Tag Archives: Decision-making

A Manifesto for Better Mental Health

Title of driver: A Manifesto for Better Mental Health

Source:  The Mental Health Policy Group.       (Rethink Mental Illness, Centre for Mental Health, Mental Health Foundation, Mental Health Network, Mind and the Royal College of Psychiatrists)

Link to main document:  Follow this link to view the pdf https://www.mind.org.uk/media/1113989/a-manifesto-for-better-mental-health.pdf

(MIND also has pages with links to the full text, a summary and some background information).

Publication format: PDF

Date of publication: August 2014

Summary of driver:

The manifesto is a call to any future government to prioritise mental health; and to commit to and work towards improvements to the provision of mental health services.

The manifesto focuses on five main areas with several suggested improvements and commitments for each.

Key features of driver:

The five areas the manifesto focuses on are:

  • Funding for mental health.
  • Mental health services for children.
  • Improving the physical health care of people with mental health conditions.
  • Improving the lives of those with mental health conditions.
  • Improving access to mental healthcare services.

Within these area there calls for action around:

  • Increasing funding so improvements can be implemented; and basing funding decisions on their impact on the delivery of mental and physical health services.
  • Women’s access to mental health services during and post pregnancy.
  • Mental health being part of the school curriculum.
  • Training school nurses and teachers about mental health.
  • Continued funding for evidence-based parenting programmes.
  • Reducing avoidable deaths amongst those with mental health conditions
  • Ensuing doctors monitor the physical health of people with mental health conditions.
  • Applying the reduction of smoking targets equally to people with mental health problems – reducing the risks to their physical health.
  • The Time to Change programme
  • Combining employment support and health support for unemployed people with mental health conditions.
  • Implementing maximum waiting times for mental health services.
  • Crisis care and the Crisis Care Condordat.
  • A national network of liaison and diversion mental health services, to work with the police and the courts.

Primary audience: Politicians, in the run up to the 2015 general election.

Impact on library policy/practice: No immediate direct impact on libraries identified.

If these ideas are taken up by a future government, there may in an increased interest in evidence-based information around the topics and service developments suggested.

This could influence the topics which libraries receive literature search and current awareness service requests for. This may also require collection development around these topics and to support strategy development.

Date last updated: October 2017

Due for review: October 2018

Group member responsible: FG

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Exploring CQC’s well-led domain; how can boards ensure a positive organisational culture?

Source: Katy Steward, the King’s Fund

Link to main document: http://www.kingsfund.org.uk/sites/files/kf/field/field_publication_file/exploring-cqcs-well-led-domain-kingsfund-nov14.pdf

Publication format:  PDF

Date of publication: November 2014

Summary of driver:

This paper has been written as a guide for board members to improve leadership and culture in preparation for CQC inspections. It provides an overview of aspects of culture within the organisation to ensure that trust boards have the tools they need to engage and motivate staff.

The main purpose of CQC inspections is to assess the quality of care delivered to patents. Following the Francis Report, the CQC are now starting to analyse leadership and the organisational culture of providers.

Key features of driver:

The report sets out five lines of enquiry (below) that the CQC believe will ensure that an organisation is well led, operates within a positive culture and has a high level of staff engagement. Each enquiry has a real life example of how an NHS Trust has achieved that line of enquiry via best practice.

  • inspiring vision – developing a compelling vision and narrative
  • governance – ensuring clear accountabilities and effective processes to measure performance and address concerns
  • leadership, culture and values – developing open and transparent cultures focused on improving quality
  • staff and patient engagement – focusing on engaging all staff and valuing patients’ views and experience
  • learning and innovation – focusing on continuous learning, innovation and improvement.

With regard to collective leadership and culture change, the following three phases have been identified in relation to the development of a leadership strategy.

  • discovery phase – thorough analysis of current situation and an informed view for the future
  • design phase – lists specific requirements for the next three- five years (individually and as a collective)
  • delivery phase – comprehensive details of the strategies and programmes required

The leadership strategy is the basis of a leadership development plan that sets out how the organisation will develop behaviour in order to deliver its strategy.

Primary audience: Trust Board, key stakeholders, NHS staff in general

Impact on library policy/practice: Retrieval of information associated with management and staff engagement

Date last updated:  November 2014

Due for review:  November 2015

Group member responsible: LK

Strategic Clinical Networks

Impact on library policy/practice: Strategic Clinical Networks (SCNs) are designed to encourage provision of clinical advice to support local decision making, making it an ideal system for librarians to share their expertise in terms of literature searching, enquiry services and consolidation of information. The challenge may be

Source: NHS England

Link to main document

Publication format: Web site

Date of publication: Various

Summary of driver: Strategic Clinical Networks focus on bringing improvement in the quality and equity of care and outcomes of their population. They bring together providers and commissioners to make improvements to complex patient pathways using an integrated, whole system approach. They work with commissioners, supporting decision making planning; working across the boundaries of commissioner, provider and voluntary organisations as a vehicle for improvement for patients, carers and the public.

Key features of driver:
The networks are divided into 12 regional areas (Senates) and currnetly focus on the following key areas:

  • Cardiovascular (including cardiac, stroke, renal and diabetes);
  • Maternity, Children and Young People;
  • Mental Health, Dementia and Neurological Conditions;
  • Cancer

The networks also work on cross-cutting themes aligned to the domains of the NHS Outcomes framework

  • Prevention
  • Rehabilitation
  • Parity of Esteem
  • Transition
  • Urgent and Emergency Care
  • End of Life Care
  • Integration

Primary audience: Commissioners and clinical staff.

Date last updated: 6.9.17

Due for review: 6.9.18

Group member responsible: TP