Children and Young People Mental Health and Wellbeing commissioning development programme Expert-led seminar 4 Building robust partnerships: Education spotlight
YoungMinds • YoungMinds is the UK’s leading charity championing the wellbeing and mental health of young people. • We exist so that young people have the strongest possible voice in improving their mental health. We strive to make sure everything, from Government policy to practice in schools and services, is driven by young people’s experiences and aspirations. • We support parents to help their children through difficult times, we equip professionals to provide the best possible support to the young people that they work with, and we empower young people to change their world. 2
Programme overview http://cypmhcommissioning.nelcsu.nhs.uk/ 3
Commissioners are well placed in the system to be… http://cypmhcommissioning.nelcsu.nhs.uk/ 4
Seminar learning outcomes Overarching aim: To provide techniques for effective partnership working, with a focus on schools and colleges Learning Outcomes • I have mapped and understand my organisation’s partnerships • I have a framework for partnership working • I understand how partnership can help me as a system leader to achieve whole system transformation • I understand what MH&WB services schools and colleges commission and their commissioning process • I am able to effectively engage schools and colleges in the commissioning process 5
Session plan MORNING AFTERNOON • Introduction • Mental health in the context • Policy context of schools and colleges • Drivers for schools and • Mapping your partnerships colleges • Children and young people’s • The role of schools and perspective colleges and how they • Essential elements of effective commission: partnerships • Internal culture, capacity • Purpose and approach • Trust • Using external services • Communication • Purchasing expert help • Engagement 6
The role of partnership in transforming the children’s mental health system
NHS England: 2020 Commitment The £1.4b supports a range of central and local programmes to improve the capacity and capability of children and young people’s mental health services. STP plans incorporate Local Transformation Plans that set out how the following will be delivered. • At least 70,000 more CYP receiving swift and appropriate access to care each year • Completed national roll-out of CYP IAPT Programme with at least 3,400 more staff in existing services trained to improve access to evidence based treatments • 1,700 additional new staff to support improved access to evidence based treatments • Evidence based Community Eating Disorder services for CYP across the country : 95% of those in need of eating disorder services seen within 1 week for urgent cases & 4 weeks for routine cases. • Improved access to and use of Inpatient Care , having the right number and geographical distribution of beds to match local demand with capacity, and leading to an overall reduction in bed usage. • Improved Crisis Care for all ages, including investing in places of safety . http://cypmhcommissioning.nelcsu.nhs.uk/ 8
Partnerships in policy • Five Year Forward View: sets out that partnerships (with patients, local communities, the voluntary and community sector, across local bodies and with industry and employers) is critical to achieving the NHS vision • Future in Mind: partnerships across local health systems are central to transformation of the CYPMH system - especially to deliver improvement in promotion, prevention and early intervention and care for the most vulnerable young people • Local Transformation Plans: plans for locally led transformation of the CYPMH. CCGs work with commissioners and providers across health, social care, education and youth justice and the voluntary sectors and plans are signed off by the Health and Wellbeing Board • Sustainability and Transformation Plans: partnerships in 44 areas covering all of England, to improve health and care. STPs bring together CCGs, VCSE, CCGs, Trusts, local authorities. • The Children Act 2004 introduced the 'duty to cooperate in the making of arrangements to improve well- being’ 9
Partnership and systems change Achieving the kind of systems children and 1. Elements – people and young people want orgs – behaviour, requires whole-systems knowledge change. This requires we 2. Relationships – pathways, address: elements, info, how people and orgs relate relationships and the purpose of our local systems. Partnership is critical to all of these. 3. Purpose – values, culture , ‘the way we do things round here’ 10
Exercise: mapping our partnerships 1. Individually, map the range of partnerships that contribute to achieving whole system transformation for CYPMH in your local area - detailing partners and links 2. In groups, share your partnership maps and discuss: what purpose do your partnerships serve within your local transformation? 11
Defining partnerships Common forms of partnership in CYP mental health system: 1. Strategic (overarching and often with CYP focused subgroups) e.g. STPs, HWBs, LTP/CYP MH boards/groups 2. Joint commissioning – pooled or aligned 3. Planning and design – services, pathways, programmes 4. Operational – integrated service delivery e.g. joint case work, co- location, information sharing, advocacy 5. Individual case level - professionals with CYP and parents 12
Transforming CYP experience of the system Partnership is critical for achieving the kind of local mental health system we know children and young people want. CYP want a system that consistently: • Is friendly, warm and respectful • Works together • Spots problems early • Enables them to find help • Responds to their needs rather than make us fit in to a service • Helps them manage their day to day life better and achieve what matters to me YoungMinds engagement for National Taskforce 13
The young person’s perspective • Who are the ‘partners’ for these young people? • Who helps them achieve the outcomes that matter to them? 14
Mapping the potential ‘partners’ - Bronfenbrenner’s socioecological model Influence on child development and CYP mental health 15
What makes partnerships effective?
What we know about partnerships • Evaluating partnerships is highly challenging however, research has demonstrated links between partnership working and improved processes and therefore final outcomes. • The differences in power and between hierarchical and collaborative forms of governance mean a standardised, ‘one size fits all’ approach is unlikely to deliver effectiveness across all partnerships. • Effective partnerships require public service leaders who understand and engage with the different pressures on partnerships to navigate the best route through inevitably difficult terrain. Partnership working across UK public services, An Evidence Review. 2015. Published by the What Works Scotland Evidence Bank 17
Partnership influencing factors The enablers and constraints to partnership working are often two sides of the same coin Sk Skills Accountability Ro Roles People le Engagement Str tructures Alignment in n targets s Hist story across s secto tors Time Pow ower di differences Different po policy agendas Data ta shar haring and nd Cu Culture info nformation Envir ironment Reso sources Adapted from JIT Scotland (2009) HEALTH, SOCIAL 18 CARE AND HOUSING PARTNERSHIP WORKING
Table Discussions Looking at the kinds of elements that can act as enablers and constraints for partnerships and thinking about the partnerships you have mapped: 1. What are proving to be the key enablers for partnership working? 2. What are proving to be the key constraints on partnership working? 19
Culture across the system Language is an example of the different cultures within settings across the system e.g. different words are used to describe the same groups of children. How do we navigate these cultural differences to find a shared language and common purpose in our partnerships? Children at risk; in need; Social Care vulnerable SEMH - Social, emotional and mental health Challenging behaviour; Education special needs Children with mental illnesses; psychiatric disorders Health 20
Partnership context for schools and colleges • Different structures e.g. State maintained, Academy, Multi Academy Trust, Free School, Independent • Changes to the role of local authority (relationship and support for schools has changed e.g. traded services) • Each school and college is different – culture/ethos, resources, skills and knowledge, and relationships with external providers • Mental health and academic attainment can be perceived as different and sometimes competing agendas 21
Applying the elements of effective partnership within local children’s mental health systems
Essential elements of effective partnerships 1. Shared purpose and aims 2. Trust between partners 3. Effective communication 4. Engaging the right people including the voice of children, young people and families Together these elements can encourage a shared culture across the system, centred around the needs of children, young people and families 23
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