Looking forwards
Second year of the pandemic – and our five year plan
Review of the year 2020/21
Our ambitions have not changed
Recovery and transformation
- Huge service demand and workforce pressures
- Focus on both pandemic recovery phase and stabilising services; and transformation
- Partnership working more important than ever – to manage service pressures and make most of our collective resources; and maximise opportunities from emergence of integrated care systems (ICSs) and provider collaboratives
Our key areas of focus
Services - our priorities
- Focus on immediate service pressures and stabilise fragile services
- Continue service transformation, supported by our developing coproduction practice
- Deliver quality strategy
- Continue to maximise digital and estates opportunities to enhance services
- Value improvement programme
People - our priorities
- Safe staffing and manageable workloads
- Prioritise staff health and wellbeing
- Develop workforce planning and development framework to support service development and changes in demand
Partnerships - our priorities
Ensure a strong voice for mental health and learning disability within evolving integrated care systems
- Key partner on mental health partnership board and local system and delivery boards
- Work with partners to establish mental health provider collaboratives and lead on key areas of NHS long term plan
- Lead provider collaborative for CAMHS across Greater Manchester
- Develop existing collaboration work with Greater Manchester Mental Health Foundation Trust
Culture - our priorities
- Develop our clinical strategy, aligned to the Greater Manchester Mental Health strategy
- Continue to drive our Just Culture, enhance the profile of Freedom to Speak Up and improve staff experience
- Implement leadership strategy to support redesigned organisation
- Develop equality, diversity and inclusion strategy, including co-produced actions to address health inequalities: