The Yorkshire and the Humber Clinical Networks work to enable and facilitate whole system improvements and patient outcomes, supporting, influencing and working alongside commissioners and other stakeholders.
The Networks provide clinical leadership and advice, enables significant and lasting quality improvement, and contributes to system improvement.
Our Mental health work priorities for 2013-14 are to:
- Supporting the implementation of the Improving Access to Psychological Therapies (in Neuro too)
- Reducing premature mortality in people with a serious mental illness – young people’s suicide rate reduction
- Implementation of Yorkshire and Humber wide s136 arrangements and central ‘hub’
- Develop a Parity of Esteem Task/Finish Group linking with NHS England to see what Yorkshire and Humber can learn from this
- Use of MHIN as a benchmarking tool for Yorkshire and Humber CCGs
- Working with Specialist Commissioners, scope pathways to Tier 4 to iron out variation in CCG referrals
Anticipated outcomes include:
- Improved access to services which results in clinical improvement and recovery
- Reduced cost to the system and the economy as people recover more quickly from illness
- Increased patient choice and satisfaction
- Improvements in patient reported outcomes and recovery rates.
- Reduction in ‘excessive’ deaths for people with a serious mental health illness compared to people in the general population.
- Reduction in health inequalities within the region.
- Better management of long term comorbidities and medication.
- Improvements in reported experience by people using community mental health services.
- Improved quality of life for people with a mental illness.
We are consulting with stakeholders on the following possible work priorities:
- Developing mental health intelligence and informatics – including benchmarking data on costs and spending. Comparisons across PbR clusters
- Acute care pathway – Increase in suicide rates and Section 136 – whole pathway review
- Improving psychosis care – 60% of mental health spending. Large variations in quality and implementation of evidence based care
- Integrating physical and mental health – Premature mortality among those with severe & enduring MH problems. Access to psychological support for those with LTC
- Primary care mental health – Models of provision in primary care and IAPT
- Building CCG capacity and capability – Developing MH leadership skills within CCGs. Support to commission MH services e.g. knowledge of issues, understanding of MH problems
- Transition between services e.g. children, adult and older adults
- Personalisation and implementation of personal health budgets – Co-production e.g. co-produced safety plans
- CAMHS – Development of community-based tier 3 services
- Liaison psychiatry services – Variation in current provision
- Workforce Development – Education & training needs for staff across different parts of the care system and beyond. Workforce redesign – what should the workforce look like. Consider staffing structures and numbers, skill-mix, specialist vs. generalist.
- Information sharing across services – Across health and social care and other statutory organisations e.g. police, ambulance service
- Commissioning for the whole care pathway – Developing whole care pathway contracts. Cluster-based contracts and support to enable provider networking
Ian Golton, email@example.com
Dr. Ian Aldridge, firstname.lastname@example.org
Alison Bagnall, email@example.com, 07786 250795
Quality Improvement Manager
James Barnes, James.firstname.lastname@example.org, 07918 368409