Addressing the Gaps/Issues

OUTCOMES PROCESS OUTPUTS
This work will be joined up to enable Sandwell's vision for 2020 Due to the severe pressures and constraints on services there is a demanding agenda to meet Government Policy and public expectations of better services. There are four main outcome areas:
  1. Mapping the future service model and resources staffing required.
  2. Assessing resources/staffing available.
  3. Assessing what resources/staffing can be obtained.
  4. Working out how the plan can be achieved

All agencies within the borough are now looking at workforce planning and there is substantial work being undertaken by Local Authority, Sandwell Metropolitan Council, The National Health Service and the voluntary and independent sector.

There is external expertise from National Institute for Mental Health and the Local Government Agency with support from the Strategic Health Authority and all directors and chief executives are signed up to this process.

There is a strategy to recruit staff into joint posts to enable this to happen.

Service user satisfaction surveys now established.

Performance management needs to be rigorous to ensure compliance to the model and enable planning processes to move on. Through the monitoring of CHI, Improving Working Lives and staff satisfaction surveys the success of the Mental Health workforce plan can be monitored.

Within the voluntary and independent sector negotiated and contracted quarterly returns which show turnover, vacancies and the monitoring of the delivery of joint training and induction programmes will show trends and enable support to be offered if required.

Service user audit and satisfaction surveys by the Service User Reference Group are positive regards the impact of new roles and new ways of working.