The Parliamentary and Health Service Ombudsman (PHSO) has published a report addressing failings in specialist mental health services in England, and their devastating impact on patients and their families. The complaints in this report predate the Five Year Forward View for Mental Health, but reflect ongoing concerns noted in the Care Quality Commission (CQC)’s 2017 report section on the state of mental health care. Five main themes emerged regarding persistent failings:
- Diagnosis and failure to treat.
- Risk assessment and safety.
- Dignity and human rights.
- Inappropriate discharge and provision of aftercare.
Maintaining momentum: driving improvements in mental health care. [Online]: Parliamentary and Health Service Ombudsman, March 21st 2018.
This relates to:
Maintaining momentum: driving improvements in mental health care. HC 906, 2017-18. Manchester: Parliamentary and Health Service Ombudsman, March 19th 2018. ISBN 978-1-5286-0246-4.
Driving Improvement in Mental Health Trusts: Seven Case Studies
Acute mental health trusts are known to suffer financial and workforce pressures, so the question to be answered is how are trusts that require improvement supposed to take steps towards becoming good or outstanding in their Care Quality Commission (CQC) ratings? A CQC report explores possible approaches to raising standards of care in mental health trusts, drawn from seven case studies:
- Oxleas NHS Foundation Trust.
- Somerset Partnership NHS Foundation Trust.
- Lincolnshire Partnership NHS Foundation Trust.
- South West Yorkshire Partnership NHS Foundation Trust.
- North Staffordshire Combined Healthcare NHS Trust.
- Calderstones Partnership NHS Foundation Trust.
- Sheffield Health and Social Care NHS Foundation Trust.
According to this report, the main “enablers” of change and improvement involve:
Responding to CQC inspection reports / ratings: taking a poor rating as a stimulus for improvement and a springboard for reform.
Leadership: broadening the leadership base, investing in leaders, and ability to listen and communicate openly.
Good governance: changes to systems and processes to drive improvement and monitor improvement; with action plans and regular reporting on outcomes.
Open learning culture: creating an environment in which staff feel able to raise concerns.
Staff engagement: promoting participation and empowerment.
Patient involvement: taking into account the views and experiences of patients and the public.
Outward looking and collaborative: joint working with others in the local health and care system and the voluntary sector.
Relationship with CQC: open relationships with the CQC encourage sharing of concerns and discussions about solutions between inspections.
Continuing improvement: an ongoing journey.
Driving improvement: case studies from seven mental health trusts. [Press release]. [Online]: Care Quality Commission (CQC), March 15th 2018.
This relates to:
Driving improvement: case studies from seven mental health trusts. Newcastle upon Tyne: Care Quality Commission (CQC), March 2018.
Strong leadership essential to delivering improvement in mental health hospital care. [Online]: Care Quality Commission (CQC), March 15th 2018.
Approved Mental Health Professionals Services
Possibly of interest, a Care Quality Commission (CQC) briefing reviews how Approved Mental Health Professionals services are delivered, following recommendations on the monitoring of these services made in the Crisis Care Concordat.
Briefing: Mental Health Act: Approved Mental Health Professional services. London: Care Quality Commission (CQC), March 27th 2018.