2. Delivery of Directorate service Complete Signed plans and schedule development strategy and model of care. of accommodation. Achieving target/benchmark lengths of Operational policies in place. stay and occupancy levels. Contributes to Overall reduction in length of local delivery of the Trust’s ICT strategy. stay. Signed IT project input and IT strategy. 3. Improved access to services for Complete Signed schedule of patients, family and staff. DDA accommodation plus compliance and approved service user plans and commissioning access. 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 Complete are no surveys thus far and efficient service delivery and working that capture this data environment. Suitable environment for specifically. Staff survey users and visitors including one which information is available, promotes engagement of users and their demonstrating families. Increased attraction to Trust for Buckinghamshire mental prospective staff. 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 Complete Staffing levels were to deliver the agreed models of care. increased on all the wards. Standardisation of ward staffing levels to Matrons lead three ward compliment delivery of model of care. teams. Flexibility in design, Provision of sufficient capacity to respond Older adult beds reduced to demand (including the impact of the from two wards to one; there growing, aging population). Designed-in are some lessons for Flexibility of internal layout and expansion designing older adult to meet emerging best practice and environments to learn. changes in demand whilst complying with Rehab ward moved in planning conditions. without need to change
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
14_BOD_-Whiteleaf-Project-Benefits-Appriaisal-Report.docx