Page 29 - Calderstone AR 2015

Calderstones Partnership NHS Foundation Trust 29 Yearbook 2014 - 2015
The staff survey results for 2014 evidence the importance of a culture of engagement.
The Trust is committed to investing in modern facilities and redesigning our wards. Fundamental to delivering clinical quality has been the programme of themed director visits to clinical areas.
Whilst acknowledging the achievement from the 2014-2015 period, the Care Quality Commission Review together with our Specialist Commissioners Performance Quality Reviews have required us to focus upon key themes. The feedback from these sources include a number of issues which the Clinical Quality Strategy already acknowledges, however, there are other areas that require a sharper focus in the forthcoming year and feature within the priorities for improvement in 2015-2016 detailed in this
Quality Account.
These themes include ensuring the Trust achieves and maintains high standards of cleanliness, improving the governance systems with regards to Mental Health Act administration, and reviewing the workforce in terms of capacity and capability to deliver safe and effective care. In addition, following the publication of the Department of Health ‘Positive and Safe’ (April 2014), ensuring the Trust delivers its objective to reduce restrictive practices and eliminate prone restraint. Furthermore, we want to build on our commitment to ‘patient safety’ through the national ‘Sign Up to Safety’ campaign.
We have committed to focus on areas that include improving our environments to make medicine administration safer, reducing all omitted medicines, ensuring the reduction of restrictive practices are clinically led, embedding and improving organisational learning by continuing to host learning events, and developing safer seclusion environments through technological developments.
The Trust in the top 20% for engagement. We appreciate that
if people who work for us are fully engaged in the vision they are more likely to maintain performance through change and challenge. They are also more likely to contribute to innovation, business improvement, and provide higher rates of discretionary effort. Furthermore, effective engagement
is also an opportunity to improve the organisation brand within the local community and will attract and retain talent. The staff survey will further inform the Trust through local action plans of how to respond and build upon the results.
We have implemented a range of innovative staff consultation programmes. These include devising a Staff Charter; the Chief Executive’s “Big Conversation” and “Big Breakfast” meetings; implementation of regular ward visits from senior managers;
a refreshed staff suggestion scheme; staff awards that supported innovation and Trust Values was launched; and a range of meaningful activity to engage staff at all levels was put in place
to discuss the key issues in the organisation. We have a commitment to listen and act upon the things that are important to our workforce.
As part of the wider organisational development activities; the Trust is committed to implementing new and innovative ways of working. In 2015, the Executive Team will participate in an Executive Development Tool;
the Trust will implement a Cultural Assessment and will ensure that all first line managers receive leadership training.
Our vision for delivering continuous quality improvement is to ensure that efficiencies drive quality as opposed
to efficiencies delivered at the cost of quality. As a Trust, we have embedded vision, values, and strategic direction. We continue to invest in our staff through leadership programmes to ensure they have the knowledge, skills and capacity to meet the challenges
of ensuring our services are efficient, high quality and good value.
This quality account ensures we have a system in place to ensure implementation and measurement
of our quality priorities.
As the Chief Executive and Chairman, we are proud to lead the Trust’s commitment to clinical quality and work with key partners, which include the people who use our services,
staff, the Board, Governors and Commissioners. The Trust’s aspiration is to deliver the highest possible standards of clinical quality and deliver our vision of “changing lives through excellence”.
Mark Hindle and Rupert Nichols, March 2015