People and Partnerships Commitment 2021 – 2023 Draft version
People and Partnership Commitment 2021 – 2023
Contents Our Commitments to you
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Our Objectives
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How will we achieve our objectives
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Our Commitments
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Commitment One and Two
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Commitment Three
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Commitment Four
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Involving Carers and Families
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The definition of a Carer
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Our Commitment
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Trust Pledge to Carers, families and friends
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Trust principles
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Triangle of Care Principles
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Hampshire Carers Joint Strategy and Carers Charter (2018-2023)
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Trust’s Carers Plan
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Key theme one: Developing a proactive approach to carers
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Key theme two: Information, support and resources for carers
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Key theme three: Information, support and resources for staff
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Key theme four: Carer engagement - collecting and collating feedback for service development
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Key theme five: Collaboration with external stakeholders and promotion and awareness of Trust’s work with carers
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People and Partnership Commitment 2021 – 2023
Priorities 2021-2023
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Triangle of Care accreditation
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Trust Standards
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Carer Engagement Priorities
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Lesser Heard Carers
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Community Development within Southern Health NHS Foundation Trust
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Our Understanding
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Engagement
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Connect and build
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Design and deliver
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Reflect and celebrate
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Our objectives
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People and Partnership Commitment 2021 – 2023
Foreword As a Trust, we meet people at times of great hardship and vulnerability. Because of this, our role in supporting people and providing a safe environment where they feel listened to and supported is crucial. Recognising people’s skills and expertise, and listening to them when they have concerns, is how we build trust. Sharing decision-making power and understanding the needs of someone as a person within a family, rather than a set of symptoms or conditions, is how we develop meaningful relationships with people. Our Experience, Involvement and Partnership Strategy Plan 2017/18 detailed our commitment to working together with service users, patients, families and carers so they have a say in their care and treatment, and help us to improve. By working together, we accomplished many of the priorities identified. We have now reviewed our strategy and are extremely grateful to everyone who took part to make this process possible. In this updated strategy you’ll find our priorities, as identified by patients, service users, carers and staff, for the year (2021) and looking forward to 2023. You will also see how we intend to measure our progress so we know our work is making an impact. This strategy is not set in stone. We are always open to improvements. If you have any feedback or suggestions, or would like to work more closely with us, please get in touch: people.participation@southernhealth.nhs.uk
“The NHS belongs to the people...It touches our lives at times of basic human need, when care and compassion are what matters most.” The NHS Constitution
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People and Partnership Commitment 2021 – 2023
Our Commitments to you • You can trust that we will be open and honest every time • You will lead your care and we will listen and take your views seriously • We will work with you to systematically learn and continuously improve • We will work together to make a difference to you, your family, and your local community We want to redefine how we work with those who use, commission, and oversee our services and we will do this through a set of clear and common-sense objectives. We will continue to challenge ourselves so you can lead your own care. At times when you can’t, we will work with you to achieve your goals. We will reach out to seldom-heard groups, people receiving and giving care, and partners and communities we work alongside. This strategy is a pledge about how we will express the values of our Trust and make sure these are enacted by every one of us every time. We know that hearing about your experience is the best way to understand how well we are doing. This includes making sure we treat and communicate with you compassionately and with empathy. We want to make a positive difference to you, reflecting how we made you ‘feel’, achieving a better life and better outcomes with our help. We want our care to be extraordinary and when we make mistakes, we want to be honest with you and to learn.
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People and Partnership Commitment 2021 – 2023
Our aim is to listen to, continually learn from and work in equal partnership with you, your family and carers. We will work collaboratively with the wider public and key stakeholders in the best interests of people. We will include people who commission our services, voluntary and third sector organisations, and our staff in shaping the way we all work together. We believe that relationships between people who use our services and those who deliver them should be based on mutual respect for lived experience and professional knowledge. We will routinely offer opportunities to participate meaningfully in the planning, delivery, and monitoring of our services. This includes working alongside families, friends and carers: helping them to look after their loved ones and listening and acting on their feedback. We want to fully recognise the contributions of families and carers and offer them support with their own health and well-being, promoting an understanding of life beyond a caring role. Achieving the actions set out in this strategy will be challenging. This is a longterm commitment from our Board through to every staff member and volunteer in the Trust. It will require all of us to adapt and change. We must persevere to make the progress we aspire to. This will also involve having open and transparent conversations, challenging ourselves and involving staff and patients in ethical debates about what’s right for people.
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People and Partnership Commitment 2021 – 2023
Our Objectives Our objectives are to work in partnership with the people who use our services, their families and carers, and other stakeholders. We will do this by:
• We will play an active role in the development of the Integrated Care System across Hampshire and the Isle of Wight. • We will implement a membership strategy to ensure we have a fully engaged Foundation Trust members which represent the diversity of our communities.
• Supporting people to lead their care and treatment, and co-producing their care plans together with staff.
• We will increase confidence in the Trust by proactively connecting with our communities, supported by our governors.
• Enabling open access to people for their care records based on our children and family’s pilot ‘patient portal’ and promoting transparency every time.
How will we achieve our objectives?
• Ensuring that people who use our services are routinely given opportunities to participate meaningfully in the planning and delivery of services at team and board level. • Embedding a systematic process of feedback that values the involvement and experience of our service users, families, and carers.
We have listened to service users, patients, families, carers, staff, and our governors. There is agreement that our approach to engagement should be inclusive, collaborative, organised, positive and proactive. We will routinely seek, capture, and use feedback to improve care.
• Ensuring the knowledge and experience of families and carers is welcomed and used to support both the service user and staff in the delivery of care and treatment. • Offering support and training so those who may wish to participate feel prepared and supported. • Finding ways to involve seldom-heard groups and those with protected characteristics, to increase the diversity and numbers of people involved. We will undertake targeted activity to involve under-represented groups and those who experience the highest levels of health inequalities. • Increase our work with other stakeholders e.g. commissioners, other NHS Trusts, third sector, voluntary and social enterprise groups, to help improve partnership working for the benefit of the people and adopting a community focussed approach.
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People and Partnership Commitment 2021 – 2023
Our Commitments Commitment One and Two • You can trust that we will be open and honest every time • You will lead your care and we will listen and take your views seriously
Standards 1. Develop opportunities for people to be involved meaningfully in the planning, delivery, and development of services. 2. Develop a robust peer support programme 3. A commitment to allocate regular time to actively seek feedback by speaking one to one with service users/family/carers and offering future participation opportunities 4. Ensure there are a variety of mechanisms in place for sharing updates with people who have offered their experience and expertise to help plan, develop and deliver services. 5. Role model the values of the Trust and demonstrate that our connection with patients’ families and carers is treated as valuable to us. 6. Ensure that patient and carer information meets NHS accessibility standards and is available in formats that are meaningful to all the communities we serve. 7. Ensure that patients, carers, and partner organisations are informed at an early stage and given meaningful opportunities to be involved in service change, and that their input is considered, so improvements are more likely to meet their needs. 8. Staff, patients and families have access to adequate IT (such as Wi-Fi connections/laptops) to support timely collection of information (such as next of kin, feedback) 9. Ensure there are a variety of mechanisms in place to share updates with people who have offered their experience and expertise 10. Open access to patients’ of their records and care plans – every person will have every letter sent to them and shared with their doctor or health care professional about their care.
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People and Partnership Commitment 2021 – 2023 • • • • • • • •
The highest standards for involving service users, families and carers every time for everyone Service users, families and carers reporting they feel involved, and their voices are valued and heard Evidence in verbal feedback and papers to Board of service user, family, and carer involvement Fewer complaints/concerns expressed about poor communication and lack of information for service users Fewer complaints/concerns expressed about poor communication and lack of information and involvement for families and carers Improvement in Friends and Family Test response rate and qualitative feedback More actions taken in response to feedback Regular audits to review whether we have shared letters with the service user or patient
Commitment Three
• We will work with you to systematically learn and continuously improve
Standards Increase opportunities for people to give feedback to include regular patient/carer stories at Trust Board meetings Ensure feedback is acted upon and outcomes reported back to individuals and shared Trust-wide People will have access to their own records. A trial is underway in Children’s and Family Services. If successful it will be rolled out in 2023. Ensure systems in place to capture understand and use feedback to improve services Staff engaged and connected with their local communities – develop and maintain relationships with local people, communities, and their representatives Ensure that the day-to-day experience of service users, families and carers is carefully listened to, reflected upon and responded to rapidly Encourage dissemination of positive and constructive feedback spreading good ideas widely Develop and support mechanisms and attitudes that will enable sharing, openness and transparency about how feedback has made a difference Listen and understand our impact on people’s lives Value peoples time as much as our own Seek to understand different perspectives and views including those from seldom heard groups and with protected characteristics
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People and Partnership Commitment 2021 – 2023 Measures of success • • • • • • •
Increased number of audit programmes that incorporate service users, family and carers, for example: new peer review programmes, complaints audit CQC self-assessment Assessment against NHS England’s Patient Experience framework Increased use of Patient stories and case studies to support learning and improvement Assessment against Patient Safety framework Increased response rate of Friends and family test Fully automated and systematic collection of data from service user led surveys
Commitment Four • We will work together to make a difference to you and your local community
Standards Provide/increase opportunities for people to be meaningfully involved in service change and redesign Provide clear and routine mechanisms for people to be involved in service improvement Ensure the outcomes of involvement lead to service improvement Support and facilitate the development of a Working in Partnership Committee that will influence Trust priorities from a patient, service user, carer and community partner perspective. Ensure service users, families and carers are involved in the development of Trust-wide information leaflets, for example: information when a serious incident may have occurred Support the development of appropriate training for service users, families and carers Ensure service users, families and carers are involved in the development of staff training, for example: Duty of Candour Ensure service users, families and carers are involved in setting the strategic direction and priorities of the Trust Extend areas of involvement across corporate/non frontline services, such as estates and facilities Ensure the quality of engagement and involvement activities across the Trust
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People and Partnership Commitment 2021 – 2023 Measures of success • Service users, family members and carers feel equipped to contribute towards service design and delivery. • All improvement projects can evidence meaningful involvement and partnership working. • The Patient Experience, Engagement and Caring group monitor and support Divisions to ensure achievement of standards (as outlined above) across all service delivery units. • Trust is recognised as an organisation that embraces service user, family and carer involvement and partnership working in the design of services that meet the needs of the local population How we will achieve our commitments? Engagement, involvement and a working partnership with service users, families and carers is of vital importance to everyone in the Trust. The Board will lead this improvement plan with the Executive Director of Nursing and Allied Health Professionals as Executive lead.
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People and Partnership Commitment 2021 – 2023
We will:
• Establish a staff PPI (Patient, Public Involvement) leads group to support shared learning, best practice, and encouragement.
• Develop further the diversity and oversight of our Trust wide Working in Partnership Committee, that is a critical friend to the Trust, advising the Trust Board and monitoring the progress of this strategy.
• Recruit people who have our values. To support this, all our recruitment panels will include patients and service users.
• Work with people to create long term employment opportunities within our Trust for people using our services.
We will development an online toolkit for our staff, which will include best practice guidelines, templates, and case studies. Locally developed involvement strategies will support this strategy and local teams will create action plans in each service area.
• Build on existing groups and forums in every service where we listen and agree actions for improvements with people in our care; recognise good practice and work to develop similar forums in every area. • Support and value patients and service users who give their time and experience to help us. • Support each locality and our specialised services to establish their own local action plans for routinely seeking meaningful engagement and involvement of service users, families, carers, their representatives, and staff. Localities will routinely report on progress against plans to the Trust Board via the Patient Experience and Caring group. • Ensure that relationships between service users, families and carers are based on compassion and mutual respect for lived experience and professional knowledge. Develop partnerships with patients based on their individual needs and experiences. • Offer a range of ways and methods of systematically receiving right time feedback to enable as many people as possible to engage with our services. • Ensure that senior leadership in the Trust are working alongside teams leading by example and encouraging and promoting good practice. Increase staff competencies in involvement skills and challenging conversations, including receiving regular supervision to ensure their psychological safety.
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People and Partnership Commitment 2021 – 2023
Involving Carers and Families
Trust principles
The definition of a Carer:
Triangle of Care Principles
A carer is anyone who helps somebody (usually a relative or friend) who needs support in their everyday life due to illness, frailty, disabilities or mental health or substance misuse problems. This is an unpaid role, and is not the same as someone who is paid, provides care professionally, or through a voluntary organisation. Carers may frequently provide support including assistance with personal care, household tasks, finances, emotional support and leisure.
1. Carers and the essential role they play are identified at first contact or as soon as possible thereafter
Our Commitment
5. A carer introduction to the service and staff is available, with a relevant range of information across the care pathway
The Trust works in line with the Triangle of Care principles, Hampshire Carers Joint Strategy (Hampshire County Council - 2018-2023), and Southampton Carers Partnership (Southampton City Council – in draft).
2. Staff are ‘carer aware’ and trained in carer engagement strategies 3. Policy and practice protocols are in place about confidentiality and sharing information 4. Defined post(s) responsible for carers are in place
Southern Health NHS Foundation Trust is committed to working collaboratively with carers, families and friends of service users. There are two core reasons: • For the benefit of the service users to achieve the best possible outcomes • To reduce the risk of carers becoming the service users of tomorrow
6. A range of carer support services are available In response to the Triangle of Care principles, there are four Trust standards, which continue to be embedded within all services across the Trust: 1. Carers leads in every team to advocate for and champion the embedding of the Triangle of Care within their team
Trust Pledge to Carers, families and friends We at Southern Health pledge to continue to recognise, listen to and support carers. We are committed to supporting carers by giving them timely information, respect and opportunities to share their stories and make their roles visible. Our aim is to empower carers’ voices, by improving the way in which we listen and communicate with them, enabling them to continue in their caring role in good health and keeping safe.
2. Triangle of Care training for all staff to understand the principles and standards in further detail and consider how to embed them within their services 3. Carers booklets to offer an introduction to the service, a jargon buster, and signposting to help, advice and support services for the carers
In recognition of the invaluable contribution that carers make to society, we will continue to work together with them to support their own wellbeing and improve outcomes for patients.
4. Carers communication plans are documents that exist alongside service users’ records, which focus on starting and developing a conversation and relationship between staff and carers. They include crucial information that the carer can provide about the service user which is invaluable for assessments, care planning and discharge planning. It also focuses on the carer and their needs to ensure they are given useful information and signposting to where they can get help and support.
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People and Partnership Commitment 2021 – 2023
Hampshire Carers Joint Strategy and Carers Charter (2018-2023)
Principle 3 - We will welcome your involvement in the care of your family member/friend, and: • Involve you in planning the care and discharge for the person you support • Give you a copy of the care plan for the person for whom you care, with their agreement. This will state the responsibilities of all the people who are involved in providing care • Give you information about what to do to help your relative and who to contact if you need help or advice
Principle 1- We will recognise and respond to your own needs as a family member, carer or young carer, and:
• Give you information about the way our service works and relevant health issues including medication
• Provide you with help and professional advice to support you
• Discuss with you if you wish to continue with particular caring roles
• Take into account your personal needs and preferences • Will review with you the level of care that you are able and willing to provide; and understand this may change over time
Principle 4 - We will value your involvement in the development of our services, and: • Give you the opportunity to state your views on the quality of our services
Principle 2 - We will recognise your expertise, knowledge and important role that you play, and:
• Give you the opportunity to be actively involved in the planning, development and evaluation of our services • Inform you of service developments and give you adequate notice of meetings, consultation periods and other relevant events
• Listen to you without bias or prejudice • Take your worries and concerns seriously
• Follow Trust policy to value and recognise your involvement in helping us develop services.
• Recognise that you have relevant and important information about the person you care for • Value and respect your opinion and, where necessary, keep it confidential
• Take your views into account when decisions are made about the person you care for • Share information with you about the person you care for whenever this is helpful and we are able to do so. We have to abide by policy and law relating to confidentiality, and sharing personal information.
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People and Partnership Commitment 2021 – 2023
Trust’s Carers Plan The Trust’s Carers Plan has been developed through co-production with carers. The actions have emerged after recognising issues and concerns from carers, and in line with the Hampshire Joint Carers Strategy, Trust values, and Triangle of Care principles. The Carers Plan is a working document and will be updated and amended according to what we hear from our carers to ensure that we are timely and responsive to all issues. There are two areas that this plan covers: • Clinical service delivery for the benefit of service users, through the inclusion and engagement of carers as key stakeholders in the support and care of service users, patients and clients • Carer support to ensure the health, wellbeing and safety of carers within their roles to enable them to provide care to service users for as long as they would like to and as a preventative course of action to reduce likelihood of carers becoming the service users of the future
The two areas overlap and the actions in the carers plan relate to either or both areas.
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People and Partnership Commitment 2021 – 2023 There are five key themes addressed within the Carers Plan:
Key theme four: carer engagement – collecting and collating feedback for service development
Key theme one: Developing a proactive approach to carers
This theme is about engagement, involvement, feedback mechanisms, co-production, and collaboration. Ultimately, it is about ensuring the carers voice is present in all aspects of service development, quality improvement, and projects identified within the Trust, and with our external partnerships and organisations.
This theme covers how we foster a culture that is inclusive and collaborative with carers, families and friends. It includes the Triangle of Care accreditation process and aspects relating to embedding the Triangle of Care concept within all services. This is coupled with regular reporting on progress, identifying good practice alongside carers and staff and auditing against good practice.
Key theme five: Collaboration with external stakeholders and promotion and awareness of Trust’s work with carers
Key theme two: Information, support and resources for carers
This theme covers all collaboration with external partners and stakeholders to ensure that all conversations relating to carers across Hampshire, Southampton and Portsmouth include Southern Health, and Southern Health carers. This includes: partnership boards, primary care, commissioning groups, local councils, local authorities, charitable organisations, and other services.
This theme covers everything about providing information, signposting, resources, advice and support to carers, families and friends. This includes: co-producing booklets, leaflets, webpages and communication tools to provide information relevant to the needs of carers; co-producing training and education sessions for carers; raising awareness of carer support services both internally and with external partner organisations; and, facilitating or signposting to relevant carer groups and meetings (again, both internally and externally). The purpose is to equip carers with everything they need to be able to continue their role as carer to service users.
Key theme three: Information, support and resources for staff This theme covers everything about equipping staff, teams and services with what they need to work closely with carers. This includes relevant resources, toolkits, training, education and information that staff require. It includes identifying any challenges, concerns and barriers experienced by staff when trying to work closely with carers, and actions to solve such issues. This theme also includes identifying and supporting staff who may also hold a carer role outside of their work place, and identifying opportunities for education and employment of carers.
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People and Partnership Commitment 2021 – 2023
Priorities 2021-2023
Carer Engagement Priorities
Triangle of Care accreditation
Whilst the above priorities focus on embedding a culture that is carer-inclusive and working closely in collaboration with carers, there are a number of priorities relating specifically to carer engagement within the Trust. By carer engagement, we mean co-production, ensuring the voice of carers as experts by experience is heard, quality improvement and service development.
• Star 1 – Inpatient Units for Adult Mental Health, Older People’s Mental Health, Forensics, Children and Adolescents Mental Health, Learning Disabilities – 2021 • Star 2 – Community services for Adult Mental Health, Older People’s Mental Health, Forensics, Children and Adolescents Mental Health, Learning Disabilities – 2022
• Develop best practice for working with carers and audit against it • Create carer-specific roles in services, specifically a network of Carer Peer Support Workers
• Star 3 – All services including Physical Health - 2023
• Provide carer advice and information drop-ins • Set up or support carer groups (advisory, educational, peer support)
Trust Standards
• Co-produce carers booklets (as above) and additional materials and resources for carers
• Carers Leads in all teams – 2021 – Complete • Triangle of Care training for all staff – 2022
• Deliver events and roadshows to engage carers
• Inclusion of Triangle of Care in all staff inductions – 2022
• Raise awareness of opportunities for carer engagement, education, support
• Carers Booklets for all services – 2023
• Co-produce carers Frequently Asked Questions
• Increase the number of recorded carers to be representative of the population in Hampshire - 2022
• Co-produce website and other digital content • Increase carer membership to the Carers and Carers Leads Network
• Carers Communication Plans 100% compliancy – 2022
• Increase carer membership for the Families, Carers and Friends Involvement Group • Engage staff who are carers in the Staff as Carers Support Group, CarerConfident Employers Accreditation, co-production of the Carers Passport, and policies relating to Special Leave and support for staff as carers • Continue to gather and analyse feedback through multiple platforms • Encourage carers to engage with the service Transformation Boards
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People and Partnership Commitment 2021 – 2023
Lesser Heard Carers
• Increased carer membership to Networks, Involvement and Advisory Groups, and distribution lists
Work to date has focussed on the majority of carers across the range of services within the Trust, and whilst there is still work to be done, additional considerations are required for lesserheard carers. The following scoping projects will develop carer engagement strategies that are co-produced and more bespoke to specific carer populations:
• Multiple methods of communications about carer-related topics, groups, opportunities and our progress working with carers
• Increased response rates to Carer-related surveys and audits, and further methods through which carers can provide feedback and share their experiences developed
• Increased opportunities for training, education, support and engagement for carers
• Young Carers – alongside our colleagues at No Limits and the young carers they support. • Older Carers – The North and Mid Hampshire Urgent Community Response Team recognise a gap in their service provision for carers of their clients, especially those who may be older and in more rural settings. • Black, Asian, and Minority Ethic Carers – alongside our colleagues at Southampton Healthwatch and the Trust’s Equality and Diversity Lead. • Travelling and Gypsy Communities – alongside our colleagues and families at the Margaret Clitherow Trust. • Military Families – as part of our work for the Veterans Covenant, supported by People Development, and other external partners. These will form a new sixth thematic section on the Carers Plan (as above)
Measures of success • Triangle of Care accreditation to Star 3 • Compliancy with the Carers Communication Plans for all recorded carers in the Trust • Bespoke Carers Engagement Strategies for lesser heard communities of carers to then develop and progress ongoing
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People and Partnership Commitment 2021 – 2023
Community Development within Southern Health NHS Foundation Trust Our Understanding Community development is about relationships. It is about the skills of citizens and local residents; the power of local associations; the resources of institutions such as the NHS and Third Sector; the physical resources of the local place; the economic resources of that place and the heritage, history and stories of the locality. These form the ingredients of relationship. There is no ‘them and us’ – just all of us, together and working to the agenda that discovers the richness of the community to care, nurture and sustain its members. Our Trust strategy highlights the importance of reaching out to people on the margins of society and to address health inequalities. We use various methods to improve our understanding, such as demographic data at local and national level. However there can be no substitute for engagement in order to hear the personal and real stories and to understand the strengths of communities. As a publically funded Foundation Trust we are accountable to local people. Citizens can become members and governors. So by nature we are a body that invites engagement.
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People and Partnership Commitment 2021 – 2023 Engagement The starting point is that engagement is by invitation and not imposition – and certainly not an imposition according to our (institutional) agenda. Then there is deep listening. What do people care about and indeed care enough about to act upon? Edgar Cahn, the creator of Timebanking, offered the opinion that engagement becomes flawed when one side, namely the institution, offers solutions without first listening and learning. People work at the speed of trust and communities will engage when they feel listened to and respected for their strengths and assets.
Connect and build There is an old saying – ‘you do not know what you need until you know what you have’. Communities are places of abundance and the role of community development is to ‘get out of the way’ of what people and communities can do for themselves and only offer support, resources or services when needed or invited to do so. It is a working together and an opportunity to connect and build up the local strength – citizens, associations, organisations etc. The network of connections then becomes the assets of the place or locality to support all citizens and parts of the community. The key for our engagement is to build reciprocal relationships – a sharing of strengths, time and resources and to connect with supportive associations – the bits that people need help with if it is not available within the community.
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People and Partnership Commitment 2021 – 2023 Design and deliver Co-production is an often-used term today and it can be argued the meaning has been lost in the plethora of training courses, conferences and articles about how to do it. Co-production is based on the principle that most of what we all depend on throughout our lives is to be found in the core economy and consists of family, neighbourhood and community. It is explicitly not about the design and delivery of services. Services should always remain supplementary and complementary to our lives. Community development is about connecting all that is helpful. As Ruth Dineen, Patron of the Co-production network in Wales, says: “Co-production is about love, kindness, caring, compassion, encouragement and moral duty that supports people and connects them to each other promoting health and wellbeing.” No mention of services here but a recognition that the design and delivery of support is primarily produced by communities. Our role is to be a reciprocal partner offering practical help according to the community agenda.
Reflect and celebrate Community development brings many joys. Celebrating neighbourliness and community spirit through reflection, story and togetherness brings further possibilities and a vision for the future. The spaciousness of our engagement creates opportunities for friendship, sharing of wisdom, learning and a deep connectedness that enables Southern Health to serve its citizens.
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People and Partnership Commitment 2021 – 2023
Strengthening our Community Development Programme
• Re-establish links with community hospital league of friends/friends of to ascertain post Covid19 role • Continue the ‘brightergrounds’ project in conjunction with brighterway to establish green spaces of hope, healing and health within our hospital grounds
Our objectives • Identify the needs of the most disadvantaged individuals, families and groups which will highlight the key areas to work in • Work with people and local communities to build knowledge and skills and build the energy of communities and volunteers • Help strengthen communities and enable local people to take the lead (often by statutory representatives taking a step back from positions of power) • Work in partnership with communities and with other public bodies to improve services. • Tackle isolation and loneliness
Our priorities • The recruitment and provision of health volunteers to work within the Gypsy, Roma and Traveller communities (GRT) Support to offer include suicide prevention, mental health wellbeing and 0-5 children advice and health care. • Establish and promote Timebanking in Hampshire as a resource to enable those we support to grow their social networks, utilise their skills and receive the expertise of others to reduce their dependence on services • Increase the number of Tree of Life cafes across Hampshire • Partner with and utilise volunteers of Third sector organisations and associations/groups engaged in supporting specific health needs or communities
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People and Partnership Commitment 2021 – 2023 Measures of Success • Significantly increased levels of user involvement and engagement with the wider community. • A sense of genuine partnership working with community and voluntary sector and service users. • Improved understanding by health and social care staff and managers of the needs of people. • More tailored and targeted services. • Partnership in policies and service developments • Other statutory bodies recognised the value of this approach • Increase in young people’s participation in local decision making • Better understanding of the community needs and priorities through Town/ Ward profiles • More apprenticeships and more opportunities to gain experience in decision making for young people
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People and Partnership Commitment 2021 – 2023
Get involved If you would like to get involved or find out more about improvement opportunities to help us deliver this strategy, please visit our website and register your interest.
www.southernhealth.nhs.uk/contact-us/get-involved
@SouthernHealthNHS @Southern_NHSFT @SouthernHealth_NHSFT Southern Health NHS Foundation Trust
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