Non-Executive Recruitment

Vision, Values and Strategy

Our Vision

To improve the mental, physical and social wellbeing of the people in our communities.

We will do this by:

  • Working with and advocating for the local population;
  • Refocusing our services towards prevention and early intervention;
  • Continuous improvement of our services;
  • Locating services as close to peoples’ homes as we can;
  • Developing a confident and skilled workforce;
  • Ensuring excellent and sustainable services.

Our Values

The values of the trust form the guiding principles and behaviours for the way we do our work. They are:

  • Respect
  • Compassion
  • Partnership
  • Accountability
  • Fairness
  • Ambition

Our Strategic Aims

Service user engagement is at the heart of everything we do.  We are continuously improving our approach to working with service users and carers.  Learning from their experience of care is helping us to foster a culture of excellence in service user and carer engagement in which innovation, flexibility, and responsiveness are central.

Quality and Safety: This is all about how we improve the quality of our services, ensuring care is safe and providing effective and accessible care delivered in true partnership with the service user.

This means working continuously to ensure the basics of good care are delivered, consistently and reliably.  It’s about the day to day interactions between our staff, service users and their carers, ensuring good standards of care are in place.  It’s about effectively reviewing how we are doing with robust governance arrangements supporting staff, teams and the whole organisation to ensure care is safe and of good quality.

People:  We cannot deliver good care or make the changes we need to make without the active contributions and support from our staff.  This is about every member of staff being able to deliver care and support effectively and being focussed on delivering improvements in quality and safety.

It’s about every member of staff delivering our values and being responsible for delivering high standards of care and working to improve the quality of care they provide.  We will continue to create and develop the conditions across all our services to enable this to happen. We will support staff to develop new skills and deliver new types of interventions and ways of working to take account of the needs of current and future service users.  We will ensure staff are supported through change, are able to shape how we move forward, are effectively supported with quality supervision, training and appraisals and have the ability to put quality improvement at the heart of what they do.

Value for money: Demand for our services is growing and budgets are getting tighter.  In order to provide high quality services we need to ensure all our resources are used effectively and support the delivery of effective care.  This is about reviewing and challenging every pound we spend and ensuring it provides the best possible value.  It’s about ensuring as much of our staff time as possible is focussed on working with service users and carers and that our buildings and IT systems help us become more responsive, cost effective and support the ways that we will work in the future.

Future Services: It is important that we look to the future and develop new approaches to working with citizens and ensuring the support they need is available.  This is about delivering services which build on research, innovations from our service users and staff and developments across the rest of the care system and local communities.

We want to enable citizens across local neighbourhoods to have excellent physical and mental health.  To do this we will work in partnership with primary care and other providers to ensure needs and opportunities through new pathways, employment, education and housing are supporting people and improving outcomes.  This is about, for example, developing services so people’s needs can be effectively supported within primary care, ensuring people with dementia are able to live as independently as possible, or that peoples mental and physical health needs are actively considered through effective liaison pathways and services. To achieve this we recognise the benefits that other organisations and services can bring and we will continue to work in collaboration and partnership to develop new ways of delivering care and support.

Service user and carers engagement underpinning everything as we move forward: As we implement our strategy we are clear that service users’ experiences and views, and those of their carers, are at the heart of our plans for service change and staff development. We are continuously improving our approach to working with service users and carers and learning from their experiences of care and will foster a culture of excellence in service user and carer engagement in which innovation, flexibility, and responsiveness are central.