9.30 am: Welcome, announcements - next session on 7th November, location tbc

 9.35 am: B&NES Place Director Laura Ambler

 10 am: Health Inequalities funding with Sarah Heathcote, Health Inequalities Manager, B&NES Council

 10.25 am: B&NES Health and Care Professional Director for the ICB, Nicola Hazle, Integrated Neighbourhoods update

 10.45 am: Children and Young People - Dawn Whiting

 11.15 am: Mental Health Access Model with Kate Morton, CEO Bath Mind

 11.30 am: Close

​

Bath and North East Somerset Health Inequalities Funding (BHIF) 2023/24

​

banes_inequalitiesfund@bathnes.gov.uk

​

B&NES Health Inequalities Funding (BHIF) 2023/24 Overview�

​

£2.057m has been allocated to the B&NES, Swindon and Wiltshire (BSW) Integrated Care System (ICS) to respond to Health Care Inequalities in 2023/24

​

The funding has been split across the ICS and the three place-based Integrated Care Alliances (ICA)

​

Bath & North East Somerset (B&NES) ICA has received an allocation of £357,896

​

Proposals are invited which address the funding criteria and align with local plans and priorities

​

What are health inequalities and why do they matter?

Health Inequalities are avoidable, unfair and systematic differences in health between different groups of people

Health inequalities go against the principles of social justice because they are avoidable. They do not occur randomly or by chance. They are socially determined by circumstances largely beyond an individual's control. These circumstances disadvantage people and limit their chance to live longer, healthier lives

Health disparities and health inequalities impact on the physical and mental wellbeing, and the life chances of the individuals and groups most affected. Alongside the individual human costs, disparities and inequalities impact on society as a whole

Inequalities in B&NES

Inequality in B&NES

​

​

​

Refer to B&NES Strategic Evidence Base for further information

https://beta.bathnes.gov.uk/strategic-evidence/document-library/strategic-evidence-base-summary-and-full-report

�Available Sources of Data and Information

​

The Bath and NE Somerset Strategic Evidence Base is a publicly available source of published information and evidence about B&NES including ward profiles

https://beta.bathnes.gov.uk/strategic-evidence

​

B&NES Children and Young People Health & Wellbeing Survey

The survey provides valuable information on a range of topics and this data highlights some local inequalities for children and young people. See most recent and previous survey reports here:

https://thehub.bathnes.gov.uk/Page/11031

This YouTube film which captures highlight from the most recent survey in 2022

https://www.youtube.com/watch?v=QVNfPR8u2u0

​

Office for Health Improvement and Disparities (OHID) Fingertips is a public health data collection with data organised into themed profiles

https://fingertips.phe.org.uk/

​

Further information and resources about health inequalities see the BSW Academy https://bswtogether.org.uk/academy/health-inequalities/

​

Addressing Health Inequalities is a Key Strategic Priority in B&NES

Health inequalities in B&NES plans and strategies

Achieving fairer health and wellbeing outcomes for our population is one of three strategic priorities in BSW ICS strategy

https://bswtogether.org.uk/about-us/our-integrated-care-strategy/

​

The BSW Inequality Strategy aims to address inequalities across the life course

https://democracy.bathnes.gov.uk/documents/s75723/BSW%20Inequalities%20Strategy%20Summary.pdf

https://bswtogether.org.uk/academy/health-inequalities/how-are-we-addressing-inequalities-in-bsw/

​

​

Tackling inequalities is a cross cutting principle of the Health and Wellbeing Strategy

https://beta.bathnes.gov.uk/document-and-policy-library/joint-health-and-wellbeing-strategy

​

Improving population health and reducing inequalities is one of the four central pillars of the B&NES ICA implementation plan (see ‘Our local implementation plans’ Section 5 of the BSW Implementation Plan) https://bsw.icb.nhs.uk/document/bsw-implementation-plan/

​

Our Integrated Care strategy - BSW Together

Priority work areas and themes

Access to appropriate care

& support

Mental health

Safeguarding

Priorities

All priorities to be driven by working groups to develop and implement the plans

Themes

​

All themes to be prominent when delivering the priorities

Prevention and addressing

health inequalities

Design and implement integrated neighbourhood teams

Improve population health and reduce health inequalities*

Redesign community services*

Workforce (or people and culture)

Learning Disabilities &

Autism

* Task and finish/working groups already in place

Reducing healthcare inequalities through CORE20PLUS5

Core20PLUS5

Core20PLUS5

NHS England approach to support the reduction of health inequalities. The approach defines a target population cohort and identifies ‘5’ focus clinical areas requiring accelerated improvement.

​

Core20

The most deprived 20% of the national population as identified by the national Index of Multiple Deprivation (IMD)

​

PLUS Groups

PLUS population groups include ethnic minority communities; inclusion health groups; groups people with a learning disability and autism; coastal communities with pockets of deprivation hidden amongst relative affluence; people with multi-morbidities; and protected characteristic groups; amongst others.

Priority Areas for allocation of BHIF 2023/23

BSW Priority Areas for allocation of funding

BSW ICB Population Health Board has identified the following priority areas for allocation of 2023/24 health inequalities funding

​

• Core20Plus5 for adults
• Smoking cessation
• Cardiovascular disease
• Serious mental illness

​

• Core20Plus5 for children and young people (focus on early years)
• Mental health and wellbeing
• Asthma
• Oral Health

​

• Prevention
• Restoring services inclusively
• Data and intelligence

​

*Refer to BHIF Additional Information document for further information on local context in BaNES*

​

​

Who are the ‘PLUS’ groups in B&NES?

ADULTS

People from ethnic minority backgrounds, people experiencing homelessness, and people living with severe mental illness

​

CHILDREN & YOUNG PEOPLE (CYP)

​

PLUS CYP groups across BSW are:

• Children with Special Educational Needs and Disability (SEND)
• Children with excessive weight and living with obesity
• Children Looked After (CLA) and care experienced CYP
• Early Years (with a focus on school readiness)
• Children and Young People with Adverse Childhood Experiences (ACE; with a focus on delivering trauma informed services)

​

 Additionally for B&NES, CYP PLUS groups are children eligible for free school meals

​

The South West is a Marmot Region �Marmot principles to accelerate reduction in health inequalities

​

​

https://www.instituteofhealthequity.org

Fair Society, Healthy Lives: The Marmot Review report 

​

Application Form Guidance

�

​

​

​

​

​

We are seeking projects that are…

Addressing a clearly defined health inequality issue relating to one or more of the Core20Plus priority areas for the 2023/24 funding.

Focused on delivery of impact and outcomes (evidence based, informed by SEB and/or other sources of need…)

Align well with existing plans and priorities in B&NES (see BHIF Additional Information Document)

Submission of your proposal

When complete please save the document in this format YOUR ORGANISATION BHIF Application

Please submit your proposal by 2^nd October 2023 to banes_inequalitiesfund@bathnes.gov.uk

Proposals will be reviewed during October 2023 and project leads will be notified of the outcome from November 2023

Monitoring and Reporting

Timeline Summary

Thank You

Any Questions?

To request an application pack or further information contact:

​

banes_inequalitiesfund@bathnes.gov.uk

Leads: Nicola Hazle and Lucy Baker

3SG Integrated Care Systems Update Event

September 2023

B&NES Integrated Neighbourhoods:

the progress we have made…

​

Integrated Neighbourhoods

“Integrated neighbourhood ‘teams of teams’ need to evolve from Primary Care Networks (PCNs) and be rooted in a sense of shared ownership for improving the health and wellbeing of the population. They should promote a culture of collaboration and pride, create the time and space within these teams to problem solve together, and build relationships and trust between primary care and other system partners and communities….with a systematic cross-sector realignment to form multi-organisational and sector teams working in neighbourhoods.” (FULLER REPORT 2022)

POPULATION BASED APPROACH

B&NES Starting Point

B&NES VISION:

B&NES ICA FRAMEWORK:

BSW CARE MODEL:

Priority Work Areas and Themes

Feed Forward of Key Themes

Throughout the workshops and task & finish group meetings during February to July, these key themes have emerged strongly for B&NES

• Instead of focusing on teams, the unified vision is anchored around Integrated Neighbourhoods.
• Of key importance is sharing risk, responsibility and understanding.
• The involvement of experts by experience must be acknowledged and valued.
• The objective is to provide a comprehensive “whole person" service that encompasses all aspects of an individual's needs.
• Early interventions and smooth handovers between teams, services, and organisations are vital, with a focus on treating or referring individuals appropriately.
• There must be continued utilisation of the Asset Based Community Development model.
• A cultural shift is necessary at all levels, encompassing trust and empowerment to drive the desired changes instead of merely seeking permission to act.

​

​

​

Main Assumptions

• Whilst integrated neighbourhoods could have clear constructs (e.g. geography, populations) this will not be prescribed but encouraged to emerge.
• This is foremost a cultural change programme and doing things differently. This is a long-term vision for how services will work together.
• This is a priority programme for the B&NES ICA and aligns to the BSW Primary and Community Care Delivery Plan which has collaborative/ integrated neighbourhoods as a key area focus.
• We are on a journey. The maturity of our Integrated Neighbourhood working is something we must assess over time.
• We are not starting from nothing. There are various examples of integrated neighbourhood working across our locality and the programme will seek to find, understand and promote these.

Dorothy House: a neighbourhood approach

Community Palliative Care Teams (CPCTs):

• Offering patients, their families and carers to be looked after by a local team A CPCT for every “neighbourhood” – 10 in total, across 700 sq miles, working with PCNs
• New focus on care home residents
• Community clinics around CPCTs

Reflections:

• Clinical leaders need development to support team development and change management
• Staffing structure is key needing focused recruitment plan, incorporating efficiencies
• Understanding and communicating expectations of the new staff roles to other members of the team
• Strong ongoing communications
• Understanding interface and pathways with other providers – high number of MDTs to attend!
• More to be done on Asset Mapping and understanding the breadth of the community offer
• Phasing is challenging when making changes to service design

​

Frailty Pilot: A Patient Story

Engagement on Integrated Neighbourhood Teams with 3SG led to Nic Aplin and frailty pilot links with BEMSCA.

Referral from BEMSCA - the son of a 98yr old of Asian heritage seeking support for care for his mother. Hesitation around accessing services as mother does not have recourse to public funds and would not share any of her details, concerned about accessing all forms of health and social care.

Met for a discussion with son – removed necessity for a formal referral – and covered:

• What is available and what is not for his mother, including who has to ask details around visa and immigration status and who does not
• That support with Home Office visa application is the priority
• Self-funded care the only immediate possibility for care for his mother
• Safety aspects of caring from someone with progressive memory decline
• Support needed for him as a carer

​

Main Outcomes:

• He was reassured on who he could access for support and advice for his mother; including GP services and emergency services
• Found an expert in CAB who was happy to support with completing a Home Office application
• Shared self-funding care support links and what might realistically be needed for his mother including links for care act assessment
• Housing and practical advice on caring for someone with memory loss
• Carers centre referral
• Kept communication by email and phone open to follow up any concerns
• Considering progress of his mother and possible decline/ support needed
• Further communication happened around prognostication, re-confirming conversations he had with GP and feedback via BEMSCA

​

​

Learning:

• Appropriate conversations, advice and referrals that would not have happened without BEMSCA support and knowledge
• Plenty to offer people who are not accessing traditional services
• Consideration for what level health advice can be given without client details
• Sometimes conversations need to be started/ unblocked for others to begin

Integrated Neighbourhoods – Our Vision!

Integrated Neighbourhoods: Delivery Pillars

DELIVERY PILLAR

1. Conduct a comprehensive needs assessment to identify the specific health and care needs and challenges of a target neighbourhood(s).
2. Analyse the existing services and community assets and identify gaps and areas for improvement.
3. Engage key stakeholders, including health and care providers, community organisations, and populations (people of lived and learned experience), to gather input and develop a collaborative plan for integrated neighbourhoods.
4. Review asset mapping findings against the main existing directories of services   

​

3. Host workshop dedicated to asset mapping and sharing of insights and intelligence for neighbourhoods

4. Understand how existing directories of service reflect the chosen neighbourhoods

Sadie Holmes - AWP

Nellie Target – HCRG

Simon Allen – Age UK

Becky Brooks – 3SG

Helen Wilkinson – BSW ICB

Julia Griffiths – BEMS

​

Sarah Heathcote – PH Team

Michael Orton – CMEs

Sue Poole – Healthwatch

David Dixon - CWH

5. Oversee and support the work of the Community Catalyst in supporting CMEs to establish

MEMBERS

DELIVERY PILLAR

1. Develop a shared understanding of existing channels of communication and engagement with our communities and agree which channels we will predominantly use for this purpose
2. We want to hear and see what’s coming through – put out messages and baseline what feedback we are hearing
3. In 2023, work alongside a neighbourhood on an issue that matters to them (raised through existing channels)
4. Identify, connect and value our community leaders – may come from the mapping exercise but let’s find those well networked and community connectors 

3. Oversee an IN response to an issue identified by a neighbourhood

​

Vanessa Rubery – BSW ICB

Nik Brown – DHI

Emma Elliott – HCRG

Nicola Hazle – BSW ICB

​

Sue Poole - Healthwatch

MEMBERS

DELIVERY PILLAR

1. Governance: Define values (high trust, low bureacracy). Establish a structure for IN working including accountability and decision making; Identify leaders who will oversee and be responsible for IN working and collaboration.
2. Information Governance: Assess current framework for information and risk sharing agreements. Develop communication channels for sharing information and fostering collaboration between stakeholders
3. Digital solutions: Assess existing systems/opportunities to support IN working. Explore best use of electronic health record systems for seamless sharing of information in INs. Explore use of innovative technologies to improve access to support and information in communities.
4. Obtain clarity around people's roles (TBD)
5. Personal Health Budgets (Money follows the person)

3. Support discussions regarding Riviam and ICR connectivity to link CWH/ 3S

4. Gather examples where different ways of working in partners, models exists

MEMBERS

4.  Hold oversight of LA technology enabled care review project

What Next...?

September

August

October

November

Ask of you today…

• Please review the members of the three delivery pillars and consider if you or others could join to expand the diversity of representation and support the work
• Please invite any of the Integrated Neighbourhood Steering Group members to your local meetings to raise awareness and wider support for the work
• Please contact any of the Integrated Neighbourhood Steering Group with examples of services working in an Integrated Neighbourhood way, and/or if you are exploring/starting work or a project that would align with Integrated Nieghbourhoods.

BSW Children and Young People Programme

August 2023

45

www.england.nhs.uk

CYP Programme – current working

New workstreams 2023-24

CYP Programme – current working

Mental Health Youth Workers pilot rationale

Mental Health Youth Workers pilot rationale

BSW Mental Health Youth Workers Pilot Summary

Youth Workers

• Through working agreements with VCSE partners a network of Youth Workers, based in our Acutes, will offer support to CYP’s aged 11-25 who are presenting at our hospitals with low-medium mental health concerns/issues as part of an NHSE 12 month pilot.
• The youth worker roles will deliver a person centred, trauma informed intervention for CYP accessing our Children's Wards, Emergency Departments and adult wards, focusing on mental health needs and children struggling with the impact of long term conditions including diabetes and epilepsy.
• The youth workers will act as a Gateway to longer term community based support such as mentoring, coaching, counselling and positive activities designed to improve CYP mental health.
• The youth workers will be friendly, approachable, non-judgemental and inclusive. They will listen, comfort and support, and offer the opportunity to co-produce a Wellbeing Action Plan for each CYP.
• The youth worker service is not a replacement for, or a fast track route to CAMHS. It is an early intervention designed to support CYP, provide experienced CYP support in addition to clinical support being received. The service will enable clinicians to focus on the clinical requirements of each CYP, and add to an improved patient experience.
• The pilot aims to reduce ED attendances, hospital admissions and provide accessible, quality youth work which has positive impacts on CYP mental health.

​

Mental Health Youth Workers pilot Timeline��

2023/24 Sept 2023 Exec sign Off

Expressions of Interest invited

2023/24 Oct 2023 Providers selected and contracts issued

2023/24 Jan 2024 MH Youth Workers Pilot goes live

2024/25 Oct 2024 Pilot evaluation. Share and spread learning to secure longer term funding, or re-direction of existing funding.

​

We appreciate the timeline is ambitious, however we are committed to launching the pilot ASAP

Mental Health Youth Workers pilot��

Q & A’s

Access Mental Health

Third Sector Alliance for BSW

Community Mental Health Services Framework (CSF)

Access Mental Health

NHSE requirements - the aims to be achieved:

​

• Improving ‘patient’ experience and outcomes
• Deliver flexible, timely and clear means of access
• A single, trusted assessment approach
• Maximise continuity of care
• Remove ‘cliff-edge’ pathways
• Address non-clinical and social needs
• Be co-produced
• Address inequalities
• People with SMI will have improved access to mental health support and improved care coordination
• That focus of care and support delivered is promotion/maximisation of individuals' health, wellbeing and independence
• That new community models will deliver integration of care and support across all health and social care providers

Access Mental Health – The Partnership

The Third Sector Alliance currently consists of four signed lead partners, this includes:

​

• Bath Mind (BaNES)
• Swindon & Gloucestershire Mind (Swindon)
• Alabaré & Rethink Mental Illness (Wiltshire)

Access Mental Health – Overview

The Mental Health Model:

​

• An initial 3-year model, as part of mental health transformation across the system.

​

• A ‘front door’ service for 16+ that is person centred, offering:

​

• De-escalation
• Time and space for conversation
• Advice and navigation to an appropriate service
• ‘Walk alongside’ providing support to an individual to access services
• Escalation to AWP/OHFT
• Follow up – facilitating self-care and self-management strategies

​

• Service open seven days per week – freephone number. Aligns with Breathing Space Place of Calm

​

• Wellbeing Practitioners to be part of MDTs and named ‘Lead’ for PCNs – Long term ambition

​

• Bridge the gaps and strengthen relationships between statutory and third sector partners

​

​

​

.

Access Mental Health – The Team

​

• Service Manager
• Two Deputy Managers
• Six Wellbeing Practitioners
• Six Peer Practitioners
• Wellbeing Group Development Lead
• Counselling Lead and five PT qualified Counsellors and five volunteer Counsellors

​

Breathing Space

​

• 26 – including service managers and practitioners

​

​

​

​

.

Pareesa

Phones Simon, a Wellbeing Practitioner, with suicidal thoughts

Careful listening and space to contain and regulate emotional distress

Work to build safety plan and agree welfare call from Wellbeing Practitioner within 24 hours

Saba, a Peer Practitioner, calls Pareesa and they agree a support plan which includes in person interventions

Ongoing assessment of safety/escalation to AWP

Pareesa is safely supported and can also phone any time while we work through her crisis

Access Mental Health - Journey

Access – first 12 months

• Third Sector Alliance established
• Contracts, Specifications and Operational Pathways in place
• Third Sector Mobilisation Lead in post
• Workforce recruited:
• BaNES – 100% by March 2022
• Launched digital platform – Clic – offers resources and peer support
• Pathfinders with PCLS and PCNs complete - BAU
• Fully integrated with CWH
• Aligning with ICA strategy and implementation plan
• Integrated Neighbourhoods, health inequalities
• Interventions with Access team – 1659
• Contacts with Breathing Space - 5856

​

​

​

Considerations ��

​

• Improved system communication
• Sustainable and viable financial models
• Information sharing and managing/sharing risk
• Contract frameworks which impact the sector – annual uplifts, longer contract terms etc.
• Coordinated, real time service mapping
• Community engagement and co-production
• Consistent outcome measures –financial and social returns on investment
• Workforce strategy
• Estates strategy
• Myths and misconceptions about the third sector

​

​

​

​

​

Next steps ��

​

• Aligning Access phone support across AWP, Alliance – incorporate with 111 ambitions

​

• Scaling up to work alongside PCNs – modelling MDTs

​

• Establish Network of Networks – coordination across wider third sector providers

​

• Robust communication strategy

​

• Increasing co-production of next stage
• Improve lived experience network across S and W

​

​

​

​

​

​

​

​

​

Access Mental Health

Third Sector Alliance for BSW

Community Mental Health Services Framework (CSF)

Access Mental Health

NHSE requirements - the aims to be achieved:

​

• Improving ‘patient’ experience and outcomes
• Deliver flexible, timely and clear means of access
• A single, trusted assessment approach
• Maximise continuity of care
• Remove ‘cliff-edge’ pathways
• Address non-clinical and social needs
• Be co-produced
• Address inequalities
• People with SMI will have improved access to mental health support and improved care coordination
• That focus of care and support delivered is promotion/maximisation of individuals' health, wellbeing and independence
• That new community models will deliver integration of care and support across all health and social care providers

Access Mental Health – The Partnership

The Third Sector Alliance currently consists of four signed lead partners, this includes:

​

• Bath Mind (BaNES)
• Swindon & Gloucestershire Mind (Swindon)
• Alabaré & Rethink Mental Illness (Wiltshire)

Access Mental Health – Overview

The Mental Health Model:

​

• An initial 3-year model, as part of mental health transformation across the system.

​

• A ‘front door’ service for 16+ that is person centred, offering:

​

• De-escalation
• Time and space for conversation
• Advice and navigation to an appropriate service
• ‘Walk alongside’ providing support to an individual to access services
• Escalation to AWP/OHFT
• Follow up – facilitating self-care and self-management strategies

​

• Service open seven days per week – freephone number. Aligns with Breathing Space Place of Calm

​

• Wellbeing Practitioners to be part of MDTs and named ‘Lead’ for PCNs – Long term ambition

​

• Bridge the gaps and strengthen relationships between statutory and third sector partners

​

​

​

.

Access Mental Health – The Team

​

• Service Manager
• Two Deputy Managers
• Six Wellbeing Practitioners
• Six Peer Practitioners
• Wellbeing Group Development Lead
• Counselling Lead and five PT qualified Counsellors and five volunteer Counsellors

​

Breathing Space

​

• 26 – including service managers and practitioners

​

​

​

​

.

Pareesa

Phones Simon, a Wellbeing Practitioner, with suicidal thoughts

Careful listening and space to contain and regulate emotional distress

Work to build safety plan and agree welfare call from Wellbeing Practitioner within 24 hours

Saba, a Peer Practitioner, calls Pareesa and they agree a support plan which includes in person interventions

Ongoing assessment of safety/escalation to AWP

Pareesa is safely supported and can also phone any time while we work through her crisis

Access Mental Health - Journey

Access – first 12 months

• Third Sector Alliance established
• Contracts, Specifications and Operational Pathways in place
• Third Sector Mobilisation Lead in post
• Workforce recruited:
• BaNES – 100% by March 2022
• Launched digital platform – Clic – offers resources and peer support
• Pathfinders with PCLS and PCNs complete - BAU
• Fully integrated with CWH
• Aligning with ICA strategy and implementation plan
• Integrated Neighbourhoods, health inequalities
• Interventions with Access team – 1659
• Contacts with Breathing Space - 5856

​

​

​

Considerations ��

​

• Improved system communication
• Sustainable and viable financial models
• Information sharing and managing/sharing risk
• Contract frameworks which impact the sector – annual uplifts, longer contract terms etc.
• Coordinated, real time service mapping
• Community engagement and co-production
• Consistent outcome measures –financial and social returns on investment
• Workforce strategy
• Estates strategy
• Myths and misconceptions about the third sector

​

​

​

​

​

Next steps ��

​

• Aligning Access phone support across AWP, Alliance – incorporate with 111 ambitions

​

• Scaling up to work alongside PCNs – modelling MDTs

​

• Establish Network of Networks – coordination across wider third sector providers

​

• Robust communication strategy

​

• Increasing co-production of next stage
• Improve lived experience network across S and W

​

​

​

​

​

​

​

​

​

Access Mental Health

Third Sector Alliance for BSW

Community Mental Health Services Framework (CSF)

Access Mental Health

NHSE requirements - the aims to be achieved:

​

• Improving ‘patient’ experience and outcomes
• Deliver flexible, timely and clear means of access
• A single, trusted assessment approach
• Maximise continuity of care
• Remove ‘cliff-edge’ pathways
• Address non-clinical and social needs
• Be co-produced
• Address inequalities
• People with SMI will have improved access to mental health support and improved care coordination
• That focus of care and support delivered is promotion/maximisation of individuals' health, wellbeing and independence
• That new community models will deliver integration of care and support across all health and social care providers

Access Mental Health – The Partnership

The Third Sector Alliance currently consists of four signed lead partners, this includes:

​

• Bath Mind (BaNES)
• Swindon & Gloucestershire Mind (Swindon)
• Alabaré & Rethink Mental Illness (Wiltshire)

Access Mental Health – Overview

The Mental Health Model:

​

• An initial 3-year model, as part of mental health transformation across the system.

​

• A ‘front door’ service for 16+ that is person centred, offering:

​

• De-escalation
• Time and space for conversation
• Advice and navigation to an appropriate service
• ‘Walk alongside’ providing support to an individual to access services
• Escalation to AWP/OHFT
• Follow up – facilitating self-care and self-management strategies

​

• Service open seven days per week – freephone number. Aligns with Breathing Space Place of Calm

​

• Wellbeing Practitioners to be part of MDTs and named ‘Lead’ for PCNs – Long term ambition

​

• Bridge the gaps and strengthen relationships between statutory and third sector partners

​

​

​

.

Access Mental Health – The Team

​

• Service Manager
• Two Deputy Managers
• Six Wellbeing Practitioners
• Six Peer Practitioners
• Wellbeing Group Development Lead
• Counselling Lead and five PT qualified Counsellors and five volunteer Counsellors

​

Breathing Space

​

• 26 – including service managers and practitioners

​

​

​

​

.

Pareesa

Phones Simon, a Wellbeing Practitioner, with suicidal thoughts

Careful listening and space to contain and regulate emotional distress

Work to build safety plan and agree welfare call from Wellbeing Practitioner within 24 hours

Saba, a Peer Practitioner, calls Pareesa and they agree a support plan which includes in person interventions

Ongoing assessment of safety/escalation to AWP

Pareesa is safely supported and can also phone any time while we work through her crisis

Access Mental Health - Journey

Access – first 12 months

• Third Sector Alliance established
• Contracts, Specifications and Operational Pathways in place
• Third Sector Mobilisation Lead in post
• Workforce recruited:
• BaNES – 100% by March 2022
• Launched digital platform – Clic – offers resources and peer support
• Pathfinders with PCLS and PCNs complete - BAU
• Fully integrated with CWH
• Aligning with ICA strategy and implementation plan
• Integrated Neighbourhoods, health inequalities
• Interventions with Access team – 1659
• Contacts with Breathing Space - 5856

​

​

​

Considerations ��

​

• Improved system communication
• Sustainable and viable financial models
• Information sharing and managing/sharing risk
• Contract frameworks which impact the sector – annual uplifts, longer contract terms etc.
• Coordinated, real time service mapping
• Community engagement and co-production
• Consistent outcome measures –financial and social returns on investment
• Workforce strategy
• Estates strategy
• Myths and misconceptions about the third sector

​

​

​

​

​

Next steps ��

​

• Aligning Access phone support across AWP, Alliance – incorporate with 111 ambitions

​

• Scaling up to work alongside PCNs – modelling MDTs

​

• Establish Network of Networks – coordination across wider third sector providers

​

• Robust communication strategy

​

• Increasing co-production of next stage
• Improve lived experience network across S and W

​

​

​

​

​

​

​

​

​