2. Proud to Care The future is in our hands…
The NHS belongs to us all. It is there to improve our health and well-being, support us to keep mentally and physically well, to get better when we are ill and, when we cannot fully recover, to stay as well as we can to the end of our lives.
It works at the limits of science - bringing the highest levels of human knowledge and skill to save lives and improve health.
It touches our lives at times of basic human need, when care and compassion are what matter most.”
The future is in our hands…

3. Poll - Ipsos MORI – Public Health Awareness and Opinion Survey 2014
Ipsos Mori – health - public awareness and opinion survey 2014
Gradual improvement – room for improvement

5. Models to Deliver Leadership….
Frontline leadership programme
Five thousand funded places on an inspirational leadership course for frontline nurses and midwives working in NHS-funded care are now available. The Frontline programme, created by the NHS Leadership Academy, will help participants build confidence and capability, recognise capabilities and areas for improvement and develop new skills as well as encouraging reflection on the impact of behaviour on others. The programmes will start in April, 2014 and run throughout the year. #NHSFrontline
From the top: a guide to being an effective nurse leader
11 January 2011 | By Susan Hodgetts
In the first of our regular section coaching nurses in management skills, we look at what it takes to be a leader.
Most people know a leader when they see one, but defining one is harder than you think. Leaders have been well portrayed in films, books and plays, and most employees would be able to tell you who the leaders were in an organisation.
A healthy organisation is said to be “leader-ful”. But what defines a leader?
Leaders are born not made is the old saying. But do leaders have an innate instinct or have they learnt the behaviours of a leader by watching others, and through trial and error in their own practice and on various training courses? Do they need to practise the body language that singles out a leader? Can the “aura” that people refer to when they describe a leader be acquired?
There is confusion between leadership and management. The most distinctive separation comes from a good friend of mine, Ken Jarrold, who stated that leadership is doing the right thing while management is doing things right. Leaders may also need to manage, but it does not follow that a manager is also a leader.
The five essential characteristics of a great leader:
A moral compass that remains constant and aligns with what most people would define as trustworthy and genuine. That doesn’t mean that these leaders consistently bring good news, but it does mean that you can rely on what they say to be an honest appraisal of the situation. They are ethically sound.
The ability to make healthy, appropriate relationships with others, and maintain those relationships whether with a supplier, colleague, line manager, client or patient, or an inspector. The organisation’s success is reliant on the people who work there and a leader is only as good as the people around him or her.
A talent for staying focused. A good leader must be a steady hand on the tiller to guide through the good times and the bad. Their messages are consistent. The content may change depending on the politics of the day, but the behaviours remain constant.
An aptitude for thinking of the organisation, rather than themselves, first. Every day is about what can be done to improve the way the organisation is run and how to motivate others. They know the most effective methods of decision making within a framework of good governance.
A desire to ensure the environment promotes healthy living and healthy working. Health and wellbeing is an important outcome of good leadership. An effective leader is also health conscious, offering a good role model to those with whom they work.
The Medical Leadership Competency Framework
Each of the framework’s five domains is further divided into four competency elements that doctors need to become more involved in the planning, delivery, and transformation of health services as a normal part of their role as doctors. The model is based on the concept of leadership rather than that of the individual leader: leadership is often described as shared or distributed, whereby each person can contribute leadership acts or behaviour according to their competence and the context or level at which they work.
AA4
Funding the piloting of the cultural barometer – Kings College London
Supporting the leadership academy to deliver the nursing and midwifery leadership programme
Turning the outputs of the leadership think tank into tangible actions:
Robust plan for 2014/15
Action research into compassionate leadership
Setting up a virtual network through the 6Cs live! Website

6. Leadership begins with Care
Synergise
Sharpen the saw
Logically
Begin with the end in mind
Put first things first
Think win-win
Seek first to understand and then to be understood
Be proactive
habit 1 - be proactive®
This is the ability to control one's environment, rather than have it control you, as is so often the case. Self determination, choice, and the power to decide response to stimulus, conditions and circumstances
habit 2 - begin with the end in mind®
Covey calls this the habit of personal leadership - leading oneself that is, towards what you consider your aims. By developing the habit of concentrating on relevant activities you will build a platform to avoid distractions and become more productive and successful.
habit 3 - put first things first®
Covey calls this the habit of personal management. This is about organising and implementing activities in line with the aims established in habit 2. Covey says that habit 2 is the first, or mental creation; habit 3 is the second, or physical creation. (See the section on time management.)
habit 4 - think win-win®
Covey calls this the habit of interpersonal leadership, necessary because achievements are largely dependent on co-operative efforts with others. He says that win-win is based on the assumption that there is plenty for everyone, and that success follows a co-operative approach more naturally than the confrontation of win-or-lose.
habit 5 - seek first to understand and then to be understood®
One of the great maxims of the modern age. This is Covey's habit of communication, and it's extremely powerful. Covey helps to explain this in his simple analogy 'diagnose before you prescribe'. Simple and effective, and essential for developing and maintaining positive relationships in all aspects of life.
habit 6 - synergize®
Covey says this is the habit of creative co-operation - the principle that the whole is greater than the sum of its parts, which implicitly lays down the challenge to see the good and potential in the other person's contribution.
habit 7 - sharpen the saw®
This is the habit of self renewal, says Covey, and it necessarily surrounds all the other habits, enabling and encouraging them to happen and grow. Covey interprets the self into four parts: the spiritual, mental, physical and the social/emotional, which all need feeding and developing.
Stephen Covey's Seven Habits are a simple set of rules for life - inter-related and synergistic, In his more recent book 'The 8th Habit', Stephen Covey introduced (logically) an the eighth habit, which deals with personal fulfilment and helping others to achieve fulfilment too,

7. What we know already: increasing leaders’ impact in the NHS – developed by Experience Led Commissioning
Drawn on A literature review undertaken by Dr Keith Grint, Templeton College University of Oxford1 for The Performance and Innovation Unit at The Cabinet Office (2012)
Create an evidence--‐based conceptual framework that starts to identify the critical success factors that may determine the impact of leaders with lived experience on care experience.
This review has been enriched with examples, observations and experiences gathered by The ELC team from working with NHS organisations and people who use services over the last five years.
Identified 5 domains of impact. Within each domain, we have identified a number of factors that the research suggests are likely to mediate the impact of leaders on care experience. They also apply more widely to leadership in the NHS. They are:
• Cultural
• Organisational
• Situational
• Relational
• Personal

8. Impact - Service Users’ and Carers’ Expectations of a Good Nurse
(Jan Quallington 2012)
KIND AND COMPASSIONATE
COMPETENT
EMOTIONALLY INTELLIGENT
LOYAL DEPENDABLE
HONEST
RESPONSIBLE /COMMON SENSE
SELF MOTIVATING AND SELF GOVERNING
PUTS PATIENTS FIRST
WILLINGNESS TO HELP OTHERS/ POSITIVE ATTITUDE

9. Leadership at all levels
• The Patient Safety Alerting System has been redesigned and was re-launched in January 2014 to disseminate information about risk more quickly to front line staff and to stipulate more clearly the actions required.
• As part of its leadership role for patient safety, NHS England commissioned a Surgical Never Events Taskforce to understand why never events continue to occur in health care. The findings of this report were published in February 2014 and its key recommendations are being taken forward including the development of new national surgical standards.
• Never events data is now published monthly at NHS trust level and we are working with NHS Choices to publish patient safety data at trust, hospital, and ward level where possible.
• Additional NHS Safety Thermometers have been published and a revised NHS Safety Thermometer CQUIN has been introduced for 2014/15, ensuring financial incentives promote safer care.
• Publishing of hospital level display of patient safety data on NHS Choices. In June this year as part of our commitment to being open and transparent we began publishing data so that patients and the public can see how hospitals are performing on key safety indicators in one place in an easy and accessible way.
• As part of a commitment to increase understanding of the safety challenges and address key concerns, NHS England is undertaking a major redesign of the National Reporting and Learning System (NRLS), which will reduce duplication in reporting and increase opportunities to learn from patient safety data.
• In response to Don Berwick’s call for whole-systems learning, NHS England is launching the Patient Safety Collaboratives programme, learning labs which will enable all health care staff to come together locally to discuss challenges and identify solutions, and crucially, obtain funding for patient safety improvement work. This learning will then be disseminated nationally and supported by the creation of thousands of patient safety fellows who will serve as safety experts whom individuals and organisations can draw upon
• We will be appointing a force of 5,000 patient safety fellows over the next five years to further strengthen patient safety by acting as champions, experts, leaders and motivators to drive improvement. The fellows could be anyone, from a frontline nurse to a senior manager, who has demonstrated in their own work a commitment to and success in delivering quality improvement.
• Organisations with urgent patient safety challenges will be supported through the creation of SAFE Teams—where dedicated and intensive support is provided to organisations struggling to improve patient safety.
• NHS England is also co-leading the Sign up to Safety Campaign which will help tie all of these improvement efforts together and galvanise the system to make patient care safer. Sign up to Safety aims to deliver harm free care for every patient, every time, everywhere. It champions openness and honesty and supports everyone to improve the safety of patients. Sign up to Safety’s three year objective is to reduce avoidable harm by 50% and save 6,000 lives.
• In response to the Winterbourne View report, NHS England is piloting a learning disability safety tool which will improve the safety of people with learning disabilities in all care settings, and support wider government initiatives on sexual safety in care, the safe use of restraint, and the safety of patients in custody. It is being piloted by ILT, who will use the tool as part of their review process, focussing specifically on use of restrictive practice, application of legal restrictions and medication practice
The key unifying factor for the English Patient Safety Programme is the goal of reducing avoidable harm by half and saving up to 6000 lives. This should be the common and shared goal of the entire NHS in England; providers, commissioners, regulators, oversight bodies and the millions of people who work in it every day. There are five things that can be done to create this unified programme:
To demonstrably create a unified English Patient Safety Programme each of the above initiatives should agree that reducing avoidable harm by half and saving up to 6000 lives is a shared national goal
Each of those organising and leading on component parts set out how they will support this national shared goal to create the heart of the movement
Each of those organising should agree to work in synergy with each other, interact, interconnect and produce a result that is larger than each part simply added together. Each initiative should use and build on each other's strengths in a way that produces a greater gain
Sign up to Safety
Sign up to Safety is a three year patient safety campaign that aims to become the golden thread, the unifying force, that runs through the safety improvement activity of every provider of healthcare in England and which aligns the various initiatives underway. The vision for the campaign, and indeed the wider programme of work, is that the whole NHS will rise to the challenge and join. It is about more than the numbers of NHS organisations joining; the campaign will motivate participants to act. The campaign will support the movement to achieve demonstrable change no matter where the starting point is; shifting organisations from good to great. The central campaign organisers will reinforce local messages and energise individuals and teams, going beyond institutions to seek to sign as many individual staff in the NHS as possible to add to add to the movement. This will support and build with initiatives such as NHS Change Day and the Care Makers. Everyone that chooses to join will commit to the same shared goal: to reduce avoidable harm by a half and saving 6,000 lives nationally over the next three years.
The national Patient Safety Collaboratives Programme
The Patient Safety Collaboratives Programme is a new national network of 15 Patient Safety Collaboratives intended to exist for at least five years. The Secretary of State described this as the engine room of the patient safety improvement throughout England. Each of the 15 Patient Safety Collaboratives is intended to be in place for at least five years and will be led by an Academic Health Science Network to improve healthcare through better understanding of why certain healthcare interventions work in certain settings to deliver safe and reliable care. From hospital care to care in custody, and from local GP practices to mental health trusts, the collaboratives will address safety issues in every healthcare setting in a way we have never attempted before. Healthcare providers and their partners across each healthcare economy will be supported to come together, identify their priorities for improvement, and devise and implement solutions in a collaborative approach that delivers real change. The Patient Safety Collaboratives Programme will be inclusive, bringing people from all settings together, working with patients and carers, along with front line staff and management, and patient safety academics. Put simply, participation in the Patient Safety Collaborative programme is a clear way for organisations to Sign up to Safety and support the aims of the campaign
The National Safety Fellowship
The Safety Fellows initiative aims to recruit over the next five years, 5,000 individuals with safety expertise to create enduring ‘local change agents and experts; safety ambassadors, safety agitators, safety evangelists - a grassroots safety insurgency across England which will seek out harm, confront it and help to fix it’. This initiative will be established with The Health Foundation and aims to ‘recognise the talent of staff with improvement capability and enable this to be available to other organisations’ and to build a vibrant set of connected safety improvement leaders and experts, all skilled in improvement at an advanced level that will support others to grow within and outside their organisations. By connecting people with expertise in safety and wider quality improvement, the Safety Fellows initiative will accelerate the spread of learning and capability across the NHS in a way that can be sustained and expanded in the future. It is hoped that the Safety Fellows will be offered a chance to access funding and support to tackle some of the key problems in patient safety. The outputs of their work will directly inform the work of the English Patient Safety Programme and support the work of the collaboratives and legacy of the campaign. It will provide recognition and reward for those involved in safety improvement, and will benefit the whole NHS.
Safety Action For England (SAFE)
Safety Action For England (SAFE) is an initiative that will see providers in the NHS being supported by a new small team consisting of patient safety experts with a proven track record in tackling unsafe care; people frontline staff will respect, listen to and work with. This team will provide fast, flexible and intensive support when significant safety problems are recognised by an organisation and they need assistance to get things right. They will support the aims of the English Patient Safety Programme by helping equip organisations with improvement and safety capability and the support needed to fully participate in the campaign and the collaboratives.
Over 4million patients have completed the FFT survey as at October 2014 – JL got data verified by Tim Kelseys office.
Over the first three months, over 400,000 NHS patients completed the survey.
Specialist hospitals tended to have higher scores for inpatient services.
The Friends and Family Test scores are available at Trust, hospital, speciality and ward level.
In June 36 wards out of 4,500 across the country scored an overall negative figure, down from 66 in April.
For A&E in June, just one service received a negative score.
Inpatient data was submitted by all 157 Acute NHS trusts as well as Independent sector providers, and A&E data by all 144 providers of relevant A&E services.
A&E service scores ranged from 100 to minus 13, with the top ten Trusts landing between 100 and 79. (FFT scoring ranges between +100 and -100).
The scores for inpatients ranged from 100 to 43.
There has been a steady increase in the numbers of respondents each month, increasing from 108,000 in April to 160,000 in June, with a total of 404,657 responses gathered for the quarter April to June 2013.
The Care Quality Commission will also use the data as part of its new surveillance system when assessing risks at hospitals, together with other data such as mortality rates and never events.
The England-wide response rate for both inpatient and A&E surveys was 13.1 per cent.
Public and patients can find easily searchable data for the Friends and Family Test for June 2013 from 0930 today on the NHS Choices website: 
 the Friends and Family Test to General Practice and community and mental health services by the end of December 2014 and to the rest of NHS funded services by the end of March  
General and acute Trusts
Mental health Trusts
Community Trusts
NHS primary medical services
NHS primary dental services
Ambulance Trusts
Future
Roll out to GP Practices - December 2014
Mental Health & Community Services – January 2015
Dental Practices – April 2015
Patient Transport Services – April 2015

10. The journey so far…
Action in each of the 6 domains of Compassion in Practice
Care Makers
Transforming Nursing for Community and Primary Care
Weeks of Action
Cultural Barometer
Compassionate Leadership
Nursing Technology Fund
Staffing Guidance
Safety Website
Nurse Leadership
Care Makers - We have 1401 confirmed and 365 active applications. Total number is all successful will be 1766
Action Area 3: Delivering high quality care and measuring Impact, Week of Action October
Friday 24th Oct pm
Mental Capacity Act 2005 and Deprivation of Liberty Safeguards 2007: The House of Lords Report, DH Response and Recent Judgements at Court of Protection. Webinar - Jane O'Daly, Safeguarding Project Manager.
Compassionate Leadership: The need for the work emerged from a leadership Think Tank run by NHS England in November 2013, where a group of NHS professionals explored compassion, at the heart of leadership, and how to take Action Area 4 forward. This work was subsequently commissioned by Caroline Alexander, Chief Nurse NHS England (London Region), Senior Responsible Officer for Action Area 4.
The need for the work emerged from a leadership Think Tank run by NHS England in November 2013, where a group of NHS professionals explored compassion, at the heart of leadership, and how to take Action Area 4 forward. This work was subsequently commissioned by Caroline Alexander, Chief Nurse NHS England (London Region), Senior Responsible Officer for Action Area 4.
Interviews with 11 recognised models of compassionate leadership: the intent was to hear first-hand accounts, test our hypotheses and elicit concrete examples with those who role model compassionate leadership, as identified through the survey.
Thought leadership and recommendations: We built on the above data with our own insights gained from working with healthcare organisations in the UK and across the globe, and our tested approaches to establishing clear and robust leadership systems.
Research says: greater compassion within and through leadership has the potential to (re)align the NHS to its core purpose and truly transform patient care. It is seen to be at the core of a set of essential attributes that are now needed for the NHS, without which quality issues and sustainability cannot be achieved.
The four dimensions around which our recommendations are anchored are therefore:
Self: The self-awareness, resilience, mindfulness and emotional intelligence that allows you to be present and available to the needs of others.
Manager/Leader: The ability to notice the explicit or unspoken concerns of others, with sufficient emotional resources and practical tools in one’s repertoire to proactively create a constructive and supportive climate.
Team : The capabilities, practices and norms that promote and contribute to the formation and effective working relationships of teams, such that they are able to work compassionately with patients, service users, families, partner organisations and each other.
The Organisation: The collective, robust set of systems processes, practices and disciplines that enable an environment which is supportive of compassionate care.
Cultural Barometer: The National Nursing Research Unit at King’s College London have been commissioned by NHS England to progress with further piloting and refining of the Care Cultural Barometer tool with a final product to be available for publication and launch by the end of March 2015.
The tool has been refined and piloted in an additional 2 Trusts (including a Mental Health and Community Trust) and analysis and write up of these further pilots is currently in its final phase. The steering group to oversee and monitor the progress of Care Cultural Barometer development chaired by NHS England has been established and met in May and September 2014 and will meet again in December 2014 to review the draft report.
The programme of work and timescales for the delivery of a final product are currently on track for completion by end March 2015 as indicated above.

12. Courage & Cultural Change……..
Organisational culture - a system of shared values and beliefs about what’s important and appropriate in an organisation; it includes feelings and relationships internally and externally. Every organisation’s values are supposed to be unique and widely shared and reflected in daily practice, relevant to the company purpose and strategy.

13. Investment by All
“Leaders must encourage their organisations to dance to forms of music yet to be heard” 
Warren Bennis

14. Managing Talent
Talent Management requires executive level sponsorship and support. Senior leadership needs to communicate the importance of talent management as an organizational priority, and must be actively involved in the process. It also requires a clear understanding of the corporate vision and direction, because to be effective.
Organizational survival and success is contingent upon having the right people in the right places at the right time. Leaving the identification and development of future leaders to chance may have worked in the past, but given the demographic realities of today’s workforce, it is imperative that organizations engage in succession planning and succession management to systematically identify and prepare high potential candidates for key positions.
Creating a talent pipeline begins by crafting a skills and qualifications profile for a given role and identifying people who might be strong candidates for the position. Having a talent pipeline ensures that roles will not go unfilled for long periods or that people are not promoted before they are ready.
The Leaders factor - business psychologists and experienced consultants we bring evidence based strategies

15. Leading Cultures for High Quality Care
Prioritising a compelling purpose – focused on high quality care
Clear aligned objectives at every level from top team to front line
Good people management, health and well-being for flourishing
Employee engagement throughout
Team and inter-team working
Values-based leadership at every level
Staff are asked to respond to two questions. The ‘Care’ question asks how likely staff are to recommend the NHS services they work in to friends and family who need similar treatment or care. The ‘Work’ question asks how likely staff would be to recommend the NHS service they work in to friends and family as a place to work. Staff are given a 6-point scale from which they can respond to each question. The scale includes the options; ‘Extremely Likely’, ‘Likely’, ‘Neither Likely nor Unlikely’, ‘Unlikely’, ‘Extremely Unlikely’ and ‘Don’t Know’.
Scores are produced at organisational level relating to feedback as a place for care and as a place to work. These scores relate to the percentage of respondents who would recommend (Extremely Likely or Likely) and the percentage of respondents who would not recommend (Unlikely or Extremely Unlikely). Exact details of the calculation methods are provided in the notes at the bottom of this document.
The Staff FFT is for all NHS organisations providing acute, community, ambulance and mental health services. It is the same organisations that complete the existing NHS Staff Survey:
Key Facts
Staff Friends and Family Test results for Quarter 1 (1st April to 30th June) 2014.
  Non-zero2 responses were submitted by 241 NHS service providers3.
  During Quarter 1 the total number of responses to Staff FFT was 163,686.
  Nationally the percentage4 of staff who would recommend their organisation to friends and family in need of care/treatment is 76%, whilst the percentage who would not recommend their organisation is 8%.
  Nationally the percentage of staff who would recommend their organisation to friends and family as a place to work is 62%, whilst the percentage who would not recommend their organisation is 19%.
25/09/14 

16. Point of Care 2014 A
Management and Teamwork A
Clinical Quality B
Patient Experience B
Staff Satisfaction
Staff Engagement
Quality and Costs of Care C
Staff Health and wellbeing C
Productivity
It’s the experiences of healthcare staff that shape patients’ experiences of care, for good or ill, not the other way round
The point of care foundation on Jan 15th published the staff care report, a survey in July/Aug 2013, 52 CEOs,, used their advisory group, staff surveys and sourced case studies
Mortality rates could be reduced by almost 8% by improving HR systems and this would include staff engagement to increase staff satisfaction – west studies (2006)
5% increase in staff working in real teams is associated with a 3.3% drop in the mortality rate(around 40 deaths a year in an average acute hospital) – west 2013
The link between staff satisfaction and mortality rate held true for both clinical and non clinical staff, strongest correlation among nursing staff – pinder et al 2013
Trusts with high levels of unsatisfied staff and staff who intended to leave their jobs had lower levels of patient satisfaction and vice versa – west and dawson 2011
Staff feedback is associated with patient reported experience… and the consistent direction of the findings is indicative of casualty Raleigh 2009
Patient satisfaction rates were higher in trusts with better rates of staff health and wellbeing as measured by injury rates, stress levels and job satisfaction and turnover intentions – boorman review 2009
Staff Satisfaction = Improved Patient Satisfaction and Care

17. We are… "Nurses: A Force for Change - A Vital Resource for Health"
" As the largest group of health professionals, who are the closest and often the only available health workers to the population, nurses have a great responsibility to improve the health of the population"
Judith Shamian - President of the International Council of Nurses 2014

18. Future Challenges… Five Year Forward View
Media challenges will always exist – it is rare for a day to pass without NHS making headline news

20. The value of………
Outcomes from the NHS Contract Engagement exercise in August
 NHS England has received 181 responses to the engagement on the inclusion of the RES and the EDS2 in the standard contract for 15/16.
58 (46%) positive responses for the inclusion of a Workforce race Equality Standard in the 2015/16 Contract ( responses were from: providers= 34, commissioners=21, ‘other’ 4)
26 (21%) negative responses for a Workforce Race Equality Standard not to be included in the 2015/16 Contract ( responses were from : providers=12, commissioners= 10, ‘other’=5)
Fourteen responses suggested that if a Workforce Race Equality Standard is to be developed, it should be built into the Equality Delivery System – EDS2.
Six responses wanted a more inclusive approach to workforce equality.
Five responses indicated that further details regarding the Standard were needed in order to make an informed decision on a Standard for race
One response from the NHS BME network (collating 216 individual responses from their survey) asked related questions (received late by prior agreement so not yet fully analysed) comprised the following responses.
207 (95.8%) positive responses for the Workforce Race Equality Standard to be analysed as part of organisation’s statement of internal control
3 (1.4%) negative responses for the Workforce Race Equality Standard to be analysed as part of organisation’s statement of internal control.
207 (95.8%) positive responses for the Workforce Race Equality Standard to be included in the ‘Well Led Domain’ section of the CQC inspection regime.
7 (3.2%) negative responses for the Workforce Race Equality Standard to be included in the ‘Well Led Domain’ section of the CQC inspection regime.
57 (26.4%) responses for the Workforce Race Equality Standard to be ‘included within’ EDS 2.
142 (65.7%) responses for the Workforce Race Equality Standard to be separate from EDS 2.
Sussex Partnership NHS Foundation Trust has won Diverse Company of the Year at the National Diversity Awards.
The awards celebrate all aspects of diversity including age, disability, gender, race, religion, faith and LGBT (Lesbian, Gay, Bisexual and Transgender).
Colm Donaghy, Chief Executive at the Trust said, “We’re delighted to have won Diverse Company of the Year from 21,000 nominations. We’re committed to making sure everyone who uses our services and everyone who works for us feels fully supported. This is a great achievement for us and we‘re committed to improving equality and diversity even further in our organisation.”
Some of the reasons for Sussex Partnership’s win include:
Providing training to other organisations around equality and diversity issues, including advising the RAF on setting up of the Ministry of Defences first LGB&T mentoring scheme
Community involvement such as having a dedicated outreach team at Brighton Pride, support and advocacy for LGB&T service users, and LGB&T Teen to Adult Personal Advisors
Fully supported networks for disabled, LGBT and BME staff groups
Recruitment procedures in place to encourage diversity.
The winners were announced on 26 September at the Hurlingham Club, London in a ceremony hosted by TV stars Brian Dowling and Cerrie Burnell. The event attracted endorsements from celebrities such as Stephen Fry, Jody Cundy, Beverley Knight and Brian Blessed.

22. Transforming Care
Planning and implementing the discharge of in-patients.
Commissioning alternatives to in-patient admission.
Providing second clinical opinions for in-patients through Care and Treatment Reviews.
Tracking local patients and their families to ensure care is safe, effective and provides a good experience.
Providing the link between local government, CCG and specialised commissioning.
Key facts
This release of data shows that at the end of June 2014:
940,124 people were in contact with secondary mental health services and of these 23,679 were inpatients in a psychiatric hospital (2.5 per cent).
16,586 people were subject to the Mental Health Act 1983 and of these 12,194 were detained in hospital (73.5 per cent) and 4,230 were subject to a CTO (25.5 per cent).
59.3 per cent of people aged 18-69, who were being treated under the Care Programme Approach, were recorded as being in settled accommodation, while 6.8 per cent were recorded as being employed.
During June 2014
64,619 new spells of care began.
There were 9,808 new admissions to hospital.
Of those who were discharged from hospital during the month, 77.0 per cent received a follow up within 7 days from the same provider. This is an important suicide prevention measure.
Mental health currencies and payment
724,504 people were in scope for currencies and payment at the end of June Of these, 606,087 (83.7 per cent) were assigned to a care cluster.
There were 19,333 initial care cluster assignments during June Of these, 11,386 (58.9 per cent) met the red rules for that care cluster.
628,132 care cluster episodes were assigned to people who were in scope for currencies and payment at the end of June Of these, 443,026 (70.5 per cent) were within the review period for that care cluster.
Between the start of April 2014 and the end of June 2014
1,154,465 people have had contact with secondary mental health services and of these 45,133 (3.9 per cent) had spent at least one night as an inpatient in a psychiatric hospital.
Key findings from the special feature on the duration of untreated psychosis include
In there were 28,115 people in contact with EIS, with all of these people experiencing psychotic symptoms.  Of these, 1,497 people (5.3 per cent) had sufficient information recorded to allow us to calculate DUP.
Providers should record information about DUP where they provide EIS services although not all providers do. However, the number of people with enough information recorded to calculate DUP has risen from 629 recorded cases in to 1,497 recorded cases in
The median time it takes males to receive a prescription for anti-psychotic medication after the onset of a positive symptom of psychosis (the emergent psychosis stage) is 4.5 weeks, compared to 3.0 weeks for women.
More men had sufficient information recorded to calculate DUP than women.  In men had sufficient information recorded as compared to 534 women.
The median length of time for the black or black British ethnic group between the emergent psychosis date and the prescription date was longer than for other ethnic groups. For this group, the median DUP was 5.5 weeks, compared to 3.5 weeks for the white ethnic group and 4.0 weeks for the Asian or Asian British ethnic group. The median DUP for all ethnic groups was 4.0 weeks.

24. Championing the 6Cs The Vision Practice Sharing Examples
Reiterating the theory behind the 6Cs (i.e. The Vision), the basics of Practice, Sharing Experience and Knowledge and some Examples of Best Practice

25. To Inspire To Engage To Inform To Reflect To Share To be Challenged
To be Supported
To Lead
To Learn
To Connect