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Publication of strategic direction for Southern Health’s mental health and learning disability services and Hampshire’s multispecialty community provider.

8 May 2017

Today we have published two important documents which provide clarity on the future direction of clinical services provided by Southern Health.

Southern Health logo - 2017

1)      Mental health and learning disability services: Statement of Strategic Direction

We have developed a new and dynamic vision for mental health and learning disability services as part of our commitment to improve care for the people we support and in response to criticisms we have faced.

This strategic direction has been developed over five months, working in partnership with service users, families, carers and staff who have told us what our future services should look like. This has not always made for easy listening but we knew a frank assessment of our services was needed as a basis for genuine improvement.

Today’s publication contains seven priorities which will now be the focus of our work. These include fundamentally improving access to care through a single point of contact; better 24/7 crisis support; greater inclusion of service users in the design and delivery of services; and ensuring people receive a more consistent level of service across Hampshire.

2)      A stocktake on the Multispecialty Community Provider model in Hampshire

We have also published a report on the development of the Multispecialty Community Provider (MCP) care model in Hampshire in which Southern Health is a key partner. The report was produced by Deloitte LLP and represents an independent analysis of development to date and suggested next steps. It finds that clear progress has been made in trialling new ways of providing care and improving the way GPs and NHS trusts work in partnership. The next steps will involve building these pilot schemes into new services, and for Southern Health to develop a strategy for our community services which will determine the Trust’s role in this.

Achieving these priorities will require many months of ongoing engagement with the people we support and our staff. We also need to continue to work closely with our commissioners and other partners locally and nationally to achieve the lasting and meaningful change that people in our care deserve.

Julie Dawes                                                Alan Yates
Interim Chief Executive                                 Interim Chair