The Board brings together a wide array of organisations across different sectors and aims to provide a place of guidance for mental health and wellbeing services and be a group for sharing projects that have been undertaken across a wide variety of different organisations and groups.
Mental Health and Wellbeing Partnership Board
Mental Health and Wellbeing Partnership Board
The Board brings together a wide array of organisations across different sectors and aims to provide a place of guidance for mental health and wellbeing services and be a group for sharing projects that have been undertaken across a wide variety of different organisations and groups.
Gloucestershire will be a leader in working across organisation and with people with lived experience and carers to provide a joined-up approach to Mental Health and Wellbeing services.
- The Board will be fully inclusive and an opportunity for best practice to be shared and ideas to be discussed and challenged.
- The Board will engage with a large group of stakeholders and organisations to ensure it is responsive to the needs of the people of Gloucestershire.
Gloucestershire will be a leader in working across organisation and with people with lived experience and carers to provide a joined-up approach to Mental Health and Wellbeing services.
- The Board will be fully inclusive and an opportunity for best practice to be shared and ideas to be discussed and challenged.
- The Board will engage with a large group of stakeholders and organisations to ensure it is responsive to the needs of the people of Gloucestershire.
- The Board ensures commissioners and services are held to account for working together in line with the shared and agreed values and strategies
- It provides a voice and influence to a wide array of stakeholders including people with lived experience, families and carers in the decision making process
- It creates a network for projects, initiatives and their subsequent results to be shared and celebrated
- It ensures an aligning of projects with the Mental Health Strategy for Gloucestershire and the NHS Long Term Plan.
- It ensures clear integration of care systems by collaborative working.
- Some examples of current strategies/working groups are the suicide prevention steering group, mental health and wellbeing steering group and the crisis care concordat steering group
- The Board ensures commissioners and services are held to account for working together in line with the shared and agreed values and strategies
- It provides a voice and influence to a wide array of stakeholders including people with lived experience, families and carers in the decision making process
- It creates a network for projects, initiatives and their subsequent results to be shared and celebrated
- It ensures an aligning of projects with the Mental Health Strategy for Gloucestershire and the NHS Long Term Plan.
- It ensures clear integration of care systems by collaborative working.
- Some examples of current strategies/working groups are the suicide prevention steering group, mental health and wellbeing steering group and the crisis care concordat steering group
Jan Marriott is the Independent Chair of the Mental Health & Wellbeing Partnership Board and has lived experience as a Mum of somebody who has experienced a lot of mental health problems. She says:
“We know that mental health and wellbeing is everyone’s business and that we can achieve more by working in partnership than ever we can working in single organisations. Real co-production is fundamental, and I am so grateful for all the people who take part both at the Board and also at the Stakeholder Events which inform us”
Stakeholders include
- Experts with Lived Experience
- Carers
- Gloucestershire Constabulary
- Gloucestershire Fire and Rescue Service
- Gloucestershire Probation Service
- Cheltenham Borough Council
- Cheltenham Borough Homes
- Stroud District Council
- Healthwatch
- VCS Alliance
- Gloucestershire Safeguarding
- People Plus
- Commissioning – Adults and Children’s
- Adult Social care
- Gloucestershire Health and Care NHS Foundation Trust
- Gloucestershire Hospitals NHS Foundation Trust
- MIND Gloucestershire and Swindon
Jan Marriott is the Independent Chair of the Mental Health & Wellbeing Partnership Board and has lived experience as a Mum of somebody who has experienced a lot of mental health problems. She says:
“We know that mental health and wellbeing is everyone’s business and that we can achieve more by working in partnership than ever we can working in single organisations. Real co-production is fundamental, and I am so grateful for all the people who take part both at the Board and also at the Stakeholder Events which inform us”
Stakeholders include
- Experts with Lived Experience
- Carers
- Gloucestershire Constabulary
- Gloucestershire Fire and Rescue Service
- Gloucestershire Probation Service
- Cheltenham Borough Council
- Cheltenham Borough Homes
- Stroud District Council
- Healthwatch
- VCS Alliance
- Gloucestershire Safeguarding
- People Plus
- Commissioning – Adults and Children’s
- Adult Social care
- Gloucestershire Health and Care NHS Foundation Trust
- Gloucestershire Hospitals NHS Foundation Trust
- MIND Gloucestershire and Swindon
The Board has agreed the following code of conduct for meetings:
- No talking over each other - the board will always listen and be respectful
- Respect confidentiality – don’t talk about individual people if they’re not present
- Keep to the time slots given
- Regularly scheduled breaks
- The meeting will be fully accessible - points will be explained when necessary and there will be pauses if the experts by experience need time to consider what has been discussed.
- The Board will be willing to try new things
- Jargon will be avoided
- There is no such thing as a silly question - everyone’s contribution is equally valued
The Board has agreed the following code of conduct for meetings:
- No talking over each other - the board will always listen and be respectful
- Respect confidentiality – don’t talk about individual people if they’re not present
- Keep to the time slots given
- Regularly scheduled breaks
- The meeting will be fully accessible - points will be explained when necessary and there will be pauses if the experts by experience need time to consider what has been discussed.
- The Board will be willing to try new things
- Jargon will be avoided
- There is no such thing as a silly question - everyone’s contribution is equally valued