# data[].attributes.body
As a team we are working on being more aware of our unconscious biases, including making assumptions about people from what we have heard before making our own judgement. Awareness means we can address these biases and provide more non-judgmental patient centred care.

# data[].attributes.body
- We treat service users with respect, maintaining dignity, giving options around treatment, listening and working collaboratively.
- When we administer depots, service users often ask about other staff members which reflects the good relationships they have built up. As a team we always try to be welcoming and make service users feel at ease, checking in with them and making them comfortable.
- We also try and involve carers where relevant, making them feel welcome and address some of their needs where possible.

# data[].attributes.body
Staffing is an ongoing issue and we want to further improve the experience of student nurses in the community.
We are planning to update the induction pack and create a more robust induction plan for the first week, so students are aware of opportunities and have a fuller understanding of ACMHS.

# data[].attributes.body
We are a supportive team with good retention and a team-working culture. We try to provide a nurturing learning environment for students.
We are a very busy team but we still try and make sure that service users have the best experience we can provide, often going the extra mile.

# data[].attributes.body
As with CQI we are asking individuals / teams to deliver change with no additional resource. Staff are already working in an environment where high vacancy rates / issues over recruitment mean it can be a struggle simply to maintain safe and effective services. Where are the budgets for transformation going?

# data[].attributes.headline
Take the majority of the recruitment & HR out of the hands of clinical managers 

# data[].attributes.subject
Take the majority of the recruitment & HR out of the hands of clinical managers 

# data[].attributes.body
This feels like a full-time job in itself, alongside already having a full time job! Take a leaf out of the private sector and handover everything to a HR/personnel team. with recruitment - Clinical team leaders and Managers should write the job advert and requirements of the job, HR take over the advertising, shortlisting, arranging interviews etc. T/Leaders and managers do the interviews and then hand back to HR to do all the post-recruitment checks - it's too much for managers to do this alongside everything else.
HR should take over everything with regards to managing Long term sick, disciplinaries etc we have to link up with them for all of the steps, so why can't they actually do it?! They know employment law better than clinical managers!

# data[].attributes.headline
As a trust take capacity planning seriously

# data[].attributes.subject
As a trust take capacity planning seriously

# data[].attributes.body
Really look at what we're expecting staff to do in the limited time available and enabling managers to be able to 'manage' this effectively on an individual and team level. More operational support to help support this.

# data[].attributes.headline
Better opportunities for non-clinically trained staff

# data[].attributes.subject
Better opportunities for non-clinically trained staff

# data[].attributes.body
We need clear pathways for non-clinically trained staff to develop and progress - admin staff in particular!

# data[].attributes.body
Can we please build these in for new starters to enable team leaders and managers to ensure they have engaged and committed staff who abide by the values & who actually want to be at work

# data[].attributes.body
New posts that come up. Exciting developing new roles. Managing the gaps in services.

# data[].attributes.body
Does there need to be some recognition of pandemic response? This is what's changed, how we've adapted our work, preparedness for a similar situation?

# data[].attributes.body
Green agenda. How can we do our part in reducing our impact on the environment?
How can we encourage people to be more green? Make things more available e.g. enough recycling bins.
Especially in office spaces, the environment could be improved

# data[].attributes.body
Sometimes we have lots of layers of governance that mean things can take a long time, and then, due to national landscapes changing, work can be stopped etc.

# data[].attributes.body
Are there national programmes to support the shortage in LD nurses? Is there something we can be getting involved in/reaching out to to get our name out there as a trust

# data[].attributes.body
When we work with partners eg. Mind, CGL, we can help to develop new and improved services. E.g. in one service, having a drug and alcohol worker in the staff team has really helped with inreach to SUs and making sure they get support they need

# data[].attributes.body
Collaboration with others. Working between trusts, regions, partners. Improve working together, use links with VCSE organisations to improve care for service-users

# data[].attributes.body
Integrated care. OTs and social workers I've spoken with both feel that others think what they do is not their business. But we need to integrate this and make everyone realise that this is everyone's job to provide holistic care to service users

# data[].attributes.body
Staff wellbeing. Specific recognition of uniform good support for those who have had time off after an incident and return to work.

# data[].attributes.body
easier access to help and support is really important. So people are able to get help when they need it. People seem to speak more about their mental health now which is really positive but we need to build on this, ensure people feel happy speaking about it and get the support they need early

# data[].attributes.body
Recognition that we are in a difficult position, and still working towards vision/mission. Could add this idea of resilience to the statements.

# data[].attributes.body
Colleagues who have worked in other trusts are often very positive about hpft and how the values are embedded

# data[].attributes.body
Colleagues have a 'can-do' attitude, despite challenging work, motivated to improve and challenge selves

# data[].attributes.body
Spoke with an HCA who embodied the values perfectly. Brilliant to see staff living and breathing these values

# data[].attributes.body
Understanding service user contexts more when looking at data. (Age, ethnicity, different situations) - explore further

# data[].attributes.body
We could do more towards having an overarching project management office - reduce duplication of work, more awareness of what projects are happening

# data[].attributes.body
Be more creative about how we recruit to certain posts

# data[].attributes.body
Do more to positively promote our services. Especially considering recent media scrutiny - need to focus on positive work that's happening, showcase, hopefully change stigma

# data[].attributes.body
Staff retention and growing and keeping talent is particularly important. Continue to build on this

# data[].attributes.body
Working for a trust that is always challenging itself to improve. We are under certain pressures but still strive to provide the best care for service users and carers.
Pleased particularly to be working for LD&F

# data[].attributes.body
working on projects that benefit service-users and the care they receive as well as helping work life balance

# data[].attributes.body
The range of resources and treatment offered to everyone.

# data[].attributes.body
- We don't do enough to understand the reasons for staff leaving
- How are we managing microaggression
- Digital maturity and equitable digital solutions
- Public branding image

# data[].attributes.body
- Reality of very little money allocated to teams for skill based training

# data[].attributes.body
- Mission needs to include our staff and how we are committing to looking after our staff as part of the mission
- Investment in staff skills and development

# data[].attributes.body
- Supporting staff and ourselves in voicing concerns when values aren't being followed
- Openness and transparency from trust of actions taken when values are not being followed
- Respecting staff diaries and respecting peoples time e.g. booking meetings at lunch time

# data[].attributes.body
- CQI team is authentic in displaying our values within the team and with everyone we work with
- Experts by Experience feeling respected with the view that the first joint training cohort is in progress
- We see mutual kindness and respect displayed at all times in our training events

# data[].attributes.body
- We want to change the mindset that improvement takes a lot of time as against to the benefits that it can provide to our staff, service users and carers.
- Having senior leaders more engaged in improvement projects

# data[].attributes.body
- Build on co-production further
- CQI team being in teams to promote that improvement is for everyone
- Continuing to build upon refining CQI culture for team leaders and senior leaders.
- Continuing to build upon embedding CQI principles at all levels
- Building upon celebration of improvement projects and embracing learning from unsuccessful projects
- Building on working in collaboration and aligning to shared missions

# data[].attributes.body
- The CQI function is starting to embed within the way we work.
- Presence and Visibility of the team has grown.
- Experts by Experience being part of our CQI Leadership training.
- Popularity of the Leadership training.
- CQI training promoted staff connection, wellbeing and solidarity.
- CQI team is a cohesive team that is well skilled to compliment each other.
- Our tools and resources are of good standard.
- Work that the team has supported have won awards.

# data[].attributes.headline
Instead having too much bank staff that don't work  properly because they know it is not their place of  permanent work, recruit enough staff to work and only have  bank staff occasionally.

# data[].attributes.subject
Instead having too much bank staff that don't work  properly because they know it is not their place of  permanent work, recruit enough staff to work and only have  bank staff occasionally.

# data[].attributes.headline
Ground people work very hard caring for others hopefully for the future we will benefit more better pay and recruit more staff and that they will stay long term.

# data[].attributes.subject
Ground people work very hard caring for others hopefully for the future we will benefit more better pay and recruit more staff and that they will stay long term.

# data[].attributes.headline
Training is good but need times to do it. And Paris fails so it sets you back to go back to paper. Internet is not very good.

# data[].attributes.subject
Training is good but need times to do it. And Paris fails so it sets you back to go back to paper. Internet is not very good.

# data[].attributes.body
yes very achievable with enough staff to get the benefit

# data[].attributes.headline
Engagement and action for LGBTQ communities. 

# data[].attributes.subject
Engagement and action for LGBTQ communities. 

# data[].attributes.body
More engagement is required, need long-term tangible positive changes, which is consistent and on-going. Clinical staff often lacking in this staff network.

# data[].attributes.body
Not as invested, just ticking a box, not as engaged. Do not see that natural input.

# data[].attributes.body
Training highlighting this, to raise awareness and education.

# data[].attributes.body
Important to have these conversations, be open and aware regarding individual pronouns. ID badges could enable this.

# data[].attributes.body
Be open to learn & share ideas regarding this.

# data[].attributes.body
Improve autism pathway, often struggle to access services/pathways. Access for grown-ups / parents is a challenge, especially assessments.

# data[].attributes.body
Need to make sure all of our spaces and accessible and friendly.

# data[].attributes.body
It is hoped that soon there will be better data ability to look at service user needs and trends to predict future need and be able to work with community partners to ensure services meet the needs. Needs continued progress against PARIS/ ACSIS and Spike.

# data[].attributes.body
There is a big lack of specialist training access for non service use facing services. No commissioning/ quality/ contracting/ relationship management etc. HPFT are expected to work in mirror with HCC but can not access the same training. Appraisals can't currently link to available training.

# data[].attributes.headline
Essential support services are hard to reach

# data[].attributes.subject
Essential support services are hard to reach

# data[].attributes.body
HR, IT, Change of circ forms, getting programme access are all much harder to access than they should be.

# data[].attributes.body
We work with a lot of commissioned providers who we have strong partnership with and reliance upon.

# data[].attributes.body
I don't think they need to change, they still feel relevant.

# data[].attributes.body
Policies to ensure staff are aligned with values and expectations such as probation periods and training that aligns with values.

# data[].attributes.body
This week HPFT staff members worked together to get the best possible discharge for a service user in hospital. last week a team member supported a service user to move accommodation. I see respect every day.

# data[].attributes.body
I know recruitment is very difficult but we need an answer to the lack of care coordinator's for service users that need it.

# data[].attributes.body
Not all service streams have a governance meeting to report work to meaning some work is not reported or guided and there has been duplication of work for this reason. Better governance structures would be an improvement.

# data[].attributes.body
There are so many teams doing great work but it is impossible to know who the teams are and what they do. Making easy to understand 'maps' that can help link up teams for joint work would be helpful.

# data[].attributes.body
Work between commissioning and providers over the last few years has made strong and trusted relationships. There is greater transparency over processes and service user needs and better understanding of value for money and provider costings.

# data[].attributes.body
professional development shouldn't solely be dependent on managers approval

# data[].attributes.body
How the Trust supported all staff during the Covid-19 pandemic.

# data[].attributes.body
Please can Estates work more quickly, and ensure that services in Essex receive the same attention as elsewhere?

# data[].attributes.headline
More career progression for 8a operational managers

# data[].attributes.subject
More career progression for 8a operational managers

# data[].attributes.body
career pathways for all levels need to be improved

# data[].attributes.body
job planning at all levels

# data[].attributes.body
leadership structure for AHPs. There is currently an inconsistent structure across the trust.

# data[].attributes.body
Its great execs do walkabouts. Let have more as staff appreciate the access

# data[].attributes.body
Clinic rooms need effective temperature controls to support safe medicines storage

# data[].attributes.body
This human value is essential for any other value to be considered or improved. Acceptance that we can always improve and learn and that we are equal to others is a beautiful thing.

# data[].attributes.body
Space is always at a premium, so how about Soundproof Pods for 2, 4 or 6 to make full use of staff-only spaces. Also, if we make them bookable via Outlook we can maximise their utility.

# data[].attributes.body
Can we have all multiuse rooms accessible and bookable via outlook? One2one/private conversations are essential and enabled by access to appropriate spaces

# data[].attributes.body
100,000s of our NHS colleagues are burning out in the acute sector. They are not only physically drained, but disillusioned too having thought they would have time to get to know and acre for their patients, the pace of flow mitigates this opportunity. Not so in MH and LD! We must highlight that our trust provides the ability to care and engage with patients and carers!

# data[].attributes.body
I saw kindness and respect from the most senior leaders. It was very reassuring.

# data[].attributes.headline
Patient access to bespoke medicines advice

# data[].attributes.subject
Patient access to bespoke medicines advice

# data[].attributes.body
post discharge. We have the idea but need to plan and deliver a responsive and sustainable service so our patients and carers can access professional bespoke advice about their medicines.

# data[].attributes.body
for starting to transform the safety and effectiveness of clinical care by moving away from paper prescriptions :)

# data[].attributes.headline
Our pharmacy assistants and technicians...

# data[].attributes.subject
Our pharmacy assistants and technicians...

# data[].attributes.body
who tirelessly procure and distribute 10,000s of medicines with pride so our patients can get the care that they need

# data[].attributes.body
are dedicated, knowledgeable, willing to try new ways, flexible, supportive, happy to train and part of their clinical teams :)

# data[].attributes.body
Working in an MDT, drawing on the wide range of skills within our staff team, collaborating in a creative way, so that we can offer really person-centred care to service users

# data[].attributes.body
What I see is that when staff are under pressure, they protect and prioritise the way they treat service users. However, sometimes the pressures go sideways, particularly in communcation between different Teams/SBUs - there is a shortage of clinic space and storage space and the culture is not one of sharing and collaboration but rather competition, self-preservation and pulling rank.

# data[].attributes.body
Access to parking when working from The Marlowes in Hemel can be very difficult. If you're working across different sites within the same day, it can waste a lot of time if you have to park a 15 minute walk away

# data[].attributes.body
Proud of the Arts Therapies pilot project in the Bucks Specialist Learning Disability Community Team

# data[].attributes.body
Opportunities for research and service development - using the data we have to publish and disseminate research.

# data[].attributes.body
Psychological thinking within teams

# data[].attributes.body
Adapting and innovating during the pandemic to provide safe and effective services to service users e.g. the virtual/online 'Managing Thinking and Memory' group for people with mild memory problems.

# data[].attributes.headline
Away days that involve fun and time to connect as a team. Relationships are fundamental in supporting each other function and to continue to do the challenging work we do everyday.

# data[].attributes.subject
Away days that involve fun and time to connect as a team. Relationships are fundamental in supporting each other function and to continue to do the challenging work we do everyday.

# data[].attributes.body
There are big changes coming up in mental health legislation - LPS and a new MHA. The aims are to reduce inequalities and put the service user at the centre with greater choice about their care and treatment.

# data[].attributes.body
Ensure that our values are consistently applied to everyone - staff, service users and carers.

# data[].attributes.body
We see the values displayed throughout the Team in all activities and contact with professionals, outside agencies, service users and carers.

# data[].attributes.body
Increasing electronic completion and furnishing of detention papers using s12 solutions would reduce errors that could invalidate the papers - reducing unlawful detentions.

# data[].attributes.body
Areas of good practice should be shared with other Teams. Achieving solid foundations of basic good practice in accordance with legislative requirements across all Teams will enable us to aim higher, reach further and deliver better care.

# data[].attributes.body
The Team constantly adapt processes and lead change whilst ensuring that legislative requirements are met and service users are enabled to exercise their rights whilst detained.

# data[].attributes.body
getting band 5, post qualification! Need it with the cost of living, everything going up except salaries

# data[].attributes.body
The wellbeing classes / massages / food trucks are always welcome!

# data[].attributes.body
In relation to Tekhnicon House, to have a bigger dedicated area for breaks.  We currently have the kitchen which has been restricted due to covid numbers but this also has the photocopier in so not completely work free or if the large meeting room is free we can use this.  The toilets could do with a good clean and a facelift, possible full length mirror?!

# data[].attributes.body
To be able to work with the BPS, other services and University to understand more about the apprenticeship programme

# data[].attributes.body
Being the first Apprentice PWP within the service, (just reaching end of the course). The support I have received from colleagues and management has been brilliant.

# data[].attributes.body
We'd like to see more training materials, opportunities to refresh PARIS knowledge, and have an Induction that gets you off to a great start.

# data[].attributes.body
We don't get to hear about the new initiatives or projects - we are not good at sharing our successes