161 271 078. © Greater Manchester Mental Health NHS Foundation Trust Reference: GMMH063 Published on: 30/10/2019 Review date: 30/10/2024
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