[PROJECT TITLE]
Milton Keynes
Children & Young People’s Mental Health & Wellbeing
Local Transformation Plan (LTP) 2015-2020
LTP Refresh- October 2017
Author:
Hannah Pugliese. Children and Maternity Commissioner
Owner:
Fiona West. Senior Children and Maternity Commissioner
Programme
MK Children & Young People Mental Health & Wellbeing
Transformation Programme
Document Status:
Draft
Date:
14/08/17
Revision History
Version number
Date
Reviewer
Change Reference & Summary
0.1
14/08/17
Author
1st draft
0.2
15/09/17
Author
1st draft for circulation
0.3
18/09/17
Reviewer
Formatting and proof read
0.4
19/10/17
Author
Incorporate comments from LTPDG and the Integration Board
1
25/10/17
Reviewer
Final for publication
Contents
Section reference
Contents
Page
-
Executive Summary
6
Table 1
Key targets include
7
Fig A
Milton Keynes Effective Support “Windscreen”
8
1
Introduction
9
Table 2
LTP Priorities Addressed by Year
10
1.1
Purpose of the LTP Refresh 2017/18
11
2
Finance
12
Table 3
Financial overview; C&YPs mental health and wellbeing
transformation pathway
12
3
Activity
14
3.1
Referrals
14
Fig B
Total Referrals by Year
14
Fig C
Referrals by Month and Year
14
Fig D
Rejected Referrals
15
Fig E
Total Contacts by Month
15
Fig F
First Attended Appointments
16
Fig G
Follow up Appointments
16
Fig H
DNA’s per Month
17
Fig I
Waiting Times in Days
17
Table 4
Trajectory for Improved Access to C&YP Mental Health
Services
18
4
Communication and Engagement
18
Fig J
MySayMK; engagement event undertaken with children and young
people
21
Table 5
Stakeholder analysis and engagement plan
22
Fig K
Perinatal Mental Health (PNMH) Collaborative; learning from
women with lived experience
25
5
Governance and Oversight
26
Fig L
MK C&YP MH&WB LTP Governance Structure
26
Table 6
Overview and Membership of C&YPs MH&EWB LTP DG
27
Table 7
Overview and Membership of Milton Keynes Integration Board
28
Table 8
Overview and Membership of BLMK Children’s Commissioning
Delivery Group
29
6
Delivering the Plan
29
6.1
What’s been achieved and/or underway
29
6.1.1
Prevention and Early help
30
Table 9
School Clinic Presenting Issue Audit
30
6.1.2
Specialist Services and Changes to Specialist CAMHS
33
Fig M
New Model for Specialist Children and Young People’s Mental
Health Services
34
6.1.3
Interface with Specialist Commissioning
35
6.2
Ongoing Challenges
35
6.3
Strategic Priorities and Future Development
36
Table 10
Priority One - Projects to deliver
36
Table 11
Priority Two - Projects to deliver
37
Table 12
Priority Three - Projects to deliver
38
Table 13
Access Target for Milton Keynes
38
Table 14
Priority Four - Projects to deliver
39
6.4
Evidencing and Measuring Success
39
Table 15
MK LTP KPI’s
39
6.4.1
Table 16
Commissioning for Quality and Innovation (CQUINs) and Quality
Schedule
41
6.4.2
CCG Improvement and Assessment Framework (IAF)
43
6.4.3
5 Year Forward View Mental Health Dashboard
44
7
Understanding Local Need
44
Fig N
Adverse Childhood Experiences (ACE’s)
46
8
LTP Ambition 2017-2020
47
8.1
Vision for 2020
47
8.2
A whole system approach
48
Fig O
A Whole System Approach
50
Fig P
Mental Health Plan Model; MK College
51
9
Workforce
52
9.1
Multi-agency Workforce Plan
52
Fig Q
The Current State
54
Fig R
New Model of Care
55
9.2
CYP IAPT
56
9.3
Specialist CAMHS
56
Fig S
2017 Service Model Breakdown
57
Fig T
2020 Staffing Model Breakdown
57
Fig U
All Staffing 2015, 2017, & 2020
57
Fig V
CAMHS Staffing 2015, 2017, & 2020
58
Fig W
Eating Disorder Staffing 2015, 2017, & 2020
58
Fig X
LIST Staffing 2015, 2017, & 2020
59
9.4
Crisis Care
59
Fig Y
Integrated Care Pathway
60
9.5
The Wider Workforce
60
Fig Z
Multi-agency Perinatal Mental Health Champions Training
61
10
Collaborative and Place Based Commissioning
62
Table 17
MK actions within the Midlands and East Collaborative
Commissioning Plan
62
10.1
The STP Footprint
63
10.2
Health and Justice
64
11
CYP Improving Access to Psychological Therapies (CYP IAPT)
65
12
Eating Disorders
66
Table 18
Staffing Model for the Lifespan Eating Disorder Service
66
13
Data
67
14
Urgent & Emergency (Crisis) Mental Health Care for
C&YP
67
15
Integration
69
16
Early Intervention in Psychosis (EIP)
69
17
Impact and Outcomes
70
18
Other Comments
70
18.1
Risks to Delivery
70
Table 19
Risks and Mitigation
70
19
The Delivery Plan
72
Table 20
MK LTP Road Map
72
20
Appendices
73
Table 21
Appendices
73
Executive Summary
It has been nearly 2 years since the Milton Keynes Children
& Young People’s Mental Health & Wellbeing Local
Transformation Plan (MK LTP) 2015-2020 was originally published.
The multiagency group that oversees delivery of the plan has seen a
shift in membership as we have focussed more strongly on the wider
system for mental health and wellbeing.
We have continued work towards delivering change against the
original priorities and to respond to new and emerging issues so
that by 2020 Children and young people in Milton Keynes will be
able to say:
1. I experienced good support and care when I had a mental
health crisis and needed urgent care.
2. I experienced good support from people involved in my care to
help me achieve and meet my goals even though I have complex needs
and can have challenging behaviour.
3. I was able to access specialist care and support when I
needed it.
4. People around me had the skills and confidence to know how to
help and support me.
5. When I needed help with my eating disorder, I was able to
access a service quickly that met my needs.
6. The people who help me with my complex physical and social
needs are able to support me to deal with my emotions, and keep me
mentally well.
7. When I became very ill with a psychosis, I was able to access
a service quickly that met my needs.
8. I experienced good support for my emotional and mental health
during and after my pregnancy, which helped me to form a good bond
with my baby.
9. When I returned to Milton Keynes after I’d been in hospital,
I experienced good care and support which enabled me to settle back
into home and school.
Investment in the pathway has been maintained and whole system
approach has led to innovation and commitment from a wide range of
stakeholders who have been ‘inspired to make a difference’, to be
part of something that will tangibly improve outcomes for local
children and young people.
The focus on specialist care in year 1 of the plan
delivered:
· Improved access and reduction of the waiting list for
specialist services
· Sustainable 24/7 services for children and young people (CYP)
in crisis
· Improved processes and multiagency working for CYP who have
been in Tier 4 units and are being discharged back to local
services
· Improving and enhancing perinatal mental health services
· Working with the community eating disorder service to move
towards compliance with new national standards
· Improvements to early intervention in psychosis services to
ensure compliance with new national guidelines
We have built on the success of year 1 and in year 2 have made
significant progress in the following areas:
· Increased confidence and competence in the wider children’s
workforce to support children and young people with emotional and
mental health problems
· Improving multiagency support for CYP with complex need and/or
complex and challenging behaviour
· Development of CYP IAPT
· Development of a single point of access to specialist mental
health services
· Improved liaison with non-mental health services to identify
CYP early including (Corporate Parenting Services, Youth Offending
Team (YOT) and Special Educational Needs and Disabilities
(SEND).
Much work has been done to improve the way they we measure the
impact of this change and to build a workforce that is skilled and
equipped to maintain the trajectory of change over the remaining
years of the plan and beyond.
· The number of referrals to specialist services has
stabilised
· The numbers of rejected referrals and unattended appointments
has decreased
· We have also seen a decrease in the numbers of children and
young people seen in both first and follow up appointments, the
provider view is that this is partly due to issues with the
data.
· Waiting times decreased significantly in 2016 but have begun
to rise from spring 2017 and are now averaging between 8-12 weeks.
Further work is being undertaken to address this.
· The dedicated community eating disorder service is providing a
service in line with the recommended model
· 95% achievement against the 1 hour assessment target for the
crisis and intervention service
· Each School has committed to having a Governor who is
responsible for mental health
· Milton Keynes has joined the Reading IAPT collaborative
· Staffing numbers have increased including the addition of
support and liaison service to provide ‘ mental health in reach’ to
critical non mental health services
· Multi agency training has been rolled out across health and
social care to improve skills and confidence in the wider
workforce
Table 1: Key targets include:
Year 1
Year 2
Year 3
Year 4
Year 5
Access Waiting list for Sp CAMHS
below 18 weeks
below 12 weeks
below 8 weeks
below 8 weeks
below 8 weeks
Numbers of CYP who access care
-
1981
2105
2167
There are still challenges addressed and these have fed into
development of the priority areas for the next phase of change.
Priority One Keep children and young people in the driving seat
of change to reducing stigma so that CYP can access help at the
right time and in the right place without fear of consequence.
Priority Two Develop Integrated (Health and Social Care)
services for children and young people who have complex and
challenging behaviour; including those with learning disabilities
and autism and those who may have been abused or neglected
Priority Three Increased confidence and capacity in the wider
children and young people’s workforce so that CYP with mental
health and emotional difficulties are identified early and can
access appropriate care and support
Priority Four Access to evidence based specialist mental health
services within a specified time frame for a minimum of 35% of the
Children and Young People that experience a mental health problem
in MK by 2020/21
Although this is a 5 year plan there is a continued ethos to do
the very best with the services and resources we have now, to catch
issues and gaps as they arise while also working to deliver longer
term objectives. This requires a whole system approach our
commitment to which is captured in Fig A below.
Fig A: Milton Keynes Effective Support “Windscreen”
*Incredible years parenting training
*Family Centre MIND clinics
*Head teacher and Governors Conference (leading to a lead
Governor for mental health in every school)
*Community & Voluntary Sector Development
*Arts Project – hearing the voice of CYP
*Expert Parent Programme
*School Nursing Primary School Clinics
*Healthy YP Events and Award
*SMILE YMK
*Mental health first aid training for schools
*Positive Behaviour Support Training
*AIM 2 Training and creation of a virtual team
*Voluntary sector provision
*Primary Care Home
*Assessment Clinics in Children and Family Centres
*CAMHS Liaison and Support to:
-Special Educational Needs & Disabilities
-Youth Offending Team
-Looked After Childrens Services
*Foster Carers Support
*Single Point of Access to Specialist Services
*Telephone referrals Line
*CAMHS duty services
*CYPIAPT
*Specialist care Pathways
-Anxiety and Mood Disorder
-Psychosis
-Eating Disorder
-Neuropsychiatry
-Emotional Dysregulation
*24/7 Crisis Response
*Care, Education and Treatment Review
*In Patient Liaison
*East Midland Specialist Commissioning Plan
*East Midlands Forensic CAMHS
Development Project
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4
LEVEL 1
Early Help and Prevention
Schools and Educational Settings
Primary Care
Universal Services
Early Help Local Authority Settings
Community and Voluntary Sector
Peer Support
Parent and Carers Peer Support
Targeted training to meet additional needs
Assessment of need
Advice and Sign Posting
Locality based services for Mild to Moderate needs
In Reach services for specific groups of vulnerable children
Access to specialist services for advice
Community Crisis Care
Eating Disorders
Interface with In Patients
Specialist Care Pathways
Children with complex behaviour
Working in partnership with Specialist Commissioning
Transforming Care
High Needs Review
1Introduction
Will the LTP be both refreshed and republished by the deadline
of 31 October 2017 with checked URLs
Is the LTP appropriately referenced in the STP? Does the plan
align with the STP and other local CYP LTPs (CCGs are requested to
provide a paragraph on alignment)
It has been nearly 2 years since the Milton Keynes Children
& Young People’s Mental Health & Wellbeing Local
Transformation Plan (MK LTP) 2015-2020 was originally published.
Throughout that period we have strived to maintain a balance
between commitment to the priorities originally identified and
responding to new and emerging issues as they arise.
The multiagency group that oversees delivery of the plan has
seen a shift in membership as we have focussed more strongly on the
wider system for mental health and wellbeing. It has been exciting
to see new people and organisations embrace the CYP mental health
and wellbeing agenda and to hear from them that they are ‘inspired
to make a difference’, to be part of something that will tangibly
improve outcomes for local children and young people.
Locally the governance arrangements have changed and the LTP
Delivery Board is now chaired by the Director for Health and Social
Care Integration, and reports though the ‘Integration Board’ to the
Health and Wellbeing Board. Wider governance arrangements have also
changed with a larger focus on the Sustainability and
Transformation Partnerships (STP); which for Milton Keynes means us
working with a new set of partners from Bedfordshire and Luton.
Initially the BLMK STP Plan was light on mental health and
wellbeing content but this is now changing as the Accountable Care
System Develops and recognises the fundamental importance of mental
health as established in the 5 Year Forward View. Further detail
can be found in Section 8.
The original 9 priorities identified in the MK LTP for
transforming mental health and wellbeing for children and young
people (CYP) in Milton Keynes have been turned into a diagram,
which can be seen on the front of this document, and are also
listed below.
1. Better support & care for children who have a mental
health crisis and need urgent care either in hospital or at
home
2. Better care for children and young people with complex needs
and/or complex and challenging behaviour including those with
learning disabilities and autism
3. Better access to specialist mental health care for children
and young people
4. Improving core skills and confidence to be better able to
support young people suffering from emotional difficulties in the
wider community
5. Improving our community eating disorder service.
6. Better psychological support for children with either complex
physical care needs or social care needs, including those who have
been abused or neglected
7. Early help for those suffering from psychosis
8. Better care for mothers suffering either poor emotional or
mental health around the time their baby is born.
9. Ensuring local support for young people coming back into
Milton Keynes after receiving care elsewhere
We have not attempted to address all of the priorities at the
same time and a high level overview of the focus for the plan can
be seen in table 1 below:
Table 2: LTP Priorities Addressed by Year
Year 1 end of 2015/16-
· Improved access and reduction of the waiting list for
specialist services
· Sustainable 24/7 services for children and young people (CYP)
in crisis
· Improved processes and multiagency working for CYP who have
been in Tier 4 units and are being discharged back to local
services
· Improving and enhancing perinatal mental health services
· Working with the community eating disorder service to move
towards compliance with new national standards
· Improvements to early intervention in psychosis services to
ensure compliance with new national guidelines
Year 2 2016/17
· Increased confidence and competence in the wider children’s
workforce to support children and young people with emotional and
mental health problems
· Improving multiagency support for CYP with complex need and/or
complex and challenging behaviour
· Development of CYP IAPT
· Development of a single point of access to specialist mental
health services
· Improved liaison with non-mental health services to identify
CYP early including (Corporate Parenting Services, Youth Offending
Team (YOT) and Special Educational Needs and Disabilities
(SEND).
The MK LTP has been widely discussed and publicised at a number
of events and forums across the year (see Section 4). The documents
associated with the plan are all published with an easy read
summary both on the CCG and council Websites, links below:
Children and Young People's Mental Health & Wellbeing Local
Transformation Plan
Health and Wellbeing Board - Milton Keynes Council
1.1 Purpose of the LTP Refresh 2017/18
The purpose of this document is to provide an annual report on
the work undertaken to transform the mental health and emotional
wellbeing pathway in Milton Keynes over the past year and to
establish the priorities for the next 3 years of the plan. The
format of this document follows the KLOE provided by NHS England
for this year’s refresh process. We have taken a holistic approach
and have included work undertaken across the pathway as well as
work undertaken as enablers to change i.e. workforce strategy and
communication plan.
MK Children & Young People Mental Health & Wellbeing LTP
2017 Refresh
MK Children & Young People Mental Health & Wellbeing LTP
Refresh 2017
Page 1 of 73
Page 71 of 71
2Finance
"Does the LTP include a baseline (15/16) actual for 2016-17 and
planned trajectories which include:
- Finance (including identification of, at least, the additional
investment flowing from this LTP's share of Budget allocations and
performance to date)
- staffing (WTE, skill mix, capabilities);
Investment in transforming the pathway has been maintained. This
is demonstrated in Table 3. Investment has been maintained and
uplifted in line with the CCG’s allocation to CYPIAPT, Crisis Care,
Access and Community Eating Disorders. Investment has been made to
provide transformation support which has freed up clinicians to
deliver care. The other key area to receive investment has been the
complex care pathway where work is ongoing to appoint to posts and
evaluate the Impact of change.
All information of staffing and workforce can be found in
Section 9.
Table 3: Financial overview; Children and Young Peoples mental
health and wellbeing transformation pathway
Expenditure
Actual
Forecast
Planned
2015/16
2016/17
2017/18
2018/19
Service Description 2017/18
Service Description 2015/16
Comment
Contract end
Commissioner
£
£
£
£
Specialist Children and Young Peoples Mental Health Service
(CAMHS)
CAMHS Tier 3
Includes Future in Mind and Parity of Esteem investment for:
CYPIAPT, Crisis Care, Access, Community Eating Disorders Total
£398k
April’19
MKCCG
2,216,846
2,609,842
2,690,199
2,815,832
Inpatient agency support for CYP
CAMHS inpatient agency support
April’19
MKCCG
26,784
2,492
27,161
27,161
LTP Transformation Support
CAMHS Transformation Support
To support transformation and release clinical time
April’19
MKCCG
43,029
54,060
56,232
Complex and Challenging Behaviour
Complex and Challenging Behaviour
Will move into CAMHS contract from 18/19
N/A
MKCCG
130,000
130,128
135,374
CAMHS Tier 2
S/A
April ‘17
MKC
421,000
-
200,000
-
CAMHS Tier 2
Recurrent NHS Funding; will move into CAMHS contract from
18/19
April ‘17
MKCCG
200,000
200,000
N/A
CAMHS CYP Access Funding (one-off)
April ‘17
MKCCG
112,500
-
-
Mental Health Expenditure within Continuing Care
Mental Health Expenditure within Continuing Care
MKCCG
225,277
98,757
98,757
98,757
Contribution to Looked After Children Worker
S/A
MKC
20,000
20,000
20,000
20,000
In-Patient Admissions
S/A
NHS England
Total
S/A
Not Available
2,889,907
2,996,620
3,301,548
3,234,599
3Activity
Activity (e.g. referral made/accepted; initial and follow-on
contacts attended; waiting times; CYP in treatment) with clear year
on year targets and performance to date for improving access and
capacity to evidence based interventions"
There have been improvements in data quality over the past year
and there is a detailed information schedule in place between the
Specialist CAMHS provider Central and North West London, and the
CCG. This will support better analysis of activity and changes in
need and facilitates more targeted systems discussion about
changing need and performance of teams and services.
Despite these improvements the historical data is not as
reliable and because of this is it challenging to draw accurate
conclusions from the data available. There is also variation in the
data associated with the transformation activity within specialist
services. Specifically the change to a new IT system and major
estates move and rebuild of the CAMHS facility.
3.1Referrals
The number of referrals between 2015/16 and 2016/17 saw a
significant increase however the forecast outturn for 2017/18 is
slightly lower. It is too early to know if this is an accurate
projection and what the cause may be as all recent trends have been
towards increasing numbers of referrals. There is a seasonal
pattern to referrals which can be seen in the second graph
below.
Fig B: Total Referrals by Year Fig C: Referrals by Month and
Year
The next graph shows the numbers of referrals rejected by
specialist CAMHS. This is relatively new information and will be
helpful in identifying areas where there may be a need for targeted
work.
Fig D: Rejected Referrals
The graph below shows the total contacts seen per month. The
provider has advised that the data from September to February
2015/16 is likely to be corrupted by a change in IT systems and is
therefore unreliable. The dip in attended contacts for April, June
and July is being monitored to understand the medium term trend.
The following 2 graphs then show the contacts split between first
attended appointments and follow up appointments. There is no
statistically significant change in the ratio between these.
Fig E: Total Contacts by Month
Fig F: First Attended Appointments
Fig G: Follow up Appointments
The number of DNA’s continues to reduce as the service has
introduced text messaging and a range of other initiatives to
improve efficiency.
Fig H: DNA’s per Month
Waiting times have remained constantly below the 18week target.
They have increased from an average of 8 weeks in 2016/17 to an
average of 9 weeks in 2017/18. This increase is being
monitored.
Fig I: Waiting Times in Days
The CCG and CNWL are working towards being able to track the
national access target accurately from the local data set but we
are not yet satisfied that we can track this accurately enough to
report at this stage. The agreed trajectories for increasing access
to 35% of prevalence by 2021 are in Table 4.
Other KPIs can be seen in section 6.4 Evidencing and Measuring
Success.
Table 4: Trajectory for Improved Access to C&YP Mental
Health Services
Figures below based on prevalence figures issued by NHSE
Milton Keynes prevalence figure = 6191
2016/17
2017/18
2018/19
2019/20
2020/21
Revised CCG forecast %
23.4%
30.0%
32.0%
Revised CCG numbers
1448
1860
1984
National Trajectory %
28%
30%
32%
34%
35%
National Trajectory numbers
1733
1857
1981
2105
2167
4 Communication and Engagement
Does the refreshed LTP clearly evidence engagement with a wide
variety of relevant organisations, including children, young people
and their parents/carers from a range of diverse backgrounds
including groups and communities with a heightened vulnerability to
developing a MH problem and aligned to key findings of the JSNA,
youth justice and schools & colleges? Does it evidence their
participation in: - governance- needs assessment- service planning-
service delivery and evaluation
- Treatment and supervision
Is the refreshed LTP published on local websites for the CCG,
local authority and other partners? Is it in accessible format for
children and young people, parents, carers those with a learning
disability and those from sectors and services beyond health, with
all key investment and performance information from all
commissioners and providers within the area?
Communication and Engagement have been a fundamental element of
the MK LTP. A Communication and Engagement Plan has been developed,
discussed extensively and signed of at the LTP Delivery Group (see
Section 4, Table 5). This plan has been helpful in structuring our
communication and engagement activity but it is the partnerships
and collaborations that have developed that have led to the best
examples of innovation and improvement:
“Everyone has an equal seat round the table”
“There is representation and an equal voice from many partners
all contributing to the LTP. This has enabled new relationships to
be built between agencies”
“A platform to raise ‘prevention’. Public Health as a ‘Partner’
of the LTP. Contacts are widening people’s understanding of mental
health”
Examples of key partnerships and pieces of work that have
resulted in coproduction and/or have been significantly influential
in how we are delivering the transformation have been included in
this section in Fig J. Also included in this section are the key
objectives of the plan, how we have engaged a range of groups, and
what our key messages have been.
As part of this refresh we held a workshop to understand the
impact of the transformation to this point and to identify the
priorities going forward. We then extended the questions raised at
the workshop to a wider group of stakeholders by distributing a
simple proforma.
The key objectives of the MK LTP Communication and Engagement
Plan are to:
· Keep children and young people at the centre of all we do…keep
hearing their voices and actively seek their views to inform the
plan and the actions we take
· Inform and engage all stakeholders in the local community of
the key areas relating to the 5-year local transformation plan
including; the areas for development and revision or redesign; this
includes updates to all stakeholders who were involved in the 2014
local pathway review
· Communicate regularly to a wider group of service users and
local stakeholders, keeping them up to date with transformation and
provide opportunity to receive feedback and be involved in shaping
the plan
· De-stigmatise and raise awareness of mental health and
emotional wellbeing issues for local children, young people and
their families, and other stakeholders with a dual focus on
prevention and ‘how to keep healthy’
· Raise the profile of the services in the children and young
people’s mental health and emotional wellbeing pathway – what,
where, when and how to access them including ensuring that they can
signpost where to get help and support in Milton Keynes.
· Create clear, concise, targeted and easily accessible
information for children, young people, their families/carers, and
professionals working with children in Milton Keynes including
self-help information and information to support families, carers
and professionals working with children and young people
· As well as standard communication channels, there should be a
focus on developing online communications and information such as
dedicated webpages and tool kits
Key messages and headlines from the plan are:
· The mental health and emotional wellbeing of children and
young people and their families has been identified locally and
nationally as a priority
· There is a local 5-year transformation plan to support
children and young people’s mental health and emotional wellbeing
services; 2015 – 2020
· The nine priorities in this plan have been identified from
recommendations of the local review – these correlated with
national priorities set out by the government
· The local review has been built on the views of children,
young people, their carers and families as well as other
stakeholders
· Services are being redesigned to fit local need and new
national guidance for improved access and waiting times
· The involvement of children, young people and their parents,
and carers in the redesign of child and adolescent mental health
and emotional wellbeing services in Milton Keynes is critical to
success.
· Across Milton Keynes health, education providers and
children’s services are working closely together to be more
inventive in the way they provide effective help and support
locally to children, young people and their families.
· As a result of the transformation programme universal services
will be able to offer increased support to children and young
people - focussing on increasing personal resilience
· This programme of work will increase the investment in
community and voluntary services to maximise these resources and
the work they do with children and young people
Fig J: MySayMK; engagement event undertaken with children and
young people.
MySayMK Conference
MySayMK is run by Youth Cabinet on an annual basis. There were
two workshops about Mental Health at the event in July
2017.
In the first workshop Children and Young People were consulted
about:
· What Emotional Wellbeing means to them
· What works for Children and Young People and what are the
barriers
· How creative activities can support mental health
Their feedback was extensive and the following themes
emerged
· The culture of schools influences whether or not young people
can talk about and raise issues re mental health in school
· Teachers should be properly trained and have confidence to
support children and young people in school
· All environments could be made more conducive to
supporting Emotional Wellbeing and Mental Health
· Children and young people value of peer support and would like
training to support the development of this approach
· Stigma and discrimination are major barriers in school.
Children and Young People were very aware and happy to talk
about Emotional Wellbeing and Mental Health, many were confident
about managing themselves, supporting others and seeking help when
required.
The second workshop used a ‘speed dating’ style of communicating
that involved asking each other “What do you see as mental health”
This was followed by small groups prioritising the issues
raised.
Issues included:
· Importance of removing stigma, discrimination and
stereotyping
· Support within schools around test/exam periods that cause
stress
· Increase availability of services
· Increased awareness and understanding of parents, carers and
the public
· Teachers being educated about mental health and
recognizing mental health as an issue
· Finding better learning patterns so struggling pupils have a
better chance
The three top priorities for action were:
1. Developing teacher confidence, awareness and appropriate
support for children and young people with mental health
needs in schools
1. Providing more bespoke support in schools to meet individual
needs
1. Action to remove stigma, discrimination and stereotyping.
Table 5: Stakeholder analysis and engagement plan
Stakeholder
How the change will be of benefit
How affected by the transformation process
Engagement/ communication approach/method
Additional Information
1
Children and young people
· Improved choice and easier access to services
· Improved environment
· Personalised care
· Opportunity to be a partner in planning, receiving and
evaluating care
· More options for how care can be received i.e. on line CBT
· Care closer to home
· Reduced stigma
· Better mental and emotional health
· Improved outcomes for life
· Improved transition both between services and across life
span
· Location of service delivery, mode of delivery and staff
delivering the services may change
· There may be some disruption during period of transformation
particularly during building work
Multifactorial and intrinsic to the whole plan including:
· Participating in partnership in planning and evaluating their
own care (Treatment and supervision)
· Through the DBT participation forum(Treatment and supervision/
service delivery and evaluation)
· Through specifically designed engagement events and focus
groups (service planning/ service delivery and evaluation)
· Through the Youth Cabinet involvement in – local government-
Health and Wellbeing Board- Events and Conferences (Governance)
See Fig J: key engagement event undertaken with children and
young people.
See page 31: Arts and Heritage Alliance project… understanding
the language of children and young people
2
Families and carers
· Improved choice and easier access to services
· Delivery of evidence based practice
· Clarity of care pathways
· More options for how care can be received i.e. on line CBT
· Improved family outcomes
· Care closer to home
· Improved transition both between services and across life
span
· Improved communication between the people involved in planning
and delivering care including schools
· Location of service delivery, mode of delivery and staff
delivering the services may change
· There may be some disruption during period of transformation
particularly during building work
· Members of LTP Delivery Group (Governance)
· Parents and Careers Alliance
· Patient Congress
· Health watch
· Through specifically designed engagement events and focus
groups(service planning/ service delivery and evaluation)
· Expert Training Programme (Treatment and supervision)
See Fig K: perinatal mental health collaborative, learning from
women with lived experience
3
Universal services, particularly education providers, early help
providers e.g. children’s centres and GP’s
· Increased training to improve skills and knowledge
· More children and young people have access to targeted and
mental health care
· More options for how care is delivered i.e. on line CBT
· Clarity of care pathways and evidence base for specialist
interventions
· Improved access to specialist advice
· Universal services will need to understand the breadth of
services on offer through traded service agreements
· Referral routes and location of service delivery may
change
· Members of LTP Delivery Group (Governance)
· Involvement in specific workstreams and Task and Finish Groups
(service planning/ service delivery and evaluation)
· Development of the JSNA, Director of Public Health Report
(needs assessment)
4
CAMHS service providers and their employees
· Improved partnership working across the health and social care
economy
· Improvements in the environment from which service is
delivered
· Opportunities for developing lifespan services
· Increased training leading to a better skilled workforce
· Recruitment and retention opportunities
· Provider contract implications to be worked through and
communicated as appropriate
· Changes to job descriptions – roles and responsibilities-
following period of consultation
· Members of LTP Delivery Group (Governance)
· Critical to specific workstreams and Task and Finish Groups
(service planning/ service delivery and evaluation)
5
Targeted & specialist non mental health services
e.g. children’s social care, SEND
· Opportunities for the recognition of good practice and
innovation
· Increased training to improve skills and knowledge
· More children and young people have access to targeted and
mental health care
· More options for how care is delivered i.e. on line CBT
· Clarity of care pathways and evidence base for specialist
interventions
· Improved access to specialist advice
· Referral routes and location of service delivery may
change
· Services will need to understand the breadth of services on
offer through traded service agreements
· Members of LTP Delivery Group (Governance)
· Involvement in specific workstreams and Task and Finish Groups
(service planning/ service delivery and evaluation)
6
Adult Mental Health and Learning Disability Services
· Opportunities for the recognition of good practice and
innovation
· Increased training to improve skills and knowledge
· Improved transition arrangements
· Opportunities for developing lifespan services
· Clarity of care pathways and evidence base for specialist
interventions
· Improved access to specialist advice
· Location of service delivery, mode of delivery and staff
delivering the services may change
· There may be some disruption during period of transformation
particularly during building work
· Members of LTP Delivery Group (Governance)
· Involvement in specific workstreams and Task and Finish Groups
(service planning/ service delivery and evaluation)
7
Community and voluntary sector providers
· Opportunities for the recognition of good practice and
innovation
· Increased training to improve skills and knowledge
· Services will need to understand the breadth of services on
offer through traded service agreements
· Referral routes and location of service delivery may
change
· Members of LTP Delivery Group (Governance)
· Involvement in specific workstreams and Task and Finish Groups
(service planning/ service delivery and evaluation)
There is no “one size fits all” solution to communication and
this plan has identified the most effective and preferred way for
each group of stakeholders to receive information.
A variety of communication methods and channels have been
identified including:
· As part of clinical work
· Arts and media work
· Letters
· Websites/FAQ sections
· Email
· Brochures
· Newsletters (printed or by email)
· Face to face meetings/workshops
· Local press/radio
· Range of social media platforms
The above is not an exhaustive list and the communication and
engagement plan is considered to be dynamic and developing; new
ways of getting the message out including developing the use of new
media channels (Facebook, Twitter) are emerging all the time and
will be utilised as appropriate.
Fig K: Perinatal Mental Health (PNMH) Collaborative; learning
from women with lived experience
Start of our MK PNMH journey
· Long history in MK of committed individuals but… lack of
strategic coordination
· Provider led scoping paper and gap analysis
· Local incidents leading to serious case review
· Rise in regional/national profile of perinatal mental
health
· Priority for local maternity services liaison committee
· Support from Thames Valley Strategic Clinical Network
Our response
· Forming a collaborative
· Investing in services
· Clarifying the pathway
· Developing training (see Fig Z)
Learning from women with lived experience…
· Agencies and clinicians hearing first-hand experience
· Getting support from organisational leads to change
· Convincing people that perinatal mental health is a priority…
clinician time spent in collaborative activity
· Coproducing aims and objectives of the group
· Establishing a common language
· Building on existing relationships and strengths
· Reviewing data
· Progressing and monitoring the programme of work… Holding us
to account
5Governance and Oversight
Has the LTP been signed off by the Health and Wellbeing Board
and other relevant partners, such as specialist commissioning,
local authorities including Directors of Children's Services and
local safeguarding children's boards, Children's Partnership
arrangements and local participation groups for CYP and
parents/carers?
Are there clear and effective multi-agency governance board
arrangements in place with senior level oversight for planning and
delivery and with a clear statement of roles, responsibilities and
expected outputs?
A multiagency stakeholder group has been maintained to oversee
delivery of the MK LTP. This group meets on a monthly basis and a
highlight report is developed for each meeting. An example
highlight report can be seen in Appendix 1. The LTP Delivery Group
feeds into the Milton Keynes Place Integration Board. The purpose
of this board is to deliver the Place Based change and business for
the MK Health and Social Care economy. Terms of Reference can be
found in Appendix 2, and an overview including membership in Table
6 below.
The MK LTP also feeds into the BLMK STP in 2 ways; through the
Children’s Commissioning Delivery Group, and as one of the
workstreams in the Mental Health 5 Year Forward View Delivery Task
and Finish Group. The governance arrangements can be seen the chart
below.
Fig L: Milton Keynes C&YP MH&WB LTP Governance
Structure
Table 6: Overview and Membership of C&YPs MH&WB LTP
DG
Milton Keynes Children & Young People’s Mental Health &
Wellbeing
Local Transformation Plan Delivery Group
Purpose of the Group
The purpose of the Children & Young People’s Mental Health
& Wellbeing Local Delivery Group (DG) Board will be to jointly
develop, own, drive and deliver the Milton Keynes Children &
Young People’s Mental Health & Emotional Wellbeing Local
Transformation Plan (MK MH&WB LTP).
Members of the LTP Delivery Group Board will provide resource
and specific commitment to the Senior Responsible Officer (SRO) who
is accountable for successful delivery of the plan and will chair
the meeting.
The Board will be a decision making body with accountability for
the MK MH&WB LTP based on promoting quality and ensuring the
achievement and delivery of agreed priorities. It will be
responsible for the sign off of projects within delegated financial
limits and ensuring relevant governance processes are followed.
Job Title
Role at the Meeting
Organisation
Director Health and Social Care Integration
Chair
MK Council/MK CCG
Children, Young People and Maternity Senior Commissioner
Deputy Chair
MK CCG
Children, Young People and Maternity Commissioner
Programme Manager
MK CCG
Joint Commissioner, Children and Young People
Project Manager
MK Council/MK CCG
Project Manager, Mental Health and Business Transformation
Project Manager
CNWL-MK
Service Manager CAMHS, and Life Span Services MK
Workstream Lead
CNWL-MK
Chair of Children & Maternity Programme Board
Member of DG
MK CCG
Programme Manager, PMO Office
Member of DG
MK CCG
Senior Finance Manager
Member of DG
MK CCG
Mental Health Commissioner
Member of DG
MK CCG
Children’s Commissioning Co-ordinator
Member of DG
MK CCG
Head of Corporate Parenting
Member of DG
MK Council
Head of Settings and School Effectiveness
Member of DG
MK Council
Acting Head of Service, Public Health
Member of DG
MK Council
Operational Manager, Youth Offending Team
Member of DG
MK Council
Leadership & Governance Development Manager, School
Leadership & Governance Services
Member of DG
MK Council
Team Leader, Youth Faculty
Member of DG
MK Council
Service Director, Mental Health Services
Member of DG
CNWL-MK
Clinical Director, MK Mental Health Services
Member of DG
CNWL-MK
Senior Manager, Children’s Universal and Specialist Health
Services
Member of DG
CNWL-MK
Senior Manager for Speech and Language Therapy and Adult Hearing
Services
Member of DG
CNWL-MK
School Nurse Team Lead
Member of DG
CNWL-MK
Clinical Director for Paediatrics
Member of DG
MKUHFT
Matron for Children’s Services
Member of DG
MKUHFT
Director of Organisation Effectiveness
Member of DG
MK College
Head of ALS and SEND
Member of DG
MK College
Head Teacher
Member of DG
Romansfield School
Operational Lead for CYP Complex and Continuing Care
Member of DG
Nene, Corby, and MK CCG’s
Deputy Chief Executive Officer
Member of DG
Healthwatch
Representative
Member of DG
COMPASS
Representative
Member of DG
Patient Congress
Representative
Member of DG
Parents and Carers Alliance (PACA)
Representative
Member of DG
Youth Information Service (YIS)
Table 7: Overview and Membership of Milton Keynes Integration
Board
Milton Keynes Integration Board
Purpose of the Group
Health and Wellbeing Board partners are committed to
co-ordinating health and social care commissioning and service
design and delivery, taking joint responsibility for implementing
strategies to improve outcomes.
Job Title
Role at the Meeting
Organisation
Director Health and Social Care Integration
Chair
MK Council/MK CCG
Chief Officer
Representative
MK CCG
Director of Strategy and Planning
Representative
MK CCG
Head of Quality
Representative
MK CCG
Assistant Director – Primary & Community Services
Representative
MK CCG
Corporate Director People
Representative
MK Council
Service Director, Children and Families
Representative
MK Council
Service Director, Adult Services
Representative
MK Council
Assistant Director, Joint Commissioning, Adult Services
Representative
MK Council
Director of Public Health
Representative
MK Council
GP
Representative
Newport Pagnell MC
Medical Director
Representative
MKUHFT
Service Director
Representative
CNWL
Deputy Chair of Healthwatch
Representative
Healthwatch
Table 8: Overview and Membership of BLMK Children’s
Commissioning Delivery Group
BLMK Children’s Commissioning Delivery Group
Purpose of the Group
An STP wide forum for progressing system wide working and
transformation relating to the children and maternity agenda.
Job Title
Role at the Meeting
Organisation
Director of Nursing and Quality
Chair
Beds CCG
Senior Children, Young People, and Maternity Commissioner
MK Lead CYPM Commissioner
MK CCG
Joint Commissioner Children and Young People
Joint commissioner for MK CYP
MK Council
Children and Maternity Commissioner
Beds Lead CYPM Commissioner
Beds CCG
Joint Children’s Commissioner
Luton Lead Children’s Commissioner
Luton Council
Children, Young People, and Maternity Commissioner
CYPM Commissioner
MK CCG
Clinical Lead
Clinical Director
Clinical Lead
Bedfordshire CCG
EoE Clinical Network (maternity)
This refreshed document has been signed off by:
Governance Group
Date
Milton Keynes Children & Young People’s Mental Health &
Wellbeing Local Transformation Plan Delivery Group
28/09/2017
Milton Keynes Integration Board (on Behalf of HWB)
04/10/2017
6Delivering the Plan
6.1What’s been achieved and/or underway
Does the plan clearly evidence outcomes of existing services
including achievements and challenges, alongside a coherent
statement of strategic priorities?
There has been a consistent pace of change across the past 2
years both for the specialist services and across the wider
children’s system. The following section briefly describes these
changes and the outcomes they have achieved and focusses on a few
examples where there has been a significant impact. This section
also demonstrates the challenges that remain, how these are being
tackled and are linked to the strategic priorities for the next
stage of the plan.
6.1.1 Prevention and Early help
Delivery of the ‘Incredible Years’ parenting training programme
has taken place in Children and Family Centres across the city.
This has been positively evaluated by parents who are experiencing
emotional wellbeing and mental health difficulties.
The School Nursing Service has established clinics in primary
schools for parents who want support with a range of health advice
regarding their children. Included in this have been emotional,
behaviour and sleep, one clinic per school per term was
offered.
Below is an audit of attendance and issue/health concerns:
Table 9: School Clinic Presenting Issue Audit
Issue
Number
%
Behaviour
171
19.8%
Continence
84
9.7%
Enuresis
95
11%
Emotional Wellbeing
83
9.6%
General Wellbeing
138
15.9%
Healthy Eating
82
9.5%
Long term/chronic condition
41
4.7%
Hygiene
7
0.8%
Sleep Management
47
5.4%
Weight Management
46
5.3%
Poor attendance related to health
54
6.25%
Medication management
15
1.7%
TOTAL
863
100%
SMILE YMK are an inspirational service open to young people aged
13 to 19 from across Milton Keynes via a referral system. It
provides a range of informal learning activities to support and
engage young people who are currently experiencing low level
anxiety and depression. It is an early intervention project, built
upon five principles for boosting wellbeing, connect, be active,
keep learning, give to others, be mindful.
Smile YMK has expanded in 2017 and is now delivering new
sessions in MK College, Children and Family Practice North, the
Rivers Centre and MK Academy. Children and young people accessing
SMILE YMK have found that is has had a positive impact on not only
their mental health but on other aspects of their lives.
Information about SMILE YMK and the outcomes experienced by the
young people can be found on YouTube: Smile YMK PowerPoint 2017 -
YouTube
Aim 2 Training- In early 2017 CAMHS transformation funding was
used to commission an AIM2 training programme for practitioners
working with children and young people who exhibit Harmful Sexual
Behaviour (HSB). Twenty two local practitioners attended the first
course which has trained them to use the AIM2 model for assessment;
this was followed by training in AIM2 Intervention.
A course for staff who provide specialist supervision to those
conducting AIM2 work has also been completed, this looks
specifically at a number of areas including the use of Internet.
Plans are in place to further commission a course to look in more
detail at cases with children and young people with learning
needs/communication problems later this year.
Trained staff now operate as a ‘virtual team’ working across
services to respond to a range of cases and not just those who
enter the formal criminal justice system which has been the norm in
the past. The service is co-ordinated by the Milton Keynes Youth
Offending Team and overseen by a steering group which includes
managers from across services.
This project is in its’ early stages, however, it is anticipated
that it will close a significant gap in a service area which has
challenged in the past. The links with issues such as CSE, gangs
and youth violence, domestic abuse, trafficking etc. are becoming
increasingly clear so this investment will position Milton Keynes
well in the future.
An Arts Project has been commissioned in partnership with Public
Health to work with the Cultural Education Partnership and the Arts
Council. Through this project we aim to better understand the voice
of children and young people, particularly in terms of how they
communicate both verbally and non-verbally about their mental
health and emotional wellbeing. A group of artists including a film
maker are going to work with children and young people across the
age span to produce art and film that can be used to support and
help us reach young people who may not be easily heard, and to
inform and educate the children’s workforce.
We have been working with the Milton Keynes Community Foundation
to help us understand better the landscape for community and
voluntary sector organisations. With increased pressure on budgets
for health and social care there is recognition locally of an
increasing reliance on the community and voluntary sector for
services that are non-specialist and meet mild health needs.
However, the community and voluntary sector is also experiencing
reductions in funding and is increasing reporting that they can
access grants for specific projects but are struggling to access
core funding to keep organisations running. This has a particular
impact on smaller, local organisations. In recognition of this
situation a small amount of funding has been made available to
locally research the organisations that are providing mental health
and emotional support in our community. Community foundation has
hosted a series of breakfast meetings to engage with the sector and
have co-produced a brief for the work. Further breakfast meetings
are planned to take this work forward to think creatively about how
partners could work together to manage and improve the system and
to understand where available funding should be targeted.
Healthy Young People’s Network (HYPN) and Health and Wellbeing
Awards
The aims of the Network are to provide: a collective, cross
organisational, approach to cascading health and wellbeing
messages, ensuring that Children and Young People’s Emotional
Wellbeing and Mental health is embedded in to all the Healthy Young
People’s Network (HYPN) events. The HYPN Steering group plan at
least one key event a year totally dedicated to this area. The new
0-19 Health and Wellbeing Awards is now launched for any
organisation working with Children and Young People to achieve.
Mental Health and Emotional Wellbeing has been threaded through all
the elements of award criteria. The success of the Network and
awards is because of the commitment and collaboration across
agencies.
There is a close working relationship with Youth Cabinet and the
Healthy Young People’s Network. At the Network meeting in October
2016 members of Youth Cabinet presented their views and experiences
of emotional wellbeing and mental health to a range of stakeholders
including schools, health, and community and voluntary sector.
Young Carers spoke about their experiences including the impact of
this on their lives. This provided information and challenge to
organisations and services and encouraged more reflective
practice.
Milton Keynes Self Care Project
“The actions that individuals take for themselves, on behalf of
and with others in order to develop, protect, maintain and improve
their health, wellbeing or wellness.”
Public health is currently working with the local pharmacy lead
in the Bletchley area, supported by a working group, to promote
Self Care in the local area. This is a pilot, which if successful,
will be rolled out across the Milton Keynes area. Initial activity
has been to understand existing provision and identify gaps. This
work will be used to develop a local directory which will include a
range of health and wellbeing information to enable local people to
understand and access local provision. This work will be promoted
through a local event in Self-care week in Oct 2017.
Mental Health First Aid training in schools
Public Health is working with Children’s Centres and partners
including MIND to provide Mental Health First Aid training in
schools. This includes piloting this training with a local primary
school to understand what is needed, what works well, and develop
an evidence-base of good practice. In addition, the newly available
free mental Health First Aid training has been cascaded to
secondary schools. The potential of further funding to roll out
more widely across all schools is currently being explored.
MySayMK Conference
See Fig J
National Citizenship Service (NCS)
The Healthy Young People’s Network received a presentation from
National Citizenship Service in April 2017. The young people talked
about how health and wellbeing is central to what they do. When
attending the ‘NCS Mad Market Place’ in August 2017 a number of
potential projects emerged; for example building a Sensory garden
for children and young people with Special Educational Needs.
Teaching Conference – A successful conference on “Promoting the
positive mental health and wellbeing of children and young people
in schools” was held on Wednesday 12 July at Cranfield University.
154 school staff, governors and officer colleagues attended what
was a very successful day. Presentations were given by MKC
Leadership and Governance, CCG, YoungMinds, Mind and the
Self-Esteem Team (Natasha Devon). Six workshops were offered and
hosted by Milton Keynes Primary Pru, Compass, Educational
Psychology team, Place2Be, MKC Inclusion and Intervention Team and
CAMHS. 97% of delegates perceived the conference to be “good” or
“excellent” and 56 delegates signed up to being on a working group
to support and influence this work moving forward.
6.1.2Specialist Services and Changes to Specialist CAMHS
Specialist Children and Young People’s Mental Health Services
are moving away from a tiered service with multiple points of entry
to a streamlined evidenced based model with a single point of
access, built on the principals of the Choice and Partnership
Approach (CaPA) and Children and young People’s IAPT. Clear
specialist care pathways are being developed and a range of support
and liaison services are being established to ‘in reach’ in key
areas of need. The model can be seen in Fig M.
The new model has been identified in a new service specification
based on the national service specification template. It is
anticipated that transition to the new model will be complete by
December 2018 but that key elements will come on line before then;
an overview of this time line can be seen in the road map Fig
20
Waiting lists have reduced and remained below 18weeks since the
beginning of 2016; the average wait for a routine appointment is
between 6-8 weeks. Since the end of June CAMHS have offered initial
assessment & screening appointments in Children & Family
centre clinics for children & young people who have been
directly referred in to the service. The provision operates from 6
Children & Family centre sites across Milton Keynes, increasing
access & social inclusion.
CAMHS has been working towards CAPA over the last 18months.
Social Care now has open access to a duty and referral system
between 9-5 Monday to Friday for consultation. CAPA is being built
in to the new model pathway as the transformation progresses. This
includes the development of Children and Young People’s Improving
Access to Psychological Services (CYPIAPT) as well as a range of
evidence based specialist care pathways:
· Eating Disorders- Waiting list for urgent eating disorder
referrals less than 1 week
· Anxiety and Mood Disorder
· Emotional Dysregulation- Delivery of Dialectical behavioural
Therapy
· Neuro- Psychiatry
· Psychosis
Integrated Care Pathway agreed with MKUH for care of CYP in
crisis accessing mental health care through the hospital is working
well. Delivering access to 24/7 CYP Mental Health Services for
assessment, short term intervention and signposting for young
people with urgent needs, and up to 4 weeks of home support for
young people in crisis.
The processes for monitoring young people who need care in a
hospital out of area have been strengthened and a new protocol is
in place to support seamless discharges and transition to community
services
Fig M: New Model for Specialist Children and Young People’s
Mental Health Services
Liaison and support for non-mental health services has been
strengthened with the addition of:
· New mental health posts in the Special Educational Needs and
Disabilities team to strengthen early identification and support
for children in education who are displaying behaviour that
challenges or raised concerns for those who are working with
them
· New arrangements agreed for looked after children including
foster carer support- recruitment commenced. This will mean that
some of our most vulnerable children including those who have been
abused and neglected will be assessed not only for their physical
health needs but also for their emotional and mental health needs.
An experienced mental health practitioner will be based with the
looked after children’s team and ensure that children and young
people who have been assessed as needing targeted or specialist
care and intervention can access that care without waiting referred
through the usual pathways. The provision for supporting foster
carers has been reviewed and is being tailored to improve the
knowledge, skills and resilience of foster carers. The aim is to
create a stronger and more sustainable pool of foster carers who
understand the needs of children who have been abandoned, abused
and neglected. To support foster carers to provide homes where
children and young people can begin to rebuild themselves in an
environment that offers stability and healthy attachments. To
ensure that Child abuse and neglect NICE guideline published in:
October 2017 are implemented locally.
· New arrangements in place in the Youth Offending Team. A
dedicated experienced mental health practitioner is working with
the YOT to provide mental health services as early as possible to
prevent more serious concerns from developing. And to identify
previously undiagnosed serious mental health problems and ensure
access to evidence based intervention and support.
The Community Perinatal Mental Health Service has also developed
over the past year and has seen the growth of a small team
following investment of parity of esteem money. The service
provides specialist care for women who are pregnant or have given
birth in the past year. Including …
Multiagency training programme launched- See Fig Z.
A multiagency care pathway developed and launched across the
city and promoted through the PNMH ‘Champions Training’.
Through the local Transforming Care programme Care, Education
and Treatment Reviews (CETR) have been established. The system is
beginning to work in a more integrated way across adult and
children’s services particularly at the time of transition. A local
High Needs Review has looked at the approach taken locally to meet
the needs of children and young people with high levels of
educational, health and social care needs. One of the local special
schools (for children with autism) is developing a new post that
will work in partnership with CAMHS to provide personalised care
and assessment for the young people at the school who experience
challenging behaviour and/or have mental health problems.
6.1.3Interface with Specialist Commissioning
An integrated plan has been developed for the Midlands and East
regions to set out how we will work together over the next 3 years.
More information on this and the regional forensic developments can
be found in Section 15.
6.2Ongoing Challenges
There are ongoing challenges for the Milton Keynes LTP and these
challenges feed into the strategic and operational priorities for
future development.
Achieving whole system change; mental health and wellbeing…
everyone’s business. A number of schemes and projects (see 6.1.1)
are focussed on improving the context for children and young
people, and increasing the knowledge and skill in the wider
children’s workforce. However, there is much more to do and several
of the workstreams identified for the next stage of the plan remain
focussed on the wider health, social care and community sector.
Reducing resources in community and voluntary sector provision
is impacting on the number of resources available for children,
young people and families that are below the threshold for
specialist services.
Children and young People with Complex and Challenging
behaviour; which may include ASD, ADHD, Conduct Disorder, LD,
and/or no diagnosis. There are national and local drivers to get
this right but it is challenging in the context of reducing
resources within health and social care. Significant work has been
done locally to understand the issues and to improve the
multiagency response to provide integrated care particularly in a
crisis. Despite this work we continue to have:
· Long waiting lists for diagnosing ASD
· Limited post diagnostic support available – not meeting varied
population needs
· Perception that need is not being addressed early- escalation
of need, increased crisis
· Increased spend – high cost low volume
· Friction between agencies
· Increased demand and complexity of need
6.3Strategic Priorities and Future Development
Areas where further development is needed and future
commissioning focus? Does it include specific plans to improve
local services?
Priority One (2017/18): Keep children and young people in the
driving seat of change to reducing stigma so that CYP can access
help at the right time and in the right place without fear of
consequence.
Objectives:
· Understanding the voice of C&YP and the language and forms
of communication they choose to use, developing a shared language
and understanding
· Changing the environments that C&YP occupy to create safe
places for emotional and mental wellness to flourish
Priority One - Projects to deliver:
Table 10
Project
Deliverables
1
Schools mental health and emotional wellbeing support programme
delivered through Leadership and Governance Services
· Each school identifies a mental health and wellbeing governor
and senior leader- leadership
· Schools mental health and wellbeing steering group
· Recommended training packages
· School policy for mental health and wellbeing
· Toolkit for schools- learning about mental health and
wellbeing in the classroom
2
Mental health and wellbeing arts project in schools
· Arts project delivered across 2 primary, 2 secondary and 1
special school
· CYP reflect through creative processes what mental health and
emotional welling means for them
· Art (film and mixed media) that can be shared with a wide
audience to support training events and promote cultural change
3
Mental health and emotional wellbeing campaign
· Coproduce a campaign for Milton Keynes with children and young
people and in partnership with arts charities and local
businesses.
4
C&YP, Parents and Carers as experts in care
· Expert parent training programme delivered and extended- pool
of expert parents
· Peer support established in secondary schools
· Peer mentoring
Priority Two (2017/18): Develop Integrated (Health and Social
Care) services for children and young people who have complex and
challenging behaviour: Including those with learning disabilities
and autism and those who may have been abused or neglected
Objectives:
· Reduce the number of C&YP that go out of area to meet
Health, social care and educational needs by meeting their needs
locally
· Refocus resources
· Locally agreed pathways of care; ways of working (Health and
social care, children and adult workforce)
· Improved confidence and resilience of parents and carers and
their communities
Priority Two - Projects to deliver:
Table 11
Project
Deliverables
1
Health and Care needs assessment for complex and challenging
behaviour
· Quantified understanding of local needs
· Understanding best practice models
· Strategic agreement of priorities for action and change across
health and social care
2
Testing new ways of working across adult/children, health,
social care
· Improved crisis response meetings
· Transition meetings
· Research post in adult LD – in-reach to Children with
Disability Teams
3
Implementing the high needs review
· Improved capacity within specialist and mainstream educational
settings
· Positive behaviour support (PSB) training for schools and
settings
· PBS for parents and carers
4
Training for health and social care
· See next table 12
5
Support and liaison posts
· Special school post (Walnuts School)
· SEND Team
· YOT
· Looked after children team
6
Business case for change
Priority Three (2017/18): Increased confidence and capacity in
the wider children and young people’s workforce so that CYP with
mental health and emotional difficulties are identified early and
can access appropriate care and support
Objectives:
· The wider workforce knows how to talk to children and young
people with mental health problems to make good decisions about how
and where they can access care
· The wider workforce is equipped with the right skills and
knowledge to provide evidence based interventions for mild mental
health and emotional problems.
Priority Three - Projects to deliver:
Table 12
Project
Deliverables
1
Training platform
· Recommended training packages accessed by universal health
services- mental health first aid
· Primary care home pilot implements enhanced Mental health
training for GPs and evaluated using a rage of metrics including
patient reported outcome measures
· Maximising opportunities from PLT events for GPs
· Evidence based intervention provided for mild mental health
problems within universal services, primary care, early help
services, a range of non-mental health specialist and targeted
children’s services
2
Community and voluntary sector scoping project
· An understanding of local provision including SWOT
· Focussed decisions about future engagement and investment
· New ways of working across the sector – through partnerships
to achieve greater sustainability
Priority Four (2017/18): Access to evidence based specialist
mental health services within a specified time frame for a minimum
of 35% of the Children and Young People that experience a mental
health problem in MK by 2020/21
Table 13: Access Target for Milton Keynes
Year
2018/19
2019/20
2020/21
% of total prevalence
32%
34%
35%
Actual number
1981
2105
2167
Objectives:
· Implement CYP IAPT
· Complete implementation of single point of access
· Complete implementation of specialist care pathways
· Maintain and develop 24/7 crisis support and liaison
services
Priority Four - Projects to deliver:
Table 14
Project
Deliverables
1
CYP IAPT
CYP IAPT in place by April 2018 and fully established by
December 2018
2
SPA and Duty System
Single point of access (SPA) in place by April 2018
Waiting list maintained below 12 weeks for routine cases
3
Specialist Care Pathways
Specialist care pathways established by December 2018
4
Crisis
24/4 crisis support and liaison services are maintained
6.4Evidencing and Measuring Success
Are there clear mechanisms and KPIs to track progress that are
shown over the plans period? i.e. Show yr1, 2, 3 etc.
Key performance indicators for the LTP are a combination of data
and progress made against the plan, these have been summarised in
the table below:
Table 15: MK LTP KPI’s
Year 1
Year 2
Year 3
Year 4
Year 5
Access Waiting list for Sp CAMHS
below 18 weeks
below 12 weeks
below 8 weeks
below 8 weeks
below 8 weeks
Access
% of CYP with MH who access care
-
30%
32%
34%
35%
CYP IAPT
Agree model & spec
PROM in place
Reading Collaborative
Training commenced
Training completed
-supervisor
-management
-CBT
Service established
Training rotation established
Continuity plans in place
Maintained and developed
Eating Disorders
Build on existing service to ensure compliance with NICE
guidelines
Meet access and waiting time standards for evidence based
care
Join local quality assurance network for CED
Commission service across wider footprint to meet population
standard
See below
See below
Eating Disorders
Waiting times
Urgent cases seen within 1 week
Routine cases seen within 4 weeks
Urgent cases seen within 1 week
Routine cases seen within 4 weeks
Urgent cases seen within 1 week
Routine cases seen within 4 weeks
Urgent cases seen within 1 week
Routine cases seen within 4 weeks
Liaison and Support in reach
Complete business cases for YOT, LAC, SEND
Agree how the services will operate- recruit to posts
Initiate services and evaluate impact
24/7 Crisis Care
Build on 24/7 crisis service to offer increased home support
Maintain KPIs, specifically to see CYP within 1 hour of
presenting at A&E
As previous
As previous
As previous
Perinatal Mental Health
Commission specialist service
Establish collaborative
Develop integrated care pathway
Establish specialist service
Develop and deploy multiagency champions training
STP wide bid successful
Maintain and further develop training
Meet new access and waiting time standards
Access and waiting time standards TBC
Access and waiting time standards TBC
Reducing stigma
Listening to what CYP and their families say
Coproducing a response to year 1 information
MK wide campaign
Independent stakeholder survey… what has changed
Whole system working
Establish LTP governance and whole system engagement
Evidence of engagement with universal, targeted and specialist
services from statutory and voluntary sectors
Coordinated offer
Independent stakeholder survey… what has changed
Complex and challenging behaviour
Understand the scope and extent of the issues
Health and care needs assessment
Learning from cases
New ways of working- liaison and support- crisis response
Work as a whole system to identify medium and long term
solutions- business case for change
Reduced waiting times for ASD Diagnosis
Reduced out of area placements
Targets to be confirmed
Reduced waiting times for ASD Diagnosis
Reduced out of area placements
Targets to be confirmed
6.4.1Commissioning for Quality and Innovation (CQINS) and
Quality Schedule; Table 16
Quality and safety is improved and monitored through contractual
mechanisms, examples of the Quality Schedule and CQINs can be seen
below. These are reported on by the specialist CAMHS provider on a
monthly or quarterly basis and monitored through the Clinical
Quality Review Meeting.
The quarter 1 report has been received and this demonstrates
good progress in progressing the actions required to deliver the
CQUIN.
Table 16:
CQIN
Transitions out of Children and Young People’s Mental Health
Services (CYP MHS)
Specialist CAMHS provider CNWL
1.The number of young people who have transitioned out of the
sending service in question during the reporting period whose case
notes evidence Joint-Agency Transition Planning, defined as:
1.1. Those service users approaching transition who have had a
meeting to prepare for transition, at least six months before
transitioning, or for individuals who are less than six months from
transition age on joining the sending service and at least one
month before transition. The meeting should include:
· The young person
· The appropriate key worker from the sending service
· Where applicable, a dedicated point of contact for transition
from the receiving service; and
· Where appropriate and the young person agrees, the young
person’s parent(s)/carer(s)
Where a face to face meeting is not practicable, for example
when a young person is moving out of area, this indicator score may
be fulfilled by evidence that there has been contact between all
the above parties, for example, via a video conference;
AND
1.2. Those service users with complete transition plans at least
6 months prior to transitioning, signed off by:
· The sending service
· Where applicable, the receiving service
· The young person
· Where appropriate, and where consent is given, the young
person’s parent(s)/carer(s)
The transition plan must include personal transition goals,
jointly agreed with the young person. Where they are transitioning
into a receiving service, these goals will be picked up later in a
post-transition questionnaire on transition experience.
For those entering CYPMHS less than 6 months before their date
of transition, these requirements must be fulfilled on entry into
CYPMHS and no later than one month before transition;
AND
1.3. Those service users with a named and contactable transition
key worker, at least 6 months prior to transition, in the sending
service or, where transitioning into AMHS or other relevant
CCG-commissioned services, at the receiving service. This key
worker must be known to the young person and their contact details
shared with the young person.
For those entering CYPMHS less than 6 months before their date
of transition, these requirements must be fulfilled on entry into
CYPMHS and no later than one month before transition;
AND
1.4. Those young people leaving CYP MH services who will not
transition to a CCG commissioned service but back to primary care
who have a discharge plan that has been developed and shared with
the young person and shared with primary care.
2. The number of young people who reported feeling prepared for
transition at the point of discharge from CYPMHS within the
reporting period as captured by a Pre-Transition / Discharge
Readiness survey.
3. The number of young people who have transitioned to AMHS from
CYPMHS within the reporting period who indicate that they have met
their personal transition goals as agreed in their transition plan
as captured by a Post-Transition Experience survey.
Quality Schedule
Specialist CAMHS provider CNWL
Provider to evidence a combination of hard (statistical) and
soft (qualitative) patient experience data collection methodologies
that show changes to patient experience across (a) the organisation
and (b) within different operational areas. Provider will engage
with all patients and users (including children and young people)
to ensure feedback, engagement and improvements take place.
To ensure robust processes for flagging of safeguarding risk
factors and quality of recording across the parent/child record
exist in all children's services (Paed OT, SALT, CAMHS, Community
Paediatrics and CCN). Continue to develop and monitor the
implementation of the flagging icon (blue boy icon) within the
electronic record for safeguarding vulnerabilities linking to child
and parent/care.
Patients that require 'specialing' (1:1) care within adult in
patient unit will have their needs reviewed regularly in order to
maintain appropriate levels of safety."100% of patients that
require 'specialing' (1:1) will have a risk assessment carried out
that identifies why enhanced observations are required which will
be reviewed regularly. These patients will also have a care plan
informing what needs are being met by 'specialing'.
Recommendations for future care needs should be included when
discharge planning is commenced."
6.4.2CCG Improvement and Assessment Framework (IAF)
The CCG has been assessed as achieving 90% compliance with a
self-assessed list of minimum service expectations for Children and
Young People’s Mental Health which are weighted to reflect
preparedness for transformation.
· Has the CCG, working with partners, updated and re-published
the assured local transformation plan (LTP) from 2015/16 which
includes baseline data?
· Is the dedicated community eating disorder service,
commissioned by the CCG, providing a service in line with the model
recommended in the access and waiting time and commissioning
guidance?
· Is the Children and Young People’s Eating Disorder Team,
commissioned by the CCG, a member of the quality assurance
network?
· Does the CCG have collaborative commissioning plans in place
with NHS England for Tier 3 and Tier 4 CAMHS? (It was expected that
all CCGs had this in place by the end of December 2016)
· Has the CCG published joint agency workforce plans detailing
how they will build capacity and capability, including
implementation of Children and Young People’s Improving Access to
Psychological Therapies programmes (CYP IAPT) transformation
objectives?
· Non ISFE return (CCG financial submission to NHS England)
· Is the CCG forecast to have increased its spend on Mental
Health Services for Children and Young People by at least their
allocation of baseline funding for 2016/17 compared to 2015/16,
including appropriate use of the resources allocated from the
Autumn Statement 2014 and Spring Budget 2015?
6.4.35 Year Forward View Mental Health Dashboard
Children and Young people (CYP) Mental Health
Comments
CYP(i)
% of CCGs with a total greater or equal to 5 in the CCG IAF
mental health transformation CYPMH milestones
90% achievement
CYP(ii)
Number of CYP receiving at least two contacts in NHS funded
community services in the reporting period
Local reporting capability being developed
Awaiting confirmation from MHDSD data
CYP(iii_a)
Proportion of CYP with eating disorders seen within 1 week
(urgent)
100%
CYP(iii_b)
Proportion of CYP with eating disorders seen within 4 weeks
(routine)
85%
CYP(iv)
a. Total number of bed days for CYP under 18 in CAMHS Tier 4
wards
Awaiting data from specialist commissioning
b. Total number of admissions of CYP under 18 in CAMHS Tier 4
wards
Awaiting data from specialist commissioning
CYP(v)
a. Total bed days of CYP under 18 in adult in-patient wards
Local data collection in place
b. Total number of CYP under 18 in adult in-patient wards
Local data collection in place
CYP(vi)
% of C