The government’s mandate for achieving parity of esteem between physical and mental health has put the spotlight on mental health provision. In London, meeting the mental health needs of the large and diverse population poses major challenges, and the London Health Board has identified improving the mental wellbeing of Londoners as a priority. But so far, there has been little consideration of what is required to meet the future mental health needs of London’s population and how this can be achieved.
This report describes a vision for the future of mental health provision in London, generated through a process of engagement with key stakeholders in the capital. The vision is based on a collaborative, integrated approach towards mental health that is relevant in London and elsewhere.
Key findings
A number of key steps have been identified to support systemic implementation of this vision:
- developing a process of collaborative commissioning to facilitate change
- driving change through collective systems leadership
- ensuring that service users and clinicians are at the core of provision
- using contracting systems to support integration
- building a public health approach to mental wellbeing
- developing pan-London solutions to increase impact
- improving the availability of meaningful outcomes data
- utilising London’s academic infrastructure to disseminate best practice
- creating a new narrative for mental health.
These steps reflect the strengths of individual stakeholder groups but also the importance of working collaboratively and adopting a shared agenda. Commissioners and providers are at the heart of this process, drawing together key organisations around the voice of service users, carers and clinicians in order to deliver improved outcomes. Other organisations have an important role to play in creating the infrastructure to do this, including Public Health England, NHS England, academic health science networks and centres, Collaborations for Leadership in Applied Health Research and Care and strategic clinical networks.
Policy implications
Achieving this vision will require the many and diverse stakeholders working on improving mental health in London to adopt new ways of working. The main stakeholders need to take the lead in bringing different groups together to develop a shared agenda and plan of action. They will need to address and overcome barriers to collaborative working, including different political and historical agendas, and unconstructive communication.
On the ground, certain approaches can support better integration of care and better outcomes. These include adopting collaborative leadership strategies, supporting and strengthening commissioning, and using contracting tools to facilitate integration. The strategic dissemination of evidence and development of data and outcomes can help ensure that change is systemic.
Comments
Applaud the focus on care and care commissioning. Our organisation is working on the evidence-base supporting interventions and health care practices. We look forward to contributing to the changes recommended here!
Our publication is widely read and will have an influence on attitudes and opinion on the content and contribution the report will have.
My initial thoughts prior to my second reading is it misses the essential point about funding pressure and squeeze on MH services overall and needs a bit more punch in being seen as a commissioning template for service support and change - the lack of enough headline on integration also I feel is a missed opportunity for emphasising one of the King's Funds loudest messages of the moment - my re read may modify my views however
There has to be a 'tool' bar for agencies to refer to: and the process of how this programme works in reality is achieved.
The CQC could do more!
The CQC inspect GP Surgeries, why do thy not inspect the medical records of those subject to section 117. this would be a good starting point.
The CQC would be the 'Masters' and have at their disposal all the tools required to ensure that these particularly vulnerable patients are receiving all their entitlements as per the relevant laws including the Care Act 2014, and 'crisis and emergency assessments' the latest to come out of the DOH.
The MONITOR the other half of the coin, are completely inactive when it comes to Monitoring NHS Patients. Do they know patients are being discharged from Section 117 while still receiving care and treatment, left in 'limbo' I think not.
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