27512_BSMHT 18/9/06 6:13 pm Page 1 annual report 2005-06 helping people get better 27512_BSMHT 18/9/06 6:13 pm Page 2 CONTENTS Mission Statement 2 Substance misuse services: Taking action 16-17 Chair’s Foreword 3 New facilities: Better environments 17 Chief Executive’s Foreword 4 Complex care: Closer to home 18 Our Vision 4-5 Small steps: Big impact 18 HELPING PEOPLE GET BETTER: Beyond barriers 19 Alongside our communities 6 Maximising our resources 20 At accepting and understanding 6 In our practice 21 Meeting diverse needs 7 By being included 21 Through having their say 8 By raising high standards 22-23 With wider health issues 8 Staff say... 24-25 Patient experience 9 Learning right from wrong 25 Through person centred work 9 Going for gold – Foundation Trust Application 26 Right place: Right time 10 Operating and Financial Review 2005/06 27-30 Intensive support and treatment 10-11 Financial Summary 31 2 In their later years 12-13 Trust Board and Management 38 Through wider horizons 13 Service Directorates and Main Trust Sites 39 Earlier treatment: Better outcomes 14-15 MISSION STATEMENT Our mission is straightforward: to help people get better and create a service that we are all happy to recommend to others. We aim to make sure that people with mental health surroundings and the way people behave towards them – problems receive swift and appropriate treatment in the so we will also do our best to improve our service users’ best possible setting to suit their needs and wishes. This lives through our work with other organisations. means providing high quality, safe services that knit This means working with people’s carers, their families and together with each other so that the right level of support the wider community to help them to lead purposeful lives is available to people with mental health difficulties – at among people who accept them – breaking down the whatever stage of their illness. barriers of stigma which often accompany mental health Everyone’s general well being is influenced by their problems and lead to social isolation. Our vision therefore requires that: People with common mental health Strategic partnerships, sometimes through problems are managed effectively within sub-contracting, where appropriate, are the primary care system. established with non-statutory sector 1 3 organisations, community and user-led groups to create a continuum of: a. Appropriate employment, educational, social and leisure opportunities b. Appropriate housing (independent and supported) People with complex mental health Focused and co-ordinated activities are problems are swiftly referred to and developed to help improve tolerance and managed as appropriate by specialist understanding within neighbourhoods and 2 mental health services in our Trust. 4 communities, and to enhance access to excluded groups. 27512_BSMHT 18/9/06 6:13 pm Page 3 Birmingham and Solihull Mental Health NHS Trust Annual Report 2005-06 CHAIR’S FOREWORD I have come to enjoy writing the foreword to the Birmingham and Solihull Mental Health NHS Trust Annual Report, a time to reflect on the Trust year that ended in March 2006, and to look forward to the year ahead. 2005/06 marked the year that the exciting us. As the Annual Report Trust grew up. It was the third year goes to press, we are in the middle of that it functioned as a pan- our public consultation process, and Birmingham and Solihull organisation, we are determined to make this covering a population of close on 1.25 process as broad and as meaningful as million people, and offering possible. Without prejudging the specialised services to all those process, it seems to me that the Trust suffering from severe and enduring will be much better placed to meet mental health problems. With 4,000 the kinds of challenges I have listed So I hope that everyone who works in staff working from around 100 above if it achieves its Foundation and around the Trust will face the year different premises, it is one of the status: a strong organisation, lying at ahead with the same anticipation (and largest mental health Trusts in the the heart of the NHS, but with the a little trepidation too) as me; the 3 country, and we are working to use autonomy and authority to determine transition to Foundation Trust status is our ‘critical mass’ to drive excellence the ways in which it functions. not an easy one to make, and we will and innovation in all that we do. all need to reframe the way we work In 2005/06 we made good progress and even the way we think about our on delivering the objectives agreed users, our organisation, and the with all our service commissioners, At the strategic services we deliver. running our services more efficiently than ever before, and doing so in a level, it is the way that has been recognised externally by the Healthcare possibility of Commission’s Standards for Better Jonathan Shapiro, Chair Health, our Improving Working Lives becoming a Practice Plus award, the Clinical Foundation Trust that Negligence Scheme for Trusts, as well as by our local Primary Care Trust should be exercising (PCT) commissioners and the Strategic Health Authority, among others. and exciting us The year’s progress has given us an excellent grounding for the challenges and opportunities that lie ahead. At This new-found autonomy will be the day to day level, the financial partly due to the influence that our pressures that beset the whole health users and staff will have on the style service will have their impact on the and nature of the care that we deliver, ways that we work; we will need to and partly due to the fact that, for the continue focusing intensely on our first time, we will effectively be tasked efficiency, developing our ability to with running ‘our’ organisation, with deliver more and better services in the power and responsibility to make ways that are more effective, more it sink or swim. This will do much to easily accessible, and make the best focus all our thinking, helping us to use of our most valuable resource, become more confident and those who actually deliver the care. motivated in all that we do as a Trust, At the strategic level, it is the but with the knowledge that we have possibility of becoming a Foundation to exert these new attributes Trust that should be exercising and conscientiously and with care. 27512_BSMHT 18/9/06 6:13 pm Page 4 CHIEF EXECUTIVE’S FOREWORD We have moved mountains these past twelve months thanks to the efforts of our staff, service users and carers and our wider partners. When most of the NHS has been undergoing change, and financial reductions, we have dug deep and still managed to achieve huge improvements. At a time when almost every corner of on an ongoing basis the way they do the NHS has been undergoing change things, and look for how simple and re-organisation, we have improvements in process or care managed to dig deep and produce pathways can be made. We should all significant improvements to many of be proud of what we have so far our services. There are lots of achieved. Thank you and well done to examples within our Trust where staff all our staff because it is all down to have begun to systematically review those small but steady steps that a real momentum for improvement has Looking for constant improvements, been created. no matter how good a particular 4 Set out below are our Trust’s 10 service is already, is the key to strategic goals which will guide our becoming one of, if not THE BEST. We We are very much work and decision making over the all need to keep looking and next few years. They all involve reviewing how and what we do on track to seeking improvements and doing our because our service users deserve best – whichever department we work nothing less. With these efforts become one of, in or role we undertake. I know that continued, I believe we are very much the vast majority of staff try and do on track to become one of, if not THE if not THE BEST this already, which is how we have BEST mental health service in the managed to achieve so very much in country – and when all is said and mental health service such a short space of time. Many done, that is why we all do the work in the country examples of our determination to do we do – so let’s keep going! our best are illustrated in this year’s annual report, but there are at least as many others which we did not have room to include this year. Sue Turner, Chief Executive OUR VISION The implementation of and progress towards our vision can be translated into 10 key strategic goals, as below, where we will: 1. Be the valued and preferred provider of mental 2. Significantly extend our engagement with local health services for complex conditions for our communities and businesses in order to: local, regional and, where appropriate, national • Eliminate stigma; populations; • Remove barriers and create opportunities for new Competition will grow over the next few years and a development and employment; range of healthcare providers will emerge. It will no longer be the case that local Trusts can provide what they • Optimise charitable income generation. have always done. We aim to be the best choice for our Local communities and businesses are potential partners service users, their families, and those commissioning in our work and can ‘make or break’ the successful services, in the treatment of complex mental health recovery of individuals suffering mental health problems.