Agenda item

Victoria Bleazard gave a presentation on the Community Mental Health Framework and made the following points:

·       The aim was a once in a generation approach to tackling Mental Health commencing from April 2022 through delivery by Integrated Care Partnerships (ICPs) and with new investment of £12 Million over the next three years

·       Discovery Phase production had operated through a Target Operating Model (TOM) through 40 events and approximately 1000 attendees

·       There had been a wide range of feedback to these responses from Community Groups

·       Anyone requiring mental health support would be assessed as required and care would be tailored to their needs

·       It was acknowledged that, at the moment, the workforce did not feel part of a single team at the moment. The Target Operating Model would develop a one-team approach and would be more proactive and inclusive. It would embed quality improvement

·       People would be able to receive local culturally sensitive support on a 24 hours 7 day a week basis through the Integrated Care Teams involving a combination of professionals and voluntary agencies. There would be wrap around care with support throughout the process

·       There would be access to community assets through special pathways  for those with particular needs, such as people with eating or personality disorders

·       The TOM model and ICPs would allow a local-based approach to assess whatever works and create a local response

·       Members noted a diagram setting out the six areas where this approach would operate – North and West Bristol, Inner City and East Bristol, South Bristol, South Gloucestershire, Weston and Worle, Woodspring. The following key areas were set out and the following areas to deal with Health Management (Open Door – 24/7 Mental Health Line, Talking Therapies, BNSSG System Support, Specialist Community Pathways, Acute and Crisis Care)

Lindsay Gee made the following points during the presentation:

·       A wide range of groups were taking forward this work in a short timescale

·       North West Bristol – a diverse community was being served in this area with student health services with various disorders such as eating and personality disorders

·       Citizen engagement would be a key element of the programme. People’s GPs would be a key element to support the differing strands of the programme

Rhian Loughlin made the following points during her presentation:

·       The ambition of this programme was to ensure it served the people not the organisation and to transform relationships in this area

·       Anything which was implicit in the current system needed to be made explicit. Co-production would help to ensure that people’s views were brought out properly

Steve Rea made the following points during the presentation:

·       The Health and Social Care Bill was currently progressing through Parliament and was likely to be subject to significant change. Mental Health was a crucial area as special services were frequently required

·       Mental Health problems in Bristol were higher than average, particularly in South Bristol but also in other areas such as Lawrence Hill and Avonmouth in North Bristol

·       The goal was to remove health inequalities in the most deprived areas of the city and deliver meaningful care support. There was a vision for ICP to work as a whole and empower individuals and families by wrapping services in an integrated way around them.

·       This would be a shift away from reactive care with expertise being used where required

Board members made the following comments:

·       The Mental Health Strategy demonstrated how things will be different in various localities, for example in the north of the city where there was a prevalence of students

·       The City Gallery had been chosen by HWBB as a priority mechanism for using community assets since it was only communities that understood their needs

·       The approach whereby CCG aims were translated into action by local communities and then fed back up sounded a very exciting approach

·       This new approach had been a long time coming and should remove the current one size fits all system. Consideration needed to be given as to how to integrate this system with private sector employers since as a member of the public it was often very difficult to get support

·       This was very encouraging. The recognition of the value of the integration of health and social care was a big step forward

·       Following the recent successful application of Bristol in Changing Futures, there were a great deal of synergies with this and mental health. There was an onus on us to make use of these

·       Pump priming had to be used once and for all as a means of embedding change

·       It was great to hear the presentations and to see such a positive response to them. This would be important for certain groups, such as people with learning disabilities and autism. It was noted that there had been a 21% increase in demand for social care during COVID

·       The voluntary sector had helped with provision in this sector for a long time without adequate resources. Obtaining the views of these communities was the correct approach and the person centred model looked very good. Time would be needed to ensure that the new approach could start to tackle the health inequalities in the current system

·       This is a massive transformation which would take time. It was important to make sure that it was irreversible