Birmingham South Central Governing Body Cover Sheet

Transcription

1 2 nd September 2015 Enc. 5 Birmingham South Central Governing Body Cover Sheet Date: 2 nd September 2015 Report Title 0-25 Mental Health Services Mobilisation Update Presented by: Karmah Boothe Prepared by: Karmah Boothe/John Lees For Decision For Information x Time required to present report 10mins Please tick as appropriate PURPOSE & BACKGROUND Purpose of the Report: To update the Governing Body on the progress of the mobilisation of the 0-25 service during July 2015 Background Papers None Prior Committee Approval : None Finance & Performance Date of Committee: What was agreed: Quality & Safety Date of Committee: What was agreed: QIPP Commissioning Date of Committee: What was agreed: Fit for purpose Committee Date of Committee: What was agreed? Resources Quality & Safety Patient Experience Consultation & Engagement Equality Delivery System (identify which goal it supports) Legal (including statutory equality duties) There are no financial implications identified The new service is anticipated to increase quality of the service The new service is anticipated to increase the quality of patient experience There has been continuous engagement with patients and the public through updates via the website as well as dialogue with Experts by Experience Better health outcomes for all Improved patient access and experience The service aims to address inequalities in access to services through innovative approaches to delivering health services BSC CCG OBJECTIVES

2 BSC Commissioning Objectives this report relates Recommendations: The Birmingham South Central Governing Body is asked to receive the update and note the progress of the 0-25 mobilisation. Equality Analysis (indicate the key points the analysis has identified relevant to decision required) The CCG is committed to fulfil its obligations under the Equality Act 2010, and to ensure services commissioned by the CCG are nondiscriminatory on the grounds of any protected characteristics. The CCG will work with providers, service users and communities of interest to ensure that any issues relating to equality of service within this report are identified and addressed.

3 Purpose of the report The report is to provide the governing bodies with an update of the progress of the 0 to 25 mobilisation. It updates on the work of the various sub groups as well as highlights key issues that have been raised during mobilisation. Background The Governing Body approved the decision that Forward Thinking Birmingham would be the preferred provider for the 0 to 25 Child and Young Adults Mental Health Service in January Since then a number of issues have arisen, however, Commissioners from all CCG s have worked tirelessly to resolve these in partnership with both Birmingham Solihull Mental Health Foundation Trust and Forward Thinking Birmingham prime contractor Birmingham Children s Hospital. Appendix 1 of this report provides governing body members a brief introduction to the clinical model for the 0 to 25 service. Further information is available online via this link ForwardThinking Birmingham would be happy to present to the Governing Body. Mobilisation Update Service Transitions Three phases of service transfers have been agreed between BSMHFT and FTB: Staffing Phase 1 There will be no more transfers of patients from BCH to BSMHFT from July 2015, BCH will also support patients who are aged 16 to 18 who are on the waiting list to access BSMHFT ADHD service. Phase 2 The transfer of Youth Clinical Support Team and ADHD to be completed between November and January 2016 (There is a possibility for Early intervention in Psychosis Service to be moved by January tbc) Phase 3 All other commissioned services e.g. Community Mental Health Teams, Home Treatment, Assertive Outreach, IAPT and Inpatient Beds to be transferred by 31 st March 2016 The phasing of service transfers has a direct relationship to the availability of staff members who will TUPE from BSMHFT to FTB. It has been recognised that for Phase 2 services most staff who work within this area will TUPE as almost all of their caseload are with patients aged between18 to 25. However, for phase 3 it is highly unlikely that any staff will TUPE. FTB have implemented a recruitment drive of over 100 staff to provide all elements of the Community and Inpatient services. Clinical Governance The Clinical Forum met in late June where they discussed the potential risks and mitigating actions of transferring services. The forum have committed to meeting monthly to ensure that safe clinical transfer of patients is realised.

4 Some of the risk identified included: Inpatient service interdependencies Information sharing Service transition date Multiple transitions for patients Some of these risks have been addressed within the revised mobilisation timeline. The group will develop further plans to mitigate against any other risks identified and ensure that the relevant operational leads from both BSMHFT and FTB are involved. A joint approach to resolving risks have been agreed and includes: Update reports from each organisation that identifies any new risks Develop principles to guide clinical transition Communications and Engagement A Connecting with you event took place on 7 th July. It was well attended and positively received. A launch event is planned to take place once all the services are up and running. FTB, BSMHFT and all CCG engagement leads have developed a joint communications plan. This identifies key times when communication messages will be disseminated as well as a proposed engagement plan to recruit more experts by experience to support the service mobilisation. Finance and Contracting Regular contract negotiation meetings are taking place to finalise the contract for signing of on the 31 st August. A draft of the contract including proposed CQUIN s, KPI s and information requirements have been circulated to FTB. A due diligence exercise has been completed by Grant Thornton on behalf of FTB, and is being used to inform negotiations.. BSMHFT have signed the exit principles, however, and negotiations are onging to agree the financial implications of the decommissioning of existing services. An impact assessment of the clinical and equality impacts of the remaining 25+ services is underway, findings will be reported in late August. Issues for attention 1. Collaborative working will need to continue with all organisations to ensure that patient safety is not compromised 2. Transfer dates for services to start involve addressing: a. IT to transfer clinical records b. Recruitment of Community support required to mobilise Early intervention Service in January c. TUPE no community or inpatient staff transfers large number of the workforce to be recruited

5 3. GP engagement to be a focus of the communication plan 4. Heads of Terms sign-off Appendix 1 0 to 25 Clinical Model.docx

6 0 to 25 Clinical Model ForwardThinking Birmingham model is premised on three principles: Choice Prevention and Integration It is based on six levels of care and five clinical pathways (see diagram 1 and 2) The stepped care six level stepped care model enables patients to step up and down into services

7 based on their needs, with an overlap in levels of care to prevent any gaps in treatment. The stepped levels of care prevent a criteria based access to services approach. Beacon UK one of the partners within ForwardThinking Birmngham will ensure that patients achieve the best outcomes throughout the stepped care model regardless of what level of care they are accessing. Universal and health promotion and Universal Plus Partnership This will be provided by current services in place, such as primary care, schools, commissioned services from the local authority and voluntary sector. ForwardThinking Birmingham have recruited a Voluntary Sector lead has been recruited Claire Rigby who will be coordinating the work and offer for the voluntary sector. They are planning to maintain the existing commissioned services provided by Open Door Counselling in the interim, however, plans to commission additional capacity from other voluntary sector agencies are still being developed. The Children s Society have been actively involved in planning the Connect Support Hub this will provide drop in facilities seven days a week within the City centre that will provide support from multi-disciplinary teams including Youth Workers, Counsellors, Occupational Therapists and Creative Therapist. The Hub will provide information and signposting and support people pre- and postdiagnosis. Brief, Complex, Intensive Interventions and Inpatient Services ForwardThinking Birmingham partnership consists of two health organisations who will manage most of the pathway. For those who are: 0 to 18 Birmingham Children s Hospital 18 to 25 Worcestershire Community Healthcare Trust 18 to 25 inpatient services Priory Group The diagram above illustrates how ForwardThinking Birmingham will enable access into the service.

8 Even though there are multiple partners working on their own service area, Care Notes an IT solution will be shared across all services. This will enable a seamless care experience for the patient. Having one single point of access provides a No wrong door solution, where all irrespective of the concerns identified will be either be provided with information regarding alternative services, access to specialist services or be provided with advice, support and guidance should a referral have a concern.