CASE STUDY: THE ADULT MENTAL HEALTH (AMH) MODEL-REDESIGN OF INTEGRATED SERVICES FOR WORKING AGE ADULTS WITH SEVERE MENTAL ILLNESS.
|
|
- Brittney Paul
- 6 years ago
- Views:
Transcription
1 CASE STUDY: THE ADULT MENTAL HEALTH (AMH) MODEL-REDESIGN OF INTEGRATED SERVICES FOR WORKING AGE ADULTS WITH SEVERE MENTAL ILLNESS. Summary The Adult Mental Health (AMH) model is a new initiative which has been developed by South London and the Maudsley NHS Foundation Trust (SLAM) for working age adults with severe mental illness. It is a clinically led solution to the current financial challenges and has been conceived by the trust, and developed with commissioners. It aims to adopt enhanced, more assertive multi-interventional community services reducing relapse rates and allowing more effective early intervention for those in crisis. Its objective is to reduce frequency and number of inpatient admissions, supporting a move away from bed based towards community care. Three options were considered. AMH was selected for the combined reasons of patient safety, quality and the safest way to deliver savings. The service restructure and transfer of care was completed by 1 st September 2014 and the evaluation process has started. A reduction of 28% bed use is anticipated by September Key facts Run by South London and the Maudsley NHS Foundation Trust, the AMH model aims to prioritise and refocus care in the community, ensuring that patients are treated closer to their homes, and in many cases, in their homes directly. The model has been rolled out in two of the trust s boroughs Lambeth and Lewisham, with discussions ongoing with their commissioners in Southwark and Croydon. It requires community teams to move from a case load of around 40 patients and service users to 20, ensuring that care can be provided in a more targeted and proactive way. It provides an increase in evidence based interventions available in the community Its aim is to reduce inpatient admissions by 28% by September 2015 with many additional potential benefits including better identification and triage of patients in the community, improved waiting time for assessment and more joined up working between primary, secondary and social care. The issue SLAM provides mental health services across the boroughs of Southwark, Lambeth, Lewisham and Croydon. Although the challenges and issues facing the four boroughs are slightly different, all were experiencing significantly higher levels of new cases of psychosis. The trust was concerned that they were not able to provide the service that patients needed within the resources available. NHS Providers Page 1
2 The initiative was started due to multiple factors recognised by the trusts and the CCGs: Growing financial challenges: investment in mental health services had been low and in at least one of the boroughs it had been severely underfunded (Croydon). At the same time, due to tightening budgets, significant savings had required across the local health economy Recognition that demand was increasing: the areas covered by the trusts have some of the highest levels for new psychosis in London (figure 1) Operating procedures were not efficient: This led to gaps in coordination of services and reactive approach to treatment. Caseloads for community teams were unmanageable: in many situations, community teams were having to cope with double the commissioned level which meant that the focus was crisis management rather than prevention. FIGURE 1: NEW CASES OF PSYCHOSIS IN GREATER LONDON The proposed solution The proposal was to redesign the service to deliver savings while delivering an enhanced service for patients that improves safety and quality. This service model is a first in the UK, although aspects of the service have been implemented in Australia and Germany (Hamburg). The service involves: A single point of access assessment and liaison service which assess and signpost all referrals to ensure people who do require a secondary care level of support receive it from the most appropriate part of the service as soon as possible, and that those who do not require secondary care are signposted to services within primary care and the local community. Teams with smaller case loads, with emphasis on engagement and greater delivery of specific interventions to create optimism and focus on improvement based on the Early Intervention model NHS Providers Page 2
3 Home treatment teams where possible replace or shorten an admission. This specialist care is preferred by clients. Relapse prevention teams focussing on the high risk patients and looking at prevention and early detection of relapse to reduce the number of crisis and admissions. One of the two services also provides specialised out of hospital mood disorder clinic as a day service The teams are multidisciplinary, involving both health and social care staff; the latter are paid separately by the local authority. The patient group covered by the service is working age adults from 18 to 65 years old, although there is increasing collaboration with child and adolescent mental health (CAMH) teams in order to make smoother transition to adult services and they retain overseeing over 65s where appropriate. The model requires significant up-front investment in community services to deliver savings from beds, which is funded primarily by commissioners with some additional investment from the trust on a invest to save model basis, whereby investing upfront in this model will generate savings for the trust and the commissioners should admission levels and bed occupancy start to stabilise and reduce. Assumptions around savings are based on best available research evidence however similar models have not been adopted elsewhere at this scale so actual savings may differ. Implementation The new model of working has been implemented in Lambeth and Lewisham and the trust is in negotiations with CCGs in Croydon and Southwark to roll out the model in these boroughs. Funding CCG have recognised the lack of investment in mental health and are financing the project on a recurrent basis, including the double running of services based on the reduction of specific targets: 28% reduction in occupied bed days and 10% discharges of long term psychotic patients into primary care after treatment. These targets have been set on the basis of current patterns of demand, and for those already identified as requiring psychosis care. It might be that admission levels and demand for services remain stable, or even increase in line with demographic pressures, and these needs to be considered as variables in the model for evaluation. Operational There was an increase in the number of teams which were mapped to the local GP networks but these were smaller in size. Caseload for teams was reduced to enable more proactive working rather than managing crisis. It required a shift in the way teams were working, so new team processes were specified and assessed to ensure that new working models were adopted. The model was set to promote cooperation through improved relationships and more proactive client support. As an example, it was stipulated NHS Providers Page 3
4 that 3 times a week the home treatment and early intervention teams would meet together so that information about clients was shared and interface between teams could be discussed. Enhanced interventions are being provided earlier to promote recovery and return to long term primary care support where possible. The skill-mix of the staff in the service has changed as a result of the roll-out of the new service. The assessment team has more experienced clinical staff to provide more in-depth assessments, and to ensure that patients are placed with the right clinical academic group. Therapy teams have increased the number and experience levels of their therapists. Social care staff are also integrated into the teams. Though employed by local authorities, they are often managed by healthcare staff at the trust. Assessment An extensive and detailed range of measures are being tracked to assess the impact of the service redesign, both qualitatively and quantitatively. This has been done in collaboration with the Institute of Psychiatry, Psychology and Neurosciences and the trust has been fortunate enough to get experienced researchers involved in the evaluation framework for the model. The measures being collected include a range of outcomes including patient reported measures, staff and team working metrics and process measures of whether the new model of working is being adhered to. Regular reports of current performance are shared with CCGs to ensure that the project is on target and commissioners have been very supportive of the need to assess the evaluation of the model over a much longer term, rather than requiring results immediately. However, the suite of metrics has also been used to ensure that the new model is being implemented as planned and will enable management in the trust to assess its effectiveness. The outcome Given that the service only launched in September, and that more data is needed to determine the effectiveness of the model, further time is needed to understand the specific outcomes. However, there are a number of aims behind the service: Improve entry point to the service with closer interface working with primary care. Upskilling GPs to ensure that people are referred to the appropriate team, followed by a review by an expert assessment team will help ensure that patients are more appropriately placed in the right treatment team. This will help the flow of patients into the right treatment teams more effectively and without delays. At the same time, this also means that patients having undergone treatment can be more safely discharged in to primary care. Increased investment means that teams have a caseload of 20, rather than around 40. This enables them to offer more targeted and personalised treatment. NHS Providers Page 4
5 Reduce hospital bed use and escalation of clients condition by using early intervention and effective interaction in community teams to provide appropriate client support. The approach supports appropriate stratification of service users. Prevent crisis by proactive support of stable but at risk clients within community care settings. Encourages trust staff to move from a hospital to community setting to ensure that they have the appropriate skills to deal with new models of care. Benefits to patients include availability of more evidence based interventions at home, fewer admissions into hospital leading to a reduction in stigma and enhanced social inclusion. It has been agreed that the impact of the new model of working will not be seen for 18 months. Hence there is no current detailed evaluation of the service available. This will be published in September The lessons learnt The initiative is currently in the implementation phase. Lessons learnt to date include: Sign-off for the model at the trust and commissioner level took longer than anticipated, even though this did not require a public consultation as it was about investment and new services, rather than a consolidation of existing ones. Over 15 user and carer involvement events were scheduled to ensure buy-in for the model. This was important as it highlighted some of the concerns some users might have with the new model, such as having to move to a new care coordinator in the new model. Time between starting the new teams and running the model was not quite enough to allow all the interface conversations required. Now there is transition period where old team staff support the new staff, especially for patients with high needs and levels of risk. Learning and implementation takes place through conversations, therefore, it is important to allow the time for staff interaction, discussion and learning and set realistic timescales for implementation.. This requires a new way of working for the staff and therefore cultures and processes will take time to embed. Challenges The model is being implemented in an integrated health and social care service. Close working relationships with social care colleagues are required to ensure all statutory requirements continue to be met by both organisations. Working relationships with primary care colleagues are key to ensuring through-put and capacity. The model requires sign off by commissioners who are contributing significantly to the upfront funding on an invest to save basis. In the current financial climate, a commitment to additional investment has been incredibly difficult to justify. A range of engagement events have been held for the general public, service users, carers and staff. Sign off for the model has been subject to agreement by the local scrutiny committees. NHS Providers Page 5
6 Recruiting experienced staff to the new roles was a practical challenge. This has lead to extensive work in training and development of staff wishing to move into the new community roles and developing a comprehensive induction training packages. It has also developed a collaboration with Southbank University to create a mental health specialist advanced nurse practitioner course, which could be the first of its kind in the country. Conclusion SLAM has implemented a new model of therapy services for Adults that provides more effective and proactive treatment in the community for clients in Lewisham and Lambeth. This new model has shown initial reductions in hospital admissions, improvements in the way staff collaborate to deliver care across teams and increased engagement with primary services. A detailed evaluation of the new way of working will be completed in September Contacts Fran Bristow, AMH Programme Director, fran.bristow@slam.nhs.uk NHS Providers Page 6
Islington Practice Based Mental Health Care: Roll-out plans and progress
Report to: Board of Directors (Public) Paper number: 3.2 Report for: Information Date: 26 th October 2017 Report author/s: Emily van de Pol, Divisional Director, Community Mental Health and Primary Care
More informationReport to Governing Body 19 September 2018
Report to Governing Body 19 September 2018 Report Title Author(s) Governing Body/Clinical Lead(s) Management Lead(s) CCG Programme Purpose of Report Summary NHS Lambeth Clinical Commissioning Group (CCG)
More informationJOB DESCRIPTION. Dubai, but occasional travel may be required across the UAE. Chief Medical Officer, Maudsley Health
Job Details Job Title: Grade: JOB DESCRIPTION Consultant Psychiatry (Four posts required; CAMHS, Addictions, Forensics and Older Adults) Consultant Hours: 40 hours 2 years Fixed Term Contract initially
More informationYou said We did. Care Closer to home Acute and Community Care services. Commissioning Intentions Engagement for 2017/18
Commissioning Intentions Engagement for 2017/18 You said We did Care Closer to home Acute and Community Care services Top three priorities were: Shifting hospital services into the community Community
More informationWorking Relationships:
MAUDSLEY HEALTH JOB DESCRIPTION Practitioner Psychologist Job Title Grade Consultant Psychologist Agenda for Change Band 8c Hours per week 40 Department Location Reports to Professionally accountable to
More informationSouth London and Maudsley NHS Foundation Trust. Quality Report 2010/2011.
South London and Maudsley NHS Foundation Trust Quality Report 2010/2011 www.slam.nhs.uk Contents Page 1. Our Commitment to quality 4 2. Our Priorities for Improvement 5 2.1 Access to services 5 2.2 Patient
More informationHOSPITAL AUTHORITY MENTAL HEALTH SERVICE PLAN FOR ADULTS
HOSPITAL AUTHORITY MENTAL HEALTH SERVICE PLAN FOR ADULTS 2010-2015 Introduction The Hospital Authority (HA) has developed the HA Mental Health Service Plan for Adults 2010-2015 (the Plan) as a framework
More informationAdult Psychotherapist Specialist Personality Disorder (Mentalization Based Treatment)
Job Title: dult Psychotherapist Specialist Personality Disorder (Mentalization Based Treatment) Band: 7 Hours: Department: Location: Reports to: Responsible for: 37.5 hours per week Croydon Personality
More informationWestminster Partnership Board for Health and Care. 17 January pm pm Room 5.3 at 15 Marylebone Road
Westminster Partnership Board for Health and Care 17 January 2018 4.30pm - 6.00pm Room 5.3 at 15 Marylebone Road Agenda Item # Item and discussion points Lead Papers Timing 1 Preliminary business Welcome
More informationImproving Mental Health Services in Bath & North East Somerset
Improving Mental Health Services in Bath & North East Somerset Andy Sylvester Executive Director of Operations Welcome & Introductions Housekeeping Format of the day Presentations Questions and answers
More informationWorcestershire Early Intervention Service. Operational Policy
Worcestershire Early Intervention Service Operational Policy Document Type Service Operational Unique Identifier CL-158 Document Purpose To Outline The Operation Of The Early Intervention Service Document
More informationMental Health Crisis Pathway Analysis
Mental Health Crisis Pathway Analysis Contents Data sources Executive summary Mental health benchmarking project (Provider) Access Referrals Caseload Activity Workforce Finance Quality Urgent care benchmarking
More informationRe-designing Adult Mental Health Secondary Care Services through co-production and consultation. 1 Adult Mental Health Secondary Care Services
2016 Re-designing Adult Mental Health Secondary Care Services through co-production and consultation 1 Adult Mental Health Secondary Care Services Contents Forward Vision & Values Introduction Adult Mental
More informationSWLCC Update. Update December 2015
SWLCC Update Update December 2015 Croydon, Kingston, Merton, Richmond, Sutton and Wandsworth NHS Clinical Commissioning Groups and NHS England Working together to improve the quality of care in South West
More informationRelocating in-patient mental health services based at the York Clinic, Guy s Hospital Consultation document September 2009
Relocating in-patient mental health services based at the York Clinic, Guy s Hospital Consultation document September 2009 Page 1 of 6 Relocating in-patient mental health services based at the York Clinic,
More informationAdult Therapy Services. Community Services. Roundshaw Health Centre. Team Lead / Service Manager. Service Manager / Clinical Director
THE ROYAL MARSDEN NHS FOUNDATION TRUST Job Description Job Title Specialist Neuro Physiotherapist - Community Neuro Therapy Service Area of Specialty Adult Therapy Services Directorate Community Services
More informationSCOTTISH BORDERS HEALTH & SOCIAL CARE INTEGRATED JOINT BOARD UPDATE ON THE DRAFT COMMISSIONING & IMPLEMENTATION PLAN
Appendix-2016-59 Borders NHS Board SCOTTISH BORDERS HEALTH & SOCIAL CARE INTEGRATED JOINT BOARD UPDATE ON THE DRAFT COMMISSIONING & IMPLEMENTATION PLAN Aim To bring to the Board s attention the Scottish
More informationImproving Mental Health Services in South Gloucestershire
Improving Mental Health Services in South Gloucestershire Andy Sylvester Executive Director of Operations Welcome & Introductions Housekeeping Format of the day Presentations Questions and answers Information
More informationHOME TREATMENT SERVICE OPERATIONAL PROTOCOL
HOME TREATMENT SERVICE OPERATIONAL PROTOCOL Document Type Unique Identifier To be set by Web and Systems Development Team Document Purpose This protocol sets out how Home Treatment is provided by Worcestershire
More informationClinical Strategy
Clinical Strategy 2014-2018 Contents About the clinical strategy Page 2 About our Trust Page 3 What we stand for Page 6 Our clinical services Page 9 Supporting our staff Page 12 The five year plan Page
More informationSouth London and Maudsley NHS Foundation Trust. Quality Account 2014 /15
South London and Maudsley NHS Foundation Trust Quality Account 2014 /15 Part 1: Statement on quality from the Chief Executive of the NHS Foundation Trust The annual quality account report is an important
More informationThe Duty to Review Final Report Post-Legislative Assessment of the Mental Health (Wales) Measure 2010
The Duty to Review Final Report Post-Legislative Assessment of the Mental Health (Wales) Measure 2010 Crown copyright 2015 WG27249 Digital ISBN 978 1 4734 5289 3 Acknowledgements We would like to thank
More informationInpatient and Community Mental Health Patient Surveys Report written by:
2.2 Report to: Board of Directors Date of Meeting: 30 September 2014 Section: Patient Experience and Quality Report title: Inpatient and Community Mental Health Patient Surveys Report written by: Jane
More informationEquality Act 2010 Public Sector Equality Duty. Annual Compliance Report on the CCG s Four-Year Equality Objectives.
Equality Act 2010 Public Sector Equality Duty Annual Compliance Report on the CCG s Four-Year Equality Objectives 28 January 2016 1. Introduction and Context Introduction NHS Southwark Clinical Commissioning
More informationMental health and crisis care. Background
briefing February 2014 Issue 270 Mental health and crisis care Key points The Concordat is a joint statement, written and agreed by its signatories, that describes what people experiencing a mental health
More informationCouncil of Members. 20 January 2016
Council of Members 20 January 2016 Feedback on election process: Council of Members Chair and Deputy Chair Malcolm Hines, Chief Financial Officer Minutes of last meeting: 14 October 2015 Dr. Richard Proctor,
More informationSource Question Summary response Action Proposal to set up a review of community services:
NHS Lambeth CCG Public forum 1 st March 2017 tes Source Question Summary response Action Proposal to set up a review of community services: In light of the Primary Care Trusts transfer to CCGs in 2013
More informationTHE ROLE OF COMMUNITY MENTAL HEALTH TEAMS IN DELIVERING COMMUNITY MENTAL HEALTH SERVICES
THE ROLE OF COMMUNITY MENTAL HEALTH TEAMS IN DELIVERING COMMUNITY MENTAL HEALTH SERVICES Interim Policy Implementation Guidance and Standards [July 2010] - 1 - CONTENTS 1. Introduction... 3 2. The guiding
More informationGuideline scope Intermediate care - including reablement
NATIONAL INSTITUTE FOR HEALTH AND CARE EXCELLENCE Guideline scope Intermediate care - including reablement Topic The Department of Health in England has asked NICE to produce a guideline on intermediate
More information21 March NHS Providers ON THE DAY BRIEFING Page 1
21 March 2018 NHS Providers ON THE DAY BRIEFING Page 1 2016-17 (Revised) 2017-18 (Revised) 2018-19 2019-20 (Indicative budget) 2020-21 (Indicative budget) Total revenue budget ( m) 106,528 110,002 114,269
More informationMental Health Crisis Care Programme Update: Clinical Senate Council 24 th May 2016
Mental Health Crisis Care Programme Update: Clinical Senate Council 24 th May 2016 1 Mental Health Crisis Care Programme: Summary The state of mental health crisis care needs to improve across London.
More informationCWP Programme FAQs. *please note, these FAQs will be regularly monitored and updated in line with new information and updates.
CWP Programme FAQs *please note, these FAQs will be regularly monitored and updated in line with new information and updates. CWP Role How are CWP training places assigned? We have already taken expressions
More informationHow are we doing? Adult Local Services at the heart of our community. Leisure Centre F RUIT & VEG
Leisure Centre How are we doing? 2016-17 F RUIT & VEG Adult Local Services at the heart of our community Our performance Angela Dawe and Sue Bowler Joint Directors for Operations and Strategic Development,
More informationLeeds and York Partnership NHS Foundation Trust
Leeds and York Partnership NHS Foundation Trust Community-based mental health services for adults of working age Quality Report Leeds and York Partnership NHS Foundation Trust Tel: 0113 305 5000 Website:
More informationNHS GRAMPIAN. Local Delivery Plan - Mental Health and Learning Disability Services
NHS GRAMPIAN Board Meeting 01.06.17 Open Session Item 8 Local Delivery Plan - Mental Health and Learning Disability Services 1. Actions Recommended The Board is asked to: Note the context regarding the
More informationSouth London and Maudsley NHS Foundation Trust (SLaM)
Personal health record (PHR) case study South London and Maudsley NHS Foundation Trust (SLaM) Acknowledgements This case study was informed by discussions with: > Michael Holland, chief clinical information
More informationAdult Mental Health Team AMHT Standard Operating Procedure
SH CP 198 Adult Mental Health Team AMHT Standard Operating Procedure Summary: Keywords: Target Audience: This Standard Operating Procedure describes the roles and functions of The Acute Mental Health Teams
More informationOUTLINE PROPOSAL BUSINESS CASE
OUTLINE PROPOSAL BUSINESS CASE Name of proposer: Dr. David Keith Murray, General Practitioner, Leeds Student Medical Practice, 4, Blenheim Court, Blenheim Walk, LEEDS LS2 9AE Date: 20 Aug 2014 Title of
More informationPlan for investment of retained marginal rate payment for emergency admissions in Gloucestershire
Plan for investment of retained marginal rate payment for emergency admissions in Gloucestershire 1. Purpose of document This document summarises and explains how Gloucestershire CCG has used the funds
More informationWestminster Partnership Board for Health and Care. 21 February pm pm Room 5.3 at 15 Marylebone Road
Westminster Partnership Board for Health and Care 21 February 2018 4.30pm - 6.00pm Room 5.3 at 15 Marylebone Road Agenda Item # Item and discussion points Lead Papers Timing 1 Preliminary business Welcome
More informationSandwell Secondary Mental Health Service Re-design consultation
Service Re-design consultation 2 nd December 2013 28 th February 2014 GP Appointment with Service User Primary Care Step 1: Sandwell GP s will make a referral into BCPFT s Secondary Care Mental Health
More informationMaudsley Hospital. Ladywell Unit Lambeth Hospital The Bethlem Royal Hospital Foxley Lane Womens Service. Kent and Medway Adolescent Unit
South London and Maudsley NHS Foundation Trust Quality Report Trust Headquarters Maudsley Hospital Denmark Hill London SE5 8AZ Tel: 020 3228 6000 Website: www.slam.nhs.uk Date of inspection visit: 21-25
More informationQuality Report. Locations inspected. West Park Hospital Edward Pease Way Darlington County Durham
Tees, Esk and Wear Valleys NHS Foundation Trust Specialist community mental health services for children and young people Quality Report West Park Hospital Edward Pease Way Darlington County Durham DL2
More informationTEES, ESK & WEAR VALLEYS NHS FOUNDATION TRUST: DEVELOPING A MODEL LINE FOR RECOVERY- FOCUSED CARE
TEES, ESK & WEAR VALLEYS NHS FOUNDATION TRUST: DEVELOPING A MODEL LINE FOR RECOVERY- FOCUSED CARE Summary Tees, Esk and Wear Valleys NHS Foundation Trust (TEWV) adapted the model line concept from industry
More informationPractice based commissioning in the NHS: the implications for mental health
Primary Care Mental Health 2005;2:00 00 2005 Radcliffe Publishing Research papers Health policy in England and Wales is changing fast and is likely to have wide ranging effects on how primary care mental
More informationResponding to a risk or priority in an area 1. London Borough of Sutton
Responding to a risk or priority in an area 1 London Borough of Sutton October 2017 Contents Contents... 2 Introduction... 3 Scope and activity... 4 What did we do?... 5 Framework... 6 Key findings...
More informationMental health and community providers lessons for integrated care
Briefing May 2017 Issue 293 Mental health and community providers lessons for integrated care Key points In 2015 a group of nine mental health and community provider NHS trusts came together, hosted by
More informationMy Discharge a proactive case management for discharging patients with dementia
Shine 2013 final report Project title My Discharge a proactive case management for discharging patients with dementia Organisation name Royal Free London NHS foundation rust Project completion: March 2014
More informationIntegrated Health and Care in Ipswich and East Suffolk and West Suffolk. Service Model Version 1.0
Integrated Health and Care in Ipswich and East Suffolk and West Suffolk Service Model Version 1.0 This document describes an integrated health and care service model and system for Ipswich and East and
More informationCommunity Mental Health Teams (CMHTs)
Community Mental Health Teams (CMHTs) Community Mental Health Teams (CMHTs) support people living in the community who have complex or serious mental health problems. Different mental health professionals
More informationWolverhampton Clinical Commissioning Group - Care Home Document
Wolverhampton Clinical Commissioning Group - Care Home Document 1 Contents Page 1. Purpose 2. Workstreams Completed 3. 2014/15 Workstreams 4. Future Workstreams 2 1. Purpose 1.1. Introduction 1.1.1. This
More informationNew Savoy Conference Psychological Therapies in the NHS
New Savoy Conference Psychological Therapies in the NHS Claire Murdoch CEO, Central and North West London NHS FT & National Mental Health Director, NHS England 21 March 2018 Mental Health Five Year Forward
More informationA meeting of NHS Bromley CCG Governing Body 25 May 2017
South East London Sector A meeting of NHS Bromley CCG Governing Body 25 May 2017 ENCLOSURE 4 SOUTH EAST LONDON 111 AND GP OUT OF HOURS MEMORANDUM OF UNDERSTANDING SUMMARY: The NHS England Commissioning
More informationAcademic Health Science Network for the North East and North Cumbria Mental Health Programme. Elaine Readhead AHSN NENC Mental Health Programme Lead
Academic Health Science Network for the North East and North Cumbria Mental Health Programme Elaine Readhead AHSN NENC Mental Health Programme Lead Background No health without mental health Five Year
More informationMental Health URGENT CARE AND ASSESSMENT Business Case. CCG Summary paper
1. Purpose of this paper Mental Health URGENT CARE AND ASSESSMENT Business Case. CCG Summary paper This paper sets out the rationale for investment in new more effective urgent care pathways for people
More informationImproving Access To Psychological Therapies for People in Early Intervention in Psychosis Services. Alison Brabban Sarah Khan
Improving Access To Psychological Therapies for People in Early Intervention in Psychosis Services Alison Brabban Sarah Khan What Service Users Want To be listened to. To have experiences and feelings
More informationIntensive Psychiatric Care Units
NHS Lothian St John s Hospital, Livingston Intensive Psychiatric Care Units Service Profile Exercise ~ November 2009 NHS Quality Improvement Scotland (NHS QIS) is committed to equality and diversity. We
More informationNHS Grampian. Intensive Psychiatric Care Units
NHS Grampian Intensive Psychiatric Care Units Service Profile Exercise ~ November 2009 NHS Quality Improvement Scotland (NHS QIS) is committed to equality and diversity. We have assessed the performance
More informationTransformation Plan for Children and Young People s Mental Health and Wellbeing
Transformation Plan for Children and Young People s Mental Health and Wellbeing 2015-2020 A submission from Shropshire CCG, Shropshire Council, Telford and Wrekin Council and Telford and Wrekin CCG 2015_11_13
More informationMENTAL HEALTH & ADDICTION SERVICES
MENTAL HEALTH & ADDICTION SERVICES Position Description Position: Report To: Responsible For: Location: Hours Of Work: Liaise With: Registered Nurse/OT/Social worker Case Manager Team Leader/ Clinical
More information1. Introduction FOR SIGN OFF BY CCG CHAIRS - PENDING
DRAFT consultation document Improving planned orthopaedic care in south east London --- Tell us what you think and help us to shape the future of these services CONTENTS 1. Introduction 2. What is orthopaedic
More informationDelivering the transformation of children and young people s mental health services
Delivering the transformation of children and young people s mental health services Simon Medcalf Head of Mental Health, NHS England 4 October 2016 1 Context: Implementing the Five Year Forward View for
More informationMental Health: What The Data Tells Us. Stephen Watkins and Zoë Page
1 Mental Health: What The Data Tells Us Stephen Watkins and Zoë Page Overview NHS Benchmarking Network Acute pathway Community based care Workforce Economics Discussion points NHS Benchmarking Network
More informationMarginal Rate Emergency Threshold. Executive Summary
Part 1 meeting of the Castle Point and Rochford CCG Governing Body held on 29 th September 2016 Agenda item 16 Marginal Rate Emergency Threshold Submitted by: Prepared by: Status: Robert Shaw, Joint Director
More informationEnclosures Appendix 1: Annual Director of Public Health Report 2015 Rachel Wells Consultant in Public Health
Title Health and Wellbeing Board 21 January 2016 The Five Ways to Mental Wellbeing in Barnet: The Annual Report of the Director of Public Health (2015) Report of Director of Public Health Wards All Status
More informationCOMMISSIONING FOR QUALITY FRAMEWORK
This document is uncontrolled once printed. Please check on the CCG s Intranet site for the most up to date version COMMISSIONING FOR QUALITY FRAMEWORK Document Title: Commissioning for Quality Framework
More informationJOB DESCRIPTION & PERSON SPECIFICATION JOB DESCRIPTION. Highly Specialist Psychological Therapist
JOB DESCRIPTION & PERSON SPECIFICATION JOB DESCRIPTION JOB TITLE: GRADE: Highly Specialist Psychological Therapist Band 7 and 8a HOURS OF WORK: 37.5 RESPONSIBLE TO: (Line manager) ACCOUNTABLE TO: Clinical
More informationBARNSLEY CHILD AND ADOLESCENT MENTAL HEALTH SERVICE (CAMHS) CHILDREN IN CARE (CiC) PATHWAY
BARNSLEY CHILD AND ADOLESCENT MENTAL HEALTH SERVICE (CAMHS) CHILDREN IN CARE (CiC) PATHWAY Date issued: June 2017 Author: Children in Care Pathway Lead & General Manager In consultation with Children in
More informationStatewide Eating Disorders Service Framework
Statewide Eating Disorders Service Framework This document was prepared by the Project Implementation Committee in response to the feedback from the state wide consultation process June 2013 State-wide
More informationA review of themes identified during the independent investigation into the care and treatment of Mr B
A review of themes identified during the independent investigation into the care and treatment of Mr B A report for: Sussex Partnership NHS Foundation Trust July 2014 Authors: Geoff Brennan Kathryn Hyde-Bales
More informationHospital discharge planning advice
Hospital discharge planning advice Are you a Carer? Many people looking after someone do not recognise themselves as Carers. You are a Carer if you provide, or intend to provide, practical and / or emotional
More informationSeven day hospital services: case study. South Warwickshire NHS Foundation Trust
Seven day hospital services: case study South Warwickshire NHS Foundation Trust March 2018 We support providers to give patients safe, high quality, compassionate care within local health systems that
More informationStreet Triage. Report on the evaluation of nine pilot schemes in England. March 2016
Street Triage Report on the evaluation of nine pilot schemes in England March 2016 Dr Bianca Reveruzzi and Professor Stephen Pilling Department of Clinical, Health and Educational Psychology University
More informationThe Sustainability and Transformation Plan (STP) for Buckinghamshire, Oxfordshire and Berkshire West (BOB). A short summary.
The Sustainability and Transformation Plan (STP) for Buckinghamshire, Oxfordshire and Berkshire West (BOB). A short summary. The Conservative Government is committed to a strategy of reduced state spending
More informationExecutive Director of Patient Services. Public Board Meeting
Title: Report to: Executive Director of Patient Services Report Trust Board Date: 1 June 2015 Security Classification: Public Board Meeting Purpose of Report: This is a regular report to update the Board
More informationOutcomes Based Commissioning Improving the health and independence of older people in Croydon
Wednesday 24 June 2015 Outcomes Based Commissioning Improving the health and independence of older people in Croydon 1 Purpose of this meeting 1. To review why we re looking at these services 2. To share
More informationOperational Plan 2018/19
Operational Plan 2018/19 Contents Section Page 1 Strategic context 3 2 Quality 10 3 Service plans 17 4 5 6 Workforce Financial plan Membership 25 28 33 7 West Yorkshire and Harrogate Health and Care Partnership
More informationGeneral Practice Commissioning Strategy Development
General Practice Commissioning Strategy Development Katharine Denton (Wandsworth CCG) 3 December 2014 Version 5. 03.12.2014 1 1. Introduction Strong General Practice is at the heart of any high quality
More informationCommissioning Intentions 2019 / 20
Commissioning Intentions 2019 / 20 September 2018 Version 1.1 Final version. Approved at JCC on 26th September (by Jon Singfield - 24/09/18) 1) Introduction Introduction The development of commissioning
More informationPrimary Care Mental Health Service Development
Primary Care Mental Health Service Development Scoping of the current state of services across the thirty two London boroughs September 2017 Supported by and delivering for London s NHS, Public Health
More informationThe state of health care and adult social care in England 2015/16 Care Quality Commission 13 October 2016
The state of health care and adult social care in England 2015/16 Care Quality Commission 13 October 2016 The annual State of Care report, out today (Thursday 13 October) reports excellent examples of
More informationMental Health Liaison Workshop
Mental Health Liaison Workshop UEC Improvement Collaborative Event The Kia Oval, 07 December 2017 Neil Brimblecombe - Chair (co MH Clinical Lead UECC) Barbara Cleaver - Consultant in Emergency Medicine
More informationClinical Strategy
Clinical Strategy 2012-2017 www.hacw.nhs.uk CLINICAL STRATEGY 2012-2017 Our Clinical Strategy describes how we are going to deliver high quality care in response to patient and carer feedback and commissioner
More informationJOB DESCRIPTION. Pharmacy Technician
JOB DESCRIPTION Pharmacy Technician Issued by AT Medics Primary Care Pharmacy Technician Job Description Job Title: Reporting to: Location: Salary: Job status: Contract: Notice Period: Primary care pharmacy
More informationAvon and Wiltshire Mental Health Partnership NHS Trust
Avon and Wiltshire Mental Health Partnership NHS Trust Community-based mental health services for adults of working age Quality Report Head Office, Jenner House Langley Park Chippenham Wiltshire SN15 1GG
More informationShaping the best mental health care in Manchester
Clinical Transformation Plans Manchester Shaping the best mental health care in Manchester Meeting the needs of our communities Improving Lives OUR SHARED WAY AHEAD... Clinical Service Transformation in
More informationA thematic review of six independent investigations. A report for NHS England, North Region
A thematic review of six independent investigations A report for NHS England, North Region November 2014 Authors: Chris Brougham Liz Howes Verita 2014 Verita is a management consultancy that works with
More informationKingston CCG. Commissioning Intentions 2014/15 November Foreword
Kingston CCG Commissioning Intentions 2014/15 November 2013 Foreword Introduction This document describes Kingston CCG s commissioning intentions for 2014/15 within a broader planning framework, and in
More informationGuy s and St Thomas NHS Foundation Trust, Kings College Hospital NHS Foundation Trust, South London and Maudsley NHS Foundation Trust
Report on the Outcome of the Integrated Inspection of Safeguarding and Looked After Children s Services in Lambeth Date of Inspection 10 th April 2012 20 th April 2012 Date of final Report 29 th May 2012
More informationPreparing to implement the new access and waiting time standard for early intervention in psychosis
Preparing to implement the new access and waiting time standard for early intervention in psychosis Sarah Khan Deputy Head of Mental Health (Policy & Strategy) 1. Context for the introduction of access
More informationAn improvement resource for the district nursing service: Appendices
National Quality Board Edition 1, January 2018 Safe, sustainable and productive staffing An improvement resource for the district nursing service: Appendices This document was developed by NHS Improvement
More informationRE-PROCUREMENT OF 111 SERVICES SOUTH WEST LONDON
RE-PROCUREMENT OF 111 SERVICES SOUTH WEST LONDON Introduction SWL CCGs variously let contracts for the provision of 111 during 2012 with contracts let to Care UK (Wandsworth, Kingston and Richmond, Croydon)
More informationWolverhampton Clinical Commissioning Group 1
Wolverhampton Clinical Commissioning Group 1 Introduction and Context In 2014, along with our partners, the CCG established our five year strategy for the Wolverhampton Health Economy. This set out our
More informationMilton Keynes CCG Strategic Plan
Milton Keynes CCG Strategic Plan 2012-2015 Introduction Milton Keynes CCG is responsible for planning the delivery of health care for its population and this document sets out our goals over the next three
More informationSCHEDULE 2 THE SERVICES
SCHEDULE 2 THE SERVICES A. Service Specifications Mandatory headings 1 4. Mandatory but detail for local determination and agreement Optional headings 5-7.Optional to use, detail for local determination
More informationSecond submission 30 th November 2016
Second submission 30 th November 2016 Key information details: Name of footprint: South East London Region: South East London (Bexley; Bromley; Greenwich; Lambeth; Lewisham; Southwark) Organisations within
More informationCumbria Rural Health Forum Alison Marshall 1, Tom Bell 2, J-Lyn Khoo 1
Cumbria Rural Health Forum Alison Marshall 1, Tom Bell 2, J-Lyn Khoo 1 1 University of Cumbria, 2 Cumbria Partnership NHS Foundation Trust International Digital Health and Care Congress, King s Fund, London,
More informationheadspace Adelaide Mobile Assessment & Treatment Team (MATT) Senior Clinician Full Time/Part time, Maximum Term
Position Description headspace Adelaide Mobile Assessment & Treatment Team (MATT) Senior Clinician Location: Department: Employment Type: Approved By: South Australia headspace Adelaide Full Time/Part
More informationSetting up a Managed Clinical Network in Children s Palliative Care. December Page 1 of 8
Setting up a Managed Clinical Network in Children s Palliative Care December 2017 Page 1 of 8 Introduction This guidance is written for local services and networks who are considering establishing Managed
More informationBristol CCG North Somerset CGG South Gloucestershire CCG. Draft Commissioning Intentions for 2017/2018 and 2018/2019
Bristol CCG North Somerset CGG South Gloucestershire CCG Draft Commissioning Intentions for 2017/2018 and 2018/2019 Programme Area Key intention Primary and community care Sustainable primary care Implement
More information