Our mission
Our mission is straightforward: to help people get better and create a service
we are all happy to recommend to others.
To support this, our vision is that:
·
People with common mental health problems are managed effectively
within the primary care system
·
People with complex mental health problems are swiftly referred to and
managed as appropriate by specialist services in our Trust
·
Focused and co-ordinated activities are developed to help improve
tolerance and understanding within neighbourhoods and communities, and
to enhance access to excluded groups
·
Strategic partnerships (sometimes through sub-contracting if appropriate)
are established with non-statutory sector 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).
The implementation of and progress
towards our vision can be translated
into 10 key strategic goals, where
we will:
1. Be the valued and preferred provider of mental
health services for complex conditions for our
local, regional and, where appropriate, national
populations.
2. Significantly extend our engagement with local
communities and businesses in order to:
·
Eliminate stigma
·
Remove barriers and create opportunities for
new development and employment
·
Optimise charitable income generation.
3. Ensure our place as the employer of choice
through recruiting, developing and retaining the
best workforce via teaching, research, reputation,
and ongoing development programmes.
4. Ensure ongoing excellence and
competitiveness through making the best use of
national and international benchmarking for cost,
price, management, outcome and organisational
capacity.
5. Sustain and further develop our role and
reputation as an innovative educator and trainer
of current and future health professionals.
6. Strengthen and develop those services which
assist our local health economies, optimise the
quality of services, ensure value for money and
minimise financial risk; specifically through
review of:
·
General hospital costs and capacity
·
Out of city placements
·
Mixed sector economies.
7. Shape and grow specific specialty interests
where we aim to be service leaders.
8. Review and realign our estates' asset base to
our clinical service facilities thereby ensuring
value for money.
9. Enhance service provision by developing added
value trading arms offering specific products
allowing re-investment in our core services.
10. Increase our sub-contracting arrangements
with complementary organisations involved in the
same care pathways as BSMHFT to optimise
services for our users.
Getting Better, Together.
7
7
Staff and Governors celebrate achieving FT status
(left to right: Ros Alstead, Lawrence Innis, Vinodrai Mehta,
Khalid Ali, Peter Marquis, David Boden, Sue Turner, Darren
Cooper, Brian Sheppard, Sally Selvey, Gary Crellin and
Lakhvir Rellon.)