Mental Health Services Model of care Emerging options 1 February - PowerPoint PPT Presentation

Mental Health Services Model of care Emerging options 1 February 2011

Why do we need to change the way services are delivered? Company LOGO • We need to provide services that are evidence based, value for money and are able to respond to changing national and local policies. • Nationally the NHS is being asked to do ‘more for less’ i.e. providing better quality services using fewer resources. This national imperative is reflected locally in north Staffordshire. • We also need to ensure that our services continue to meet the changing needs and expectation of the population we serve. • We need to respond to expected local demographic pressures. • We need to resolve isolation; condition and quality issues relating to services on the Bucknall site. • The way mental health services are delivered is constantly evolving – we need to ensure that local people continue to receive services which are evidenced based and based on latest best practice. • We need to take into account the views of service users and carers.

What are we proposing? Company LOGO • Firstly we want to engage with you to understand your aspirations for the service and to help us to further develop our emerging options. • We have drafted four emerging options, including option 1, do nothing. • Options 2, 3 and 4 all involve changes to the way services are delivered and the location of some services. • We intend to launch a public consultation on our proposals in collaboration with our commissioners, in the spring.

Emerging options Company LOGO • Four emerging options: • Option one (do nothing). • Option two. • Option three. • Option four. • Future public consultation to incorporate adult and older people’s elements of all four options. • The future public consultation will also cover the potential closure of the Bucknall site which could be a consequence of changes to clinical services. • Learning disabilities (LD) elements of each option will be consulted upon separately at a later date, if applicable. • Each emerging option also includes changes to non-clinical services which do not require public consultation, but which are included for completeness.

5 Emerging option two bed/place numbers (1) Company LOGO Service Current Proposed Notes Dependency beds/places beds/places Adult acute incl 60 46 Ward 1 converts to Creation of acute Psychiatric Intensive day service. day service C Care Unit / PICU/HDU move to High Dependency Unit ward 2/3 Acute day 0 20 Created on Closure of ward 1 C service Harplands ward 1 beds Mental Health 32 0 Two bedded facilities Establishment of Resource reused – see below. care pathways C Centres Other MHRC community service functions retained. Rehab beds 18 18 Ward 6 (10 beds) 1. Establishment moves to Lymebrook of care pathways C MHRC (8 beds). +2 2. Closure of beds at Summerview Lymebrook beds Step-down/respite 0 7 (5 step-down Sutherland MHRC 1. Establishment 2 respite) beds reused for step- of care pathways C down tenancies via 2. Closure of social landlord Sutherland beds C Likely to require consultation

6 Emerging option two bed/place numbers (2) Company LOGO Service Current Proposed Notes Dependency beds/places beds/places Older People’s 30 15 Moves to ward 6 1. Establishment Mental Health Requires of care pathways complex needs & expansion of ward 2. Closure of assessment 6 from 10 to 15 Lymebrook beds (Aspen & beds 3. Transfer of C Meadowcroft) ward 6 rehab to Lymebrook OPMH 20 20 Opportunity to fully None functional/organic separate functional from organic OPMH 20 20 Opportunity to fully None functional/organic separate functional from organic OPMH day service 94 (50 SoT, 44 94 (50 SoT, 44 Consolidate from Enhancements to New + Moor) over New + Moor) over four sites to two OPMH community C 4 locations 2 locations teams

7 Emerging option two bed/place numbers (3) Company LOGO Service Current Proposed Notes Dependency beds/places beds/places Parent & baby n/a n/a Moves to Bradwell Creation of space at Bradwell Psychology n/a n/a n/a as absorbed into None teams to deliver care clusters absorbed into teams Bucknall based n/a n/a Move to Hope Centre Securing lease on C teams and Hillcreast the Hope Centre

Emerging option three bed/place numbers (1) Company LOGO Service Current beds/places Proposed Notes Dependency beds/places Adult acute incl 60 46 Ward 1 converts to None C PICU/HDU OPMHS complex needs Acute day service 0 0 Not required n/a C MHRCs 32 16 Bennett and Ashcombe Establishment of care beds split between pathways C psychotic and non- psychotic patients. Sutherland beds re-used. Other community service functions retained. Rehab beds 18 18 Ward 6 moves to 1. Establishment of care C Sutherland MHRC. +2 pathways beds at Summerview 2. Closure of Sutherland beds Step-down 0 0 n/a OPMH complex 30 15 Moves to ward 1 Closure of ward 1 needs & assessment Option to expand beds C (Aspen & Meadowcroft)

Emerging option three bed/place numbers (2) Company LOGO Service Current beds/places Proposed Notes Dependency beds/places OPMH 20 20 Opportunity to fully None functional/organic separate functional from organic OPMH day service 94 (50 SoT, 44 New + 94 (50 SoT, 44 New + Consolidate from four Enhancements to Moor) over 4 sites Moor) over 3 sites sites to three OPMH community teams C

Emerging option three bed/place numbers (3) Company LOGO Service Current beds/places Proposed Notes Dependency beds/places Parent & baby n/a n/a Moves to Bradwell Creation of space at Bradwell Psychology n/a n/a n/a as absorbed into None teams to deliver care clusters Bucknall based teams n/a n/a Move to Hope Centre & Securing lease on the C Hillcreast Hope Centre Estates n/a n/a Outsourced Post-Bucknall closure IT Mainframe & n/a n/a Moves to Heron House Secure lease on Training space in Heron Central therapies n/a n/a Absorbed into acute wards None

Emerging option four bed/place numbers (1) Company LOGO Service Current beds/places Proposed Notes Dependency beds/places Adult acute incl 60 52 Ward 1 converts to OPMHS None PICU/HDU complex needs C 8 extra beds on ward 2/3 in zoned areas incl PICU/HDU Acute day service 0 0 n/a C MHRCs 32 8 Ashcombe beds remain, Establishment of care Sutherland re-used. Other pathways C community service functions retained. Rehab beds 18 18 Ward 6 moves to Sutherland 1. Establishment of care MHRC. +2 beds at pathways Summerview 2. Closure of Sutherland beds Step-down 0 0 n/a C OPMH complex 30 15 Moves to ward 1 Ward 1 closure needs & assessment (Aspen & Meadowcroft)

Emerging option four bed/place numbers (2) Company LOGO Service Current Proposed Notes Dependency beds/places beds/places OPMH 20 20 Potential to separate None functional/organic functional from organic OPMH 20 20 Potential to separate None functional/organic functional from organic OPMH day service 94 (50 SoT, 44 New + 94 (50 SoT, 44 New + Consolidate from four Enhancements to Moor) over 4 sites Moor) over 3 sites sites to three OPMH community C teams

Emerging option four bed/place numbers (3) Company LOGO Service Current beds/places Proposed Notes Dependency beds/places Parent & baby n/a n/a Moves to Bradwell Creation of space at Bradwell Psychology n/a n/a n/a as absorbed into teams None to deliver care clusters Bucknall based teams n/a n/a Move to Hope Centre & Securing lease on the Hillcreast Hope Centre C Estates n/a n/a Outsourced Post-Bucknall closure IM&T n/a n/a Moves to Heron House Secure lease on space in Heron Central therapies n/a n/a Absorbed into acute wards None