BME Mental Health Grassroots event

WelcomePaulette Lewis MBE Governing Body Lay Member for Patient and Public Involvement

Agenda

12.45 Welcome Paulette Lewis

12.50 Working in Partnership, Five year Forward View Agnelo Fernandes

13.00 Overview of current system Marlon Brown

13.10 Table discussions

13.40 Feedback

13.50 Framing the solution – What could/needs to change? Paulette Lewis

14.00 Table discussions

14.50 Feedback

15.00 Coffee break

15.10A reflection of how a grassroots organisation is making a positive impact within the community

Lola Akinyemi (I AM More)

15.20Round UpThank you and Close

Paulette Lewis

Stephen Warren Director of Commissioning, NHS Croydon CCG

Introduction

94,434 0 to17 year olds

237,663 18 to 64 year olds

50,206 Aged 65 and over

Croydon has one of the largest

populations of all the

London boroughs

• Over half of Croydon’s population are from Black, Asian and minority

ethnic groups, and the proportion is increasing over time.

• Croydon has 6,000 to 7,000 new immigrants from outside the UK per

year and at least 3,000 emigrants

• 2,285 Croydon residents are recorded as homeless or in temporary

accommodation

• Croydon is more deprived in the north of the borough than in the

south. Many of the risk factors for poor physical and mental health are

associated with deprivation

• It’s estimated 10,041 older people are lonely and 5,522 experiencing

intense Loneliness; 17,227 residents aged 18-64 are estimated to be

socially isolated

• 47,978 Adults have a common mental health problem at

any one time

• 4,506 People diagnosed with Severe Mental Illness

Mental ill-health increases risk of other illnesses and risky behaviour

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New models of care and priorities for the

next five years and beyond

• Croydon is on a journey to sustainably transform health and care

services in the borough

• Initial discussions have been held with our partners to develop our

vision, current plans and gaps in the system

• Today’s event is an opportunity to share and discuss these plans

with you. We would like your feedback to help develop the plans.

We need help in making services better to

help our diverse communities

• We need people with lived experience to share their knowledge to

make services more accessible and culturally appropriate

• Identifying barriers to accessing mental health services; to improve

and develop effective care pathways in community and statutory

services

• Raising mental health awareness through the promotion of social

inclusion and positive well-being

• Challenging the stigma of BME mental health amongst statutory,

voluntary and community sectors

• Making opportunities to create timely needs assessments with

BME communities to identify gaps in service provision

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Croydon’s vision for mental health services

Our plans need to focus on supporting local people to:

• live longer, healthier lives

• make healthier choices

• look after themselves and those they care for

• access high quality, joined-up physical and mental

health and care services when they need them

• have better health and care outcomes

• be happy with the care they receive

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Croydon’s vision for mental health services

We want services in Croydon to:

• focus more on preventing people from becoming unwell

in the first place

• be centered around the individual, easy to navigate and

joined up

• provide more care in general practice and in the

community to reduce pressure on Croydon Health

Services

• keep people out of hospital and support them to go

home when they are well enough

• be affordable within the budget available to us

NHS Croydon CCGMarlon BrownHead of Mental Health Commissioning

Overview of the current system

Current System: The ‘As Is’ Pathway Map

Feedback - Issues and gaps• Lack of awareness of existing services

• Croydon Talking Therapy

• Low referrals

• Perception of long waiting times

• Voluntary/Third sector counselling:

• not all free to access

• accessed more by those with higher mental

health need

• Capacity and waiting times issues

• Oversubscribed Welfare Benefit support

services

• High demand from asylum seekers and

migrants

• Waiting times for bereavement and trauma

counselling

• Personal motivation required to manage long term

conditions, requires encouragement and support

• High waiting times for assessment and liaison

• High A&E attendance

• Lack of housing options, the demand does not meet

supply. Gap in short and long term solutions.

• Increase in homelessness

• Lack of crisis support

• Lack of capacity for GPs

• BME access and over representation in admissions

• Dual diagnosis mental health and substance misuse

2018/19 CCG and SLaM Initiatives

• Continuing work on reducing outpatient bed days, OBDs, working with SLaM, housing services and providers

• Review of primary and community care pathways

• Crisis Action Team, CAT, diversion scheme

• Core 24 service

• SEL and Croydon Mental Health Task and Finish Group

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The 4 Identified Priority Areas

Transformation Programme: Mental Health

Connecting Communities

•Stocktake of services and support options currently available

•Improve awareness of what is available to patients, public and health professionals

•Enable Social Prescribing

•Address capacity issues in community and voluntary sector. Needs to be considered as part of a wider pathway review.

•Promote use of a Directory of Services (e.g. Mind Services Directory)

•Ensure people are connected/activated and that they are supported to remain so

•Galvanise communities

•Explore opportunities for MH Awareness training

•Consider PICS support options

Enhanced Primary Care

•Speedy telephone advice needs to be available to GPs from SLaM Clinicians, which will increase opportunities for managing MH needs in Primary Care

•Primary Care MH Support Workers to provide additional support/capacity for GPs

•Post discharge support is vital and can provide a means for escalating needs that may arise that may lead to crisis if unchecked

•Upskilling & training in MH opportunities for GPs & practice staff

•Tackle the stigma of MH care.

•Consider strategies to address recruitment and retention issues in the borough

Community MH Hubs

•The current Assessment & Liaison service is struggling with demand. The current A&L caseload is not limited to MH issues

•There would be benefit in considering Hub options, which could be across 1 or multiple locations in the borough for improved coverage

•Consider widening the range of support services within the Hub, which could include a wide range of staff, including support for housing issues.

•The solution has to be affordable, practical and sustainable

•The new service must be linked with ICNs and other existing services – it is critical it’s an integrated service

•There needs to be adequate sign-posting and personalised support when required in order to ensure that care is progressed

Integrated Housing

•There are a lack of housing support options in the borough, for both short & long term solutions.

•There are barriers and interdependencies that affect the effective discharge of patients from secondary care

•Increase access to Mental Health beds

•There are initiatives that are taking place to try to create new solutions to the housing problem. The Shared Lives Scheme is one example.

•Progress the development of enhanced care plans for individuals to promote more robust support to prevent relapse

•Do something different –Crisis Plan

•Build community a response to prevent Crisis and increase housing options.

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1 – 2 Year Plans

Population Segment Programmes

Transformation Programme: Mental Health

Well

•Advice & support about health and well-being is easy to access

•Non health agencies & organisations actively contribute to enabling resilience

•Social marketing in Croydon delivers key messages such as “five ways to well being”

•Schools, Community advisors and employment advisors understand their role in promoting emotional resilience

•Stress is reduced through good quality debt advice/welfare benefits advice/food banks etc

•Integrated, borough-wide model of care across ALL providers

•Responsible employers – spotting signs of poor MH and directing to occupational Health

Managing Well

•We enable GPs to be confident in providing support for patients with existing MH conditions & those stepping down from acute care

•New models of care and enhancements in primary care planning are embedded to reduce deterioration in conditions

• We ensure patients are able to identify signs of deterioration and access support easily and promptly

•We enable well developed relationships between the different providers of mental health services in Croydon and ensure accurate information about them is available and easy to use

•Patients have care plans and crisis plans that they help create which provide a range of appropriate & effective options.

•Care is provided closer to home

Vulnerable

•Health and social care system picks up & responds to early warning signs of health deterioration & other problems promptly reducing the incidence of crises

•“Floating” support proves housing support alongside health care.

•Patient records are shared to enable continuity with GPs and a personalised approach.

•Support is available to patients 24/7

• Proactive reviews are held to prevent crisis- improved early warning

•Effective mechanisms are established which allow all, including voluntary & housing sectors to report concerns easily.

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3 – 5 Year Plans

Homelessness is reduced & access to appropriate

local housing is increased

Good quality debt advice/welfare benefits advice is easy to access

We are able to keep patients in work, in health, in their homes & in relationships

Patients’ contact card directs them to appropriate services &

early intervention.

Successful transitions between CAMHS and

Adult services

Table discussions• What are the key issues?

Feedback

Framing the solution

What needs to change?

Paulette LewisGoverning Body Lay Member for Patient and Public Involvement

Table discussionsa) How can we support you to manage your mental health and

well-being?

Prevention, self-care, mental well-being and awareness,

lifestyle and exercise, developing, supportive community

networks

a) What services and support would you like at GP and community

level?

b) How do you feel the system can support somebody with severe

mental health issues to achieve better outcomes?

Feedback from the tables

Coffee break

I Am More CICLola AkinyemiFounder/CEO

WE ALL HAVE MENTAL HEALTH

Who We Are

I Am More CIC (Community Interest Company) is aSocial Enterprise which focuses on addressing theneeds of young carers aged 11-21 years old, livingin and around London.

I Am More works to empower young carers to seethemselves as more than just young carers, aspireto fulfil their goals; achieving personal success.

Our service supports young carers to develop theiremotional resilience and raises the awareness ofyoung carers, their families, illnesses anddisabilities.

We are determined to bring this agenda to theforefront of our society to ensure that youngcarers and their families are better supported.

I Am MoreOUR VISION IS FOR YOUNG CARERS TO SEE THEMSELVES AS MORETHAN JUST YOUNG CARERS

Mission Statement

Our mission is to identify, support and raise the aspirations of young

carers; by providing a range of tailored programmes and practical

support to develop their emotional resilience, minimise barriers in

accessing support and increase the awareness of young carers, their

families, illnesses and disabilities.

Core Values

Empowerment: Empowering young carers to see themselves as more

than just young carers.

Awareness: Raising awareness of young carers, their families,

illnesses and disabilities.

Campaign for change: Changing the way young carers are viewed and

supported.

Our Objectives

Identify and support young carers.

1

Raise aspirations by offering practical support and empowering young carers to see themselves as more than just young carers.

2

Change perceptions through providing awareness and understanding of young carers, their families, illnesses and disabilities.

3

Promote healthy well-being by providing support to young carers to help them manage their personal, academic and emotional resilience; establishing the right balance in life.

4

What We Do

We offer 5 key intervention programmes withinschool to enable young carers to access the rightsupport and to ensure that their needs are met.

Be Seen: Short film campaign

Family Portrait: Educational Workshop

Makings of Me: Peer to Peer Support

My Time: 1:1 Mentoring

3rd Space: Respite

Young Carers

• There are 166,000 young carers in the UK according to last censusdata in 2011.

• In 2001 there were 139,000 young carers identified according to the2001 census data records.

• From 2001 to 2011, there was a 20% increase on the number of youngcarers in England.

• 1 in 12 young carers are caring for more than 15 hours per week.

• Around 1 in 20 young carers miss school because of their caringresponsibilities.

• Young carers are 1.5 times more likely than their peers to have aspecial educational need or a disability.

• Young Carers have significantly lower educational attainment at GCSElevel, the equivalent to nine grades lower overall than their peers e.g.the difference between nine B’s and nine C’s.

• A quarter of young carers said they were bullied at school because oftheir caring role

• Young carers are more likely than the national average to not be ineducation, employment or training (NEET) between the ages of 16and 19.

• 39% of young carers said that nobody in their school was aware of their caring role.

Mixed Emotions

Confusion

Self-doubt

Pity

Worry

Shame

Reasonability

Frustration

Isolation

Embarrassment

Anger

Drained

Loyalty

Love

The answer is… YES

Our Contribution to this agendaL.U.C.A

Language

Understanding

Communication

Access

Most importantly for all young carers and their families to Be Seen

Thank You For Listening

Visit Us On

@iammorecic

www.iammorecic.co.uk

info@iammorecic.co.uk

Round upPaulette Lewis

Thank you for coming!