2. Delivery of Directorate service development strategy and model of care. Achieving target/benchmark lengths of stay and occupancy levels. Contributes to local delivery of the Trust’s ICT strategy. Complete Signed plans and schedule of accommodation. Operational policies in place. Overall reduction in length of stay. Signed IT project input and IT strategy. 3. Improved access to services for patients, family and staff. DDA compliance and approved service user access. Complete Signed schedule of accommodation plus plans and commissioning prior to moving in. Feedback from service users and carers – “easily accessible, reception and café area are welcoming, a place I feel happy to meet visitors now.” Contract from Kier and professional team. There have been a small number of complaints about the environment and care which have been addressed. 4. Improved morale resulting from modern and efficient service delivery and working environment. Suitable environment for users and visitors including one which promotes engagement of users and their families. Increased attraction to Trust for prospective staff. Complete are no surveys thus far that capture this data specifically. Staff survey information is available, demonstrating Buckinghamshire mental health adult services are more positive compared with similar services in Oxfordshire. Data from HR showed there was a decrease in WTE sickness across the Whiteleaf services and more staff were recruited into posts. Feedback from the recruitment days held at the Whiteleaf has been very positive. 5. Efficient ward staffing levels sufficient to deliver the agreed models of care. Standardisation of ward staffing levels to compliment delivery of model of care. Provision of sufficient capacity to respond to demand (including the impact of the growing, aging population). Designed-in Flexibility of internal layout and expansion to meet emerging best practice and changes in demand whilst complying with planning conditions. Complete Staffing levels were increased on all the wards. Matrons lead three ward teams. Flexibility in design, Older adult beds reduced from two wards to one; there are some lessons for designing older adult environments to learn. Rehab ward moved in without need to change
Whiteleaf 98.69% 91.60% 92.17% 100.00% Mandalay House, Aylesbury 98.10% 93.41% 89.00% 98.41% Swindon Community & Inpatient Child & Adolescent Mental Health 96.07% 95.60% 90.71% 97.62% Appendix 6 The Excel spreadsheets below show clear evidence there has been a reduction in incidents on the wards following the move into The Whiteleaf Centre. The total number of incidents for Tindal, John Hampden and Mandalay is 1300, this can be broken down as follows; 410 Portland, 129 Mandalay, 345 Kimmeridge, 220 Harding, 186 Cromwell (combined total 406). The total for The Whiteleaf Centre is 1071, this can be broken down as follows; 439 Ruby, 61 Opal, 227 Amber, 344 Sapphire. Although ruby had an increase this was attributed to higher self- harm incidents, reduction in AWOL and Violence, where as in Portland this was violence, AWOL and self -harm in roughly equal proportions. Sapphire shows a slight overall reduction with the majority of those reductions coming from AWOL and violent incidents. Amber and Opal both show clear reductions in their incidents levels both wards reducing their incident rates by half. Appendix 7