The Role of The Mental Health Partnership & Committee. Anne Hawkins MHP Director

Transcription

1 The Role of The Mental Health Partnership & Committee Anne Hawkins MHP Director

2 Mental Health Partnership Focus Adult Mental Health Services Partnership Primary, Secondary & Social Work Services Leadership / Strategic Planning Development of Services Clinical / Corporate / Staff Governance Implementation

3 Mental Health Partnership Performance Management Development of Health Improvement Strategies Capital Developments Directly Managed Services Beds & Area Wide Services

4 Challenges National Commitments Forensic Services Ongoing Redesign of Services Performance Management Implementing Clyde Strategy

5 The MHP Committee Whole System Accountability Monitor Performance Approve & Monitor Strategic Plans Health Improvement & Prevention Strategies Care Governance & Professional Standards Legislation

6 Care Governance Framework MHP Dr Linda J Watt Medical Director MHP

7 Mental Health Partnership Functions Management of all Adult Acute Beds, Forensic Services, Liaison Psychiatry, Rehabilitation & all cross city services Manage all Clyde MH services Strategic Planning & Performance management of entire MH System Clinical & Care Standards of entire MH System

8 Health Board / Local Authority RAS CHSCP x 5 P.E.G. Mental Health Partnership LD Partnership Addictions Partnership ALDT MH Network CATs EMI CAMHTs WCD

9 NHS Greater Glasgow and Clyde Local Authorities Sub Group 1 - Legislation Group Sub Group 2 - Information Governance Group MHP Medical Director MHP Director CHCP Directors CHCP P.E.G. Sub Group 3 Practice Development and Res earc h tresearch Sub Group 4 Client Safety Group MHP Care Governance Committee Heads Of Mental Health Service CHCP Care Governance Committee LD Care Governance Care Governance Group Committees Adult MH Sub Group 5 Practice Training Group Forensi c Sub Group 6 Service User / Carer Mental Health Partnership Ser vices CHCP Mental Health Services Sub Group 7 Medicines Resource Management Group KEY Managerial Accountability For Care Governance Professional Support / Advice Structures & Lead Relationships

10 Care Governance Covers Health Clinical Governance Covers Social Care Standards (to include purchased services)

11 MHP Care Gov Group Membership Medical Dir (chair) MHP Director Lead for SW (vicechair) Nurse Director Prof Heads-AHP, Pharmacy, Psychology Heads of MH Staff/P rep. LD Lead Addictions Lead CAMS Lead Older Peoples Lead Gen Man Forensic Legislation Lead

12 Sub-Groups MHP Governance of Purchased Services (Clive Travers & Raymond Bell) Legislation Group (Chris Weir & Stuart Lennox) Information Governance Group ( Calum McLeod & Fiona Lockhart) User & Carer Group ( Robert Davidson & Cindy Wallis)

13 Sub-Groups MHP Client Safety Group ( Clive Travers & Raymond Bell) Practice Development & Research Group including Joint Training ( Colin McCormack & Mhairi Branagan) Medicines Resource Management Group ( Linda Watt & Derek Brown)

14 MHP Care Gov Links LD Partnership ( Lyndsey McNair) Additions Partnership ( Uday Mukerji) CAMS Services ( Julie Metcalf) Older Peoples Services ( Graham Jackson) Homeless Partnership ( Alice Docherty)

15 Performance Assurance Doug Adams Head of Planning and Performance (MHP)

16 National Policy And Performance Context Mental Health Act Mental Health Delivery Plan Mental Health and Well Being Strategy HEAT Targets National Performance Reporting HEAT Targets Delivery Plan Implementation Integrated Care Pathways Rights, Relationships and Recovery

17 Local Performance Priorities Development of CH(c)P Community Services Crisis 24/7 Assertive Outreach Integrated Teams Development of Specialist Community Services Eating Disorders Major Capital Developments Rowanbank Unit New Gartnavel Hospital

18 Local Performance Priorities Continued. Strategy Development Clyde Strategy Greater Glasgow Effective Functioning of Service System across Community and Inpatient Services Effective Functioning of Community Services Impact of Community Services on Patterns of Inpatient Bed Use Effective deployment of Inpatient Beds Progress on HEAT Targets

19 Whole System Functioning: Performance Assurance 1. Individual CHP Managed Services: Community Services 2. MHP Managed Services: Inpatient and Pan CHP Specialist Services 3. CHP s together through the Mental Health Partnership: Whole System of Care MHP Committee Focus MHP Managed Services Whole System of Care

20 Building Blocks For Performance Assurance Common Core Dataset: Number Indicators - Covers each Community Service Team and Inpatient Services - Effective Functioning of Community Teams and Impact on Effective Deployment of Inpatient Beds - Feedback on Comparative Performance and Practice Variance - In Development; almost useable

21 Building Blocks For Performance Assurance Continued Development and Performance Plan: MHP Collects Together into Single Plan: - External Performance Priorities - Corporate Organisational Priorities of NHS/ +- Local Authorities - Local Mental Health Priorities - Includes Practice Governance - In development; almost useable Sets Out - Objectives - Target and Progress Measure - Lead Officer - Mix of Number Based Indicators and Quality Based Progress Update

22 Building Blocks For Performance Assurance continued Performance Framework in Place Population of Performance Framework almost in Place Performance Assurance Group Recently Established - Assures Progress on Development Plan - Commissions Management Action/Development Work - Significance and Exception Reporting - Produce Reports for MHP Committee - Assurance of Functioning of Whole System of Care -? Rolling Programme of Strategic Reporting

23 Rights, Relationships & Recovery. The report of the national review of mental health nursing in Scotland. Rights Relationships & Recovery Briefing Presentation Robert Davidson (Acting) Nurse Director

24 Rights, Relationships & Recovery. The report of the national review of mental health nursing in Scotland. Delivering for Mental Health Published December 2006 A new vision for services 14 commitments 3 HEAT targets (4) Support for change Performance Management

25 Rights, Relationships & Recovery. The report of the national review of mental health nursing in Scotland. Strategic Cohesion R R & R Recovery focused care Rights and values based training Expert patient Psychological therapies Develop self managed care Establish professional networks Focus on acute care as a priority Address physical health needs Improve knowledge and skills in management of self-harm Delivering for Mental Health Recovery focused care Rights and values based training Peer support worker Psychological therapies Reduce re-admissions Establish acute care forums Acute care a priority Address health and wellbeing needs Reduce suicide rates

26 Rights, Relationships & Recovery. The report of the national review of mental health nursing in Scotland. Mental Health (Care & Treatment) (Scotland) Act 2003 The Millan Principles: The ethical underpinning of the Act Non-discrimination Equality Respect for diversity Reciprocity Informal care Participation Respect for carers Least restrictive alternative Benefit Child welfare

27 Rights, Relationships & Recovery. The report of the national review of mental health nursing in Scotland. The title of the report represents the central importance of: A rights-based approach to practice Developing positive relationships as the starting point for all interventions with service users, carers and families Recovery as the underpinning principle of therapeutic interventions.

28 Rights, Relationships & Recovery. The report of the national review of mental health nursing in Scotland. Recovery is a collaborative process and is about.. More than just symptom control Feeling valued as a person Feeling listened to and heard Regaining control of life and life decisions Being supported towards self-determination Living a satisfying and fulfilling life A journey with lots of ups and downs Life being back the way it was or discovering a new life Contributing to the community Helping others...even when symptoms might still be present

29 Rights, Relationships & Recovery. The report of the national review of mental health nursing in Scotland. Key Themes Drive to embed nursing practice in a set of 10 essential shared capabilities Reaffirming that that core of mental health nursing is about engagement and relationships Shift towards recovery focused models of care supported by a Realising Recovery service framework Responding better to diversity and inequalities

30 Rights, Relationships & Recovery. The report of the national review of mental health nursing in Scotland. Key Themes Review of pre-registration educational programmes supported by competency based / capability frameworks Better support for people with long term mental health problems including improvements in physical health Developing skills in detection and management of suicide and self harm Developing nursing care in acute inpatient services Developing Advanced Practice and Nurse Consultant roles

31 Rights, Relationships & Recovery. The report of the national review of mental health nursing in Scotland. Key Themes Developing nurse prescribing aligned to service redesign Increasing the profile and skills base in working with older people who have mental health problems Increasing knowledge and skills in psychosocial interventions and psychological therapies Improved collaborative working between service providers and Higher Education Institutions Develop user and carer involvement in nurse education.

32 Rights, Relationships & Recovery. The report of the national review of mental health nursing in Scotland. The 10 Essential Shared Capabilities for Mental Health Workers in Scotland Working in Partnership Respecting Diversity Practicing Ethically Challenging inequality Promoting recovery Identifying peoples needs and strengths Providing person-centred care Making a difference Promoting safety and positive risk taking Promoting personal development and learning

33 Staff Governance Standard 3 rd Edition 2007 Catriona Chambers Head of HR (MHP)

34 The governance framework within which NHS Boards must operate comprise of 3 distinct areas Clinical Governance Financial Governance Staff Governance Staff Governance focuses on how NHS Scotland staff are managed, and feel they are managed.

35 Staff Governance is defined as: a system of corporate accountability for the fair and effective management of all staff. NHS Boards are required to demonstrate that staff are: Well informed; appropriately trained; involved in decisions which affected them; treated fairly and consistently; and provided with an improved and safe working environment.

36 Monitoring Arrangements Staff Governance Standard Audit Report Annual Review Self Assessment Audit Tool and Staff Survey Action Planning

37 Mental Health Partnership Response 2007/ Local action plans completed Sept/Oct Sub-group of MH Staff Partnership Forum (SPF) agreed September Analysis of local action plans by sub-group November Reporting cycle to MH SPF from November 2007

38 Some Staff Governance Challenges - Size of Organisation - Service Redesign - Joint Working - Integration of Clyde - Pay Modernisation - Workforce Information