Transforming Care Together Patient centred approach

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1 Transforming Care Together Patient centred approach Transforming Care Together is the name for a new partnership agreement between three NHS Trusts in the Birmingham and Black Country area: Birmingham Community Healthcare NHS Foundation Trust (BCHC), Black Country Partnership NHS Foundation Trust (BCPFT), and Dudley and Walsall Mental Health Partnership NHS Trust (DWMH). The partnership between the three Trusts was announced in December We have chosen the name Transforming Care Together because it reflects our vision and approach to working together. We want to take a creative and innovative approach to transforming our services. We want to improve the care we deliver to our communities, and we will keep an open mind, and listen and learn, being bold where we feel change is needed. Our vision - to improve the care we give - is at the heart of everything we do. We want better services for our communities, improve their choice and access, and make the most efficient use of our resources so we can reinvest in patient care. Not only are we three Trusts working together, but we share a passion for involving patients, carers, families, governors, members, staff, commissioners and others in helping us to design our services. We want people to be involved, and we value your opinion. Our decision to work together was based, in large part, on us sharing similar organisational culture and values. Simply put, this means how we do things around here and we believe that a partnership based on sharing similar culture and values is more likely to be successful. We have also agreed some guiding principles for our partnership. These reflect how we will approach working together, and will guide us in everything we do. Being patient-centred, reviewing and producing services together, so we can provide the best quality care fit for the future Engaging staff to design, change and put in place services that deliver high quality care Implementing best practice across the partnership, respecting and learning from our shared experience Retaining, developing and recruiting the best people Our objectives for Transforming Care Together are simple. To enhance and improve our current services To develop high-quality, affordable services for the benefit of our communities To ensure our support services are efficient and effective To decide an appropriate organisational form to provide our services in the future We are now part way through Transforming Care Together and Our journey shows our plans over the next year. We will make sure there are lots of opportunities for you to hear from us, and more importantly, to be involved. We want you to join us on this important journey and help us Transform Care Together. We understand that you may have more questions about Transforming Care Together. Please read What this means for me for more information, or get in touch if you have a question, or would like to be more involved.

2 Transforming Care Together Our journey How did we arrive at the decision to work together in partnership? We all understand that the health and care system is under pressure, and like many healthcare organisations, Black Country Partnership NHS Foundation Trust (BCPFT) was concerned about the future and protecting the services it delivers to patients. The Trust s Board and staff spent time considering different options and decided to talk to other NHS Trusts in the West Midlands about the potential of working together. Who are the partners? During September 2015, BCPFT asked other local NHS Trusts to consider this idea and if interested to submit a proposal for partnership. Information was shared between Trusts so they could learn more about each organisation and how they might be able to work together. Birmingham Community Healthcare NHS Foundation Trust (BCHC), and Dudley and Walsall Mental Health (DWMH) Partnership NHS Trust decided that they would like to work together on a joint proposal and in November 2015 they shared this with BCPFT who spent time reviewing it. Part of this review involved inviting patients, carers and staff to hear directly from the Trusts about how they would work in partnership with BCPFT. In December 2015, the BCPFT Board of Directors made the decision to accept the proposal from BCHC and DWMH, and together the three Trusts announced this to everyone. Birmingham Community Healthcare NHS Foundation Trust provides high quality, accessible and responsive community and specialist services within Birmingham and the West Midlands. It delivers over 100 clinical services, out in people s homes and in over 400 hospitals, health centres and clinics. It provides services for adults, children, people with learning disabilities, those with rehabilitation needs and also dental services. Black Country Partnership NHS Foundation Trust is a major provider of mental health, learning disability and community healthcare services for people of all ages in the Black Country. It provides: mental health and specialist health learning disabilities services to people of all ages in Sandwell and Wolverhampton specialist learning disability services in Walsall, Wolverhampton and Dudley community healthcare services for children, young people and families in Dudley. Dudley and Walsall Mental Health Partnership NHS Trust provides a wide range of integrated mental health services to children, adults and older people across the communities of Dudley and Walsall. It employs around 1,200 staff and provides care for more than 20,000 people each year, across 29 sites. What s next? Our journey timeline shows our plan for the partnership. This will be regularly updated to show our progress.

3 Transforming Care Together Our journey Our journey timeline will be regularly updated to show our progress. This shows where we currently are. Stage 2 We agreed what resources we needed to manage our partnership work and signed our Memorandum of Understanding. We developed a plan that sets out how we will work towards partnership and set up workstreams for the different areas that we will focus on. These were launched at engagement events in April and July. We also started to involve people such as commissioners, governors, staff, service users and local organisations at our first 3 stakeholder engagement event in May. Stage 4 Our workstreams and pilot areas of work will continue to develop and this work will help us to review our partnership strategy. We will evaluate the assessments of our organisations alongside our plan for change, and our Boards will start to define more detail about our partnership, including potential challenges we may face. 5 Stage 6 Looking at the activity of each area of work, our Boards will start to review the potential impact that the partnership may have on the future of local services. They will also consider the impact each workstreams area of work has on other workstreams and any other partnerships we are involved in. This will shape the future of our partnership. 7 Stage 8 Our Boards will review, challenge and gain opinion on the preferred option (business case). If approval is supported we will begin the process of planning and implementation. 1 9 Stage 1 We set up a Partnership Board to oversee our work and establish how we govern the work we do, including how we will work together to develop sustainable services for the future. We also agreed a name for the partnership programme, our key objectives, the areas of work we will focus on, and our priorities for communicating with and involving people. 2 Stage 3 Our workstreams are busy with their areas of work and we will continue to involve people in helping us to shape our future services. We will establish priority areas of work, and start to 4 understand the potential for joint working in these areas (pilot areas of work). We will also assess each of our partner organisations to understand our operational and financial position. Stage 5 We will start to explore in detail some of our larger plans for transforming services to ensure our plans contribute positively to improving access, quality and patient experience. We will begin planning how we implement some of these larger plans and continue to talk to, and involve, a variety of people. 6 Stage 7 By this time our Boards will have collated a series of plans and information about our potential to transform services and deliver high quality services fit for the future. They will consider a number of options and scenarios, and decide on a preferred option which they will build into a formal business case. 8 Stage 9 onwards We will begin any formal processes that are necessary such as regulatory approvals. This is not the end of our journey, but will be the start of the next phase of our new partnership.

4 Transforming Care Together What this means for me as a service user, or carer or family member of a service user You will see no immediate impact on your current care. If you have any questions about this you should speak to the members of staff who help you manage your care. We really want to involve service users, carers and family members in helping us shape our future services. Please come along to one of our engagement events or get in touch if you would like to be involved. In our future partnership we want to better the services we offer to our communities, working with healthcare commissioners to improve choice and access, making the most efficient use of our resources so we can reinvest in patient care. Keeping a patient-centred approach in all that we do will ensure that our future partnership will show real patient benefits. as a member of staff We anticipate no immediate impact on your role or working arrangements. Any questions about your role should be discussed with your line manager in the usual way. We want to encourage all our staff to be involved in Transforming Care Together, helping to shape the future of our services. There will be plenty of opportunities to do so, whether that is: giving feedback or sharing ideas; getting involved in one of the workstreams; talking to service users, carers and families; or coming along to one of our engagement events. We will look at priority areas of work and it may be that some members of staff will start to work collaboratively across organisations during our journey. This is an exciting time to be part of our future partnership and we will continue to value the vital role you have in delivering high quality care to our communities. There will be increased opportunities for development and we will be able to learn from our shared experience. More information about the areas of work we will focus on (our workstreams) are shown in Areas of work. as a governor You will continue to be part of the body of governors for your organisation, representing the members in your constituency and the general public. There will be no immediate change to current governance arrangements. You will play an important role in Transforming Care Together, through talking to the people in your constituencies to share our plans and encouraging people to become more involved. We will also encourage our governors to come together at engagement events and other opportunities, to share your experience. At this stage of our journey, we do not know the specifics of the governance requirements of our future partnership, but we will keep you involved and informed throughout the process. as a commissioner of our services We will continue to provide quality services based on our existing contracts. Your knowledge of how communities interact with health and wellbeing services will be valuable to develop the right services. We will work in partnership with you where changes to service require consultation, and will only develop plans that improve the services for our communities, making sure we make the best use of resources. We would like representatives from our commissioners to attend our stakeholder engagement events, where we will share our current plans and ask you to contribute ideas of how to develop market leading services fit for the future. Our plans will form a key part of the joint long term plans currently being developed in the Black Country and Birmingham.

5 Transforming Care Together What this means for me as a GP or other referrer into our services There will be no immediate change to how you refer into our services. Our aim will be to improve your experience when you make the choice to refer a patient to our services, making sure the process is as simple as possible, and you have access to the right people when you need them. We will of course include you in how we develop these proposals and would welcome any views you have about meeting your needs. Our vision is to offer you a quality service with better opportunities to access specialist care closer to home, but reduce the demand for crisis through a model focused on early intervention and prevention. These partnership plans will work hand-in-hand with current improvements such as those through the MERIT (Mental Health Alliance for Excellence, Resilience, Innovation and Training) vanguard which is already developing best practice approaches to crisis, seven day working and recovery models for adults with mental health needs. as a health organisation or partner we work with Transforming Care Together will build on our existing relationships. We believe that this offers us the opportunity to concentrate on developing services that are fit for the future. We are determined to deliver the best services we can for our current service users, carers and families, but also improve experiences for people who have, or will need to, access our services. We will hold stakeholder events where we will aim to involve a wide range of people to ensure that it is clear how this work fits in with all of the other plans across our region. as a member of the public, or a group who represents us We know you may have seen the information in the media about the NHS, particularly in relation to the pressures and money. Our work will help us to make the best use of public money so that if you, or your friends or family need to access our services that they can get the best quality care. This means care is delivered by the right people in the right place. To meet people s needs we need to listen to your stories and opinions, understand what went well and what could have been improved, and involve you in designing the future of our services. How can I find out more about the plans, ask a question or become involved? Get in touch! You can contact the Partnership Communications Team by tct.partnership@nhs.net or telephone We understand that you may want to contact the Trust that you are used to dealing with so there are contacts at each organisation. These are: Birmingham Community Healthcare NHS Foundation Trust info@bhamcommunity.nhs.uk facebook.com/bhamcommunity Black Country Partnership NHS Foundation Trust together@bcpft.nhs.uk facebook.com/bcpft Dudley and Walsall Mental Health Partnership NHS Trust communication@dwmh.nhs.uk We will use our websites, social media accounts, magazines, newsletters, updates, posters and events to share news about TCT. You can also come along to one of our engagement events. These are events are set up to give you an update, gain your feedback, and actively work with you to help design our services.

6 Transforming Care Together Areas of work At the start of our journey we agreed a number of areas of work that we would focus on as we work towards partnership. These TCT workstreams are now established. In our partnership work, a workstream simply means a group of people who come together to complete a task or set of tasks. They are usually organised around a particular theme or objective and their work can involve: sharing experience and knowledge; identifying and exploring challenges and opportunities; proposing solutions or new areas of work; developing plans and delivering on those plans. For the TCT partnership we have divided our workstreams into two groups: clinical and enabling. Clinical workstreams relate to the services we offer now or may need to offer in the future, taking into account the healthcare needs of our communities. Enabling workstreams relate to the services and activity which plays a vital role in supporting our clinical work. Sometimes these are referred to as back-office functions. Adult Mental Health Older Adults Mental Health Clinical workstreams (areas of work) Learning Disabilities Child and Adolescent Mental Health Services (CAMHS) and Early Intervention Children s, Early Years and Health Visiting Workstreams key contacts The Programme Director oversees the work of TCT. Each Trust also has a TCT Lead. These are senior members of each Trust who work with the Programme Director to deliver the partnership. Micky Griffith, Programme Director micky.griffith@nhs.net TCT Leads at each Trust Mary Bytheway, DWMH mary.bytheway@dwmh.nhs.uk Jo Cadman, BCPFT jo.cadman@bcpft.nhs.uk Lorraine Thomas, BCHC lorraine.thomas@bhamcommunity.nhs.uk Communications contacts TCT has a partnership communications team who manage the communications for the partnership, including engagement events. This team includes representatives from each Trust. If you have any questions about TCT, would like this information in an alternative format, would like to be more involved, or have any feedback you would like to share please get in touch. tct.partnership@nhs.net If you prefer you can also contact the communications teams at each Trust (details on the previous page). IT and Information Human Resources (HR) and Workforce Cultural and Organisational Development Enabling workstreams (areas of work) Estates and Facilities Finance and Efficiency