Consultation Closure Report July 2018

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MENTAL HEALTH BLUEPRINT CONSULTATION CLOSURE

The Isle of Wight Clinical Commissioning Group (CCG), Isle of Wight NHS Trust (IWNHST), Isle of Wight

Council (IWC) have come together with individuals with lived experience of mental health issues, their

carers and families, the voluntary sector, GPs and other stakeholders to develop the Mental Health (MH)

Blueprint for the Island, ‘Talking Mental Health’.

It is essential that the views and health needs of the island population and stakeholder organisations are

reflected in the Blueprint and a number of consultations have been undertaken to inform its

development, along with benchmarking and review of best practice from elsewhere. Feedback from the

various consultations has been considered and incorporated as appropriate within the Mental Health

Blueprint for the Island.

2016-2017

•ENGAGEMENT TO INFORM MH BLUEPRINT

•Whole Integrated System Redesign (WISR) Case for Change - Mental Health was one of 6 key focus areas with significant engagement which included public meetings, coproduction workshops and surveys

•Engagement on Mental Health, Suicide Prevention and Dementia Awareness Strategies

•Engagement on Children & Young People's Transformation Plan and Transitions Protocol

Sept - Dec 2017

•MH BLUEPRINT- FIRST DRAFT

•Benchmarking and review of best practice from elsewhere

•MH Blueprint Drafted

•Internal Stakeholder Consultation

•Core MH Alliance Consultation

•Hampshire & IOW Mental Health Alliance

•Best Practice Visits

•Local Authority Lead Member for Mental Health identified

Jan – June 2018

•STAKEHOLDER ENGAGEMENT & CONSULTATION

•Board Approval for Engagement & Consultation

•Stakeholder Engagement & Consultation - Internal and External

•Media Campaign

•Engagement & Consultation Workshops

•Locality Meetings, Parish Council Meetings, GP Practice visits

June - Aug 2018

•MH BLUEPRINT- FINAL DRAFT

•MH Blueprint Final Draft

•MH Transformation Steering Group Final Approval

•Board Final Approval

•Action Plan Development

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PHASE 1: ENGAGEMENT TO INFORM MENTAL HEALTH BLUEPRINT

2016-2017

• Whole Integrated System Redesign (WISR) Mental Health engagement

o KPMG Review of current services

o WISR Mental Health Working Group engaged a wide range of stakeholders, including

individuals with lived experience of mental ill-health, carers & families on a number of

workstreams specifically focussed on Prevention and Self Care, Single Point of Access, Complex

Needs, Crisis Support and Recovery Services. This led to:

• Specific coproduction & engagement around development and implementation of Mental

Health Safe Haven ( a ‘quick win’ identified during WISR consultation)

• Specific coproduction & engagement around development and implementation of Serenity

Integrated Mentoring Scheme (SIMS)

• Interviews with clinical leads and colleagues from a wide range of stakeholder organisations.

• Isle of Wight Strategy groups for Mental Health, Dementia, Children and Young People

• Stakeholder engagement sessions including:

o Suicide Prevention and Awareness Stakeholders

o Transformation Plan for Children and Young People’s (CYP) Mental Health (2017 refresh)

PHASE 2: MENTAL HEALTH BLUEPRINT- DEVELOPMENT OF FIRST DRAFT

Sept - Dec 2017

• Review of best practice from elsewhere

• Benchmarking to other services

• Mental Health Blueprint Drafted

• Internal stakeholder consultation with core groups including:

o Mental Health Transformation Programme (MHTP) Steering Group

o Mental Health Alliance

• Stakeholder engagement workshops attended by over 100 stakeholders, including many individuals

with lived experience:

o Mental Health Day Services Workshop

o From Striving to Thriving

o Developing an Island Mental Health Blueprint

• Best Practice Visits

• Local Authority Lead Member for Mental Health identified

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PHASE 3: STAKEHOLDER ENGAGEMENT & CONSULTATION

January – June 2018

• Considered and approved at Board level for wider engagement by:

(See Appendix B for Feedback)

o CCG Clinical Executive

o IOW NHS Trust Board

o IOW Council Policy and Scrutiny Committee for Adult Social Care and Health

o IOW Health and Wellbeing Board

o Local Care Board Operational Delivery Group

• Direct consultation via email, both internal and external

• Staff bulletins for CCG, Council, Trust and Voluntary Sector organisations.

• Public awareness campaign inviting public feedback on Mental Health Blueprint (See Appendix B for Feedback), to include: o Media campaign, including Isle of Wight County Press (IWCP), Isle of Wight Radio, On the

Wight, Island Echo, Hampshire Chronicle, Vectis Radio, Facebook, Twitter

o Posters circulated to Libraries, GPs, Nursing, Residential and Care homes, Parish/Town Councils,

Isle Help, Citizen’s Advice, Community Action (Riverside), Voluntary Organisations, Pharmacies,

Sports Centres, Supermarkets, Hospital, Council and CCG sites.

o Voluntary sector emailed copies of Blueprint and Blueprint Summary, briefing paper & poster -

asking them to place in newsletters etc.

o Copies of Blueprint or Blueprint Summary and posters sent to all libraries, GP Practices,

o Circulation by email

o Hosting on CCG, IWNHS Trust, IW Council websites

o Mental Health Awareness Week May 2018

• Public awareness event at Riverside

• Public awareness event at Aspire

• Press release, advert in IWCP, Radio interview

• Posters widely distributed (as above)

• Engagement & Consultation Workshops accessed by a very wide selection of stakeholders from all

sectors, including individuals with lived experience, carers & families, voluntary organisations,

providers, staff, commissioners.

o January 2018 Community Mental Health Services (CMHS) Staff Workshop

o February 2018 2 x Community Mental Health Redesign Workshops

o March 2018 Mood & Anxiety Workshop

Community Mental Health Redesign Workshops

Mental Health Service User Task and Finish Group

o April 2018 Transformation Engagement - Home Treatment Team

GP Locality Meetings

Transformation Engagement - Woodlands

Transformation Engagement – Occupational Therapy

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Mood & Anxiety Workshops

2 x Eating Disorder Workshops

o May 2018 Mental Health Awareness Week event

Emotionally Unstable Personality Disorder (EUPD) Workshop

Acute Model Workshop

Psychosis Workshop

o June 2018 Dementia Tiered Pathways workshop

Community Mental Health Services (CMHS) Mapping Event

Healthwatch Listening event

• Locality Meetings, Parish Council Meetings, GP Practice visits

In addition, as part of the Mental Health Transformation Programme, a number of Task and Finish Groups have been established which also include participation by multi agency partners and individuals with lived experience of mental health issues. These include areas such as:

• MH Transformation Programme Task and Finish Group • Employment Workshops • Day Service Provision workshops • The Safe Haven Provision • Dementia and Older Person Pathway Review (known as the Dementia Steering Group) • Community Mental Health Services • Acute Mental Health Services • Mood and Anxiety Disorder • Eating Disorder • Emotionally Unstable Personality Disorder • Psychosis • Rehabilitation, Reablement and Recovery

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FEEDBACK ON THE BLUEPRINT:

The Mental Health Blueprint is an aspirational, high-level vision for the future of Mental Health care on the Island,

and as such, feedback has generally been very supportive, with people agreeing with our direction of travel. There

have been particular comments about the following:

There was a lot of positive feedback on the excellent aims of the blueprint, drawing on our community

resources and strengths.

Many people agreed with the principles, but noted that there will be a need for significant cultural change

across statutory mental health services to make this happen.

A number of people commented that the Blueprint lacks detail (this will be addressed in the next stages,

including development of action plan; we will continue to link closely with stakeholders at each stage of

planning), and that it is unrealistic in its aspirations.

A seamless service was considered to be a great ideal; there were a number of comments on the need to

address the fragmentation of services and the need to pull together all partners, including the voluntary

sector.

Many organisations asked that we continue to involve them and keep them informed as we take this work

forwards.

GP Feedback is broadly positive; they would particularly like us to focus on building relationships between

services and improving access to services, including rapid assessment and access to professional advice.

More specifically, we have been asked to:

Include stories from people with lived experience – Islanders who have rebuilt their lives

Respecting those with lived experience as equal partners in coproducing services

Recognise importance of peer workers:

– Peer workers are one of our greatest assets and instil hope – people need to know that it is possible to get through an episode of mental ill health and come out the other side. – ‘Peer workers are the living embodiment of hope in a mental health service’ – they are change agents –that can drive real culture change

Recognise importance of decent employment & decent housing, and supporting people on their journey to

independent living.

Recognise importance of working with community and 3rd sector organisations, some of whom have created

their own solutions when the statutory sector has been found to be lacking.

Ensure importance of family is recognised.

Please see Appendix A for the full range of comments received.

NEXT STEPS:

PHASE 4: MENTAL HEALTH BLUEPRINT- FINAL DRAFT

June - August 2018

• Mental Health Blueprint Final Draft to be completed.

• Final sign off by Mental Health Transformation Steering Group

• Final Approval at Trust, CCG, Council and Health & Wellbeing Boards

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APPENDICES

Appendix A

COMMENTS FROM STAKEHOLDER AND PUBLIC CONSULTATION

COMMENTS FROM PUBLIC CONSULTATION

SUMMARY OF COMMENTS FROM PUBLIC CONSULTATION WORKSHOP

Comment Action Taken

1. Include stories from people with lived experience – Islanders who have rebuilt their lives

Liaised with local people on agreeing stories and quotes for inclusion throughout the document

2. Respecting those with lived experience as equal partners in coproducing services

This is featured strongly throughout the document.

3. Recognise importance of peer workers: – Peer workers are one of our greatest assets and instil hope – people need to know that it is possible to get through an episode of mental ill health and come out the other side. – ‘Peer workers are the living embodiment of hope in a mental health service’ – they are change agents –that can drive real culture change

This section has been strengthened. This has commenced with the employment of 3 peer workers in the Trust and the importance of taking this forward will be recognised in the action plan. We are also connecting to the Hampshire and Isle of Wight mental health programme in the STP, which is developing a peer work network.

4. Recognise importance of decent employment & decent housing, and supporting people on their journey to independent living.

This already features strongly within the blueprint document and work is already underway in the MH Transformation Programme regarding employment. Plans to address the housing issues on the Island, for those with lived experience will be included in the action plan.

5. Recognise importance of working with community and 3

rd sector organisations.

This features strongly throughout the document and has been demonstrated through our coproduction workshops. Will continue to forge strong links with community and 3

rd sector

organisations.

6. Ensure importance of family is recognised.

The ‘Think Family’ approach has been referenced within the document.

7. More focus required on the needs of Carers. Liaised with Carers IW and updated the document to ensure the needs of Carers are referenced and described throughout the document.

8. We need to see a clear action plan Action plan being developed following consultation closure.

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COMMENTS CAPTURED AT ENGAGEMENT WORKSHOPS: CMHS Workshop

1. “encouraging us to think differently – creative”

2. “How committed are the connections between the Local Authority and the Trust?”

3. “going the right way”

4. “offering challenge”

5. “We have already identified that Trust services are fragmented – this is even greater between partners – we need to pull together all partners”

6. “We need to function as one service (Trust/CCG/LA)”

7. “Visible – work through in chunks”

8. ‘Sounds purposeful, but how will we make it real?

9. Agree with the principles, however, there will be a need for significant cultural change to make this happen.

10. A seamless service is a great ideal, but how will we function as one service across ASC, Trust, Primary Care, Third sector organisations?

11. This provides a good overarching vision, we just need to make it work

12. The fragmentation of ASC is a real issue.

13. We need to ensure that we provide direct response to service user feedback

14. No negative comments from room.

15. The need for all present to share widely was stressed, especially with those with lived experience, and to share any feedback with us.

MH Alliance Meeting The group discussed: • The Future of supporting people and funding for the future • Money and accessing statutory funding – older people • Promoting and maintaining independence and keeping people in the community • Carer involvement and support (a vital role of recovery for the individual) • Promoting support prior to crisis to avoid crisis • Difficulties of health V social care funding and sharing responsibility The importance of receiving the comments from experts by experience was stressed. Engagement session at Aspire, Ryde Key themes discussed included:

Inconsistent and unhelpful response at times from the Mental Health Crisis Line

More peer support required

Waiting times for psychological therapies

Support and advice for Post-Traumatic Stress Disorder, specifically for veterans

More service user groups required – more frequent, more locations, better publicised

More focus on spiritually based understanding of mental health

More transparency required – nothing wrong with saying “I don’t know but will find out” but make sure it is followed up

Honesty will gain respect, respect will gain trust

Individuals not feeling involved or listened to in some third sector commissioned services.

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SUMMARY OF COMMENTS RECEIVED BY EMAIL/PHONE DURING PUBLIC CONSULTATION

During the public consultation phase of the consultation and engagement phase several emails were received from members of the public and stakeholders.

Key themes included: A full transcript of email comments can be made available on request. Comments are summarised below:

Comment Action Taken

1. I’ve had a quick read of the blueprint and think it feels really comprehensive and clear. One thing I’m interested in locally, in Nottingham, is trying to understand the role of acute/district general hospitals in improving MH. There’s lots of examples of liaison-psych related initiatives but I was wondering if IOW CCG is actively pushing your acute/DGH trust to have a wider-reaching MH strategy e.g. looking at much more holistic management of people where MH is asked about and then, pending response, there are clear pathways into integrated IAPT, other primary/secondary care based MH support etc.

Noted.

This is addressed in the MH Transformation Programme Work.

2. I celebrate the new team of committed mental health professionals who are starting to implement changes, but I still hear daily tragic stories of how Island citizens have lived with poor services for so long they have lost any belief that things will improve. “We need not just change, but revolution and the people need to be in charge of their own services and lives. We have to start giving back genuine hope.”

Noted.

Closer engagement of individuals with lived experience is already happening and service user groups have been set up.

3. Well done on some excellent aims drawing on our community resources and strengths, recognising some particular groups such as those with learning disability, young people and dementia. You have missed an equally large and complex group - those with neurological disease which commonly needs either simple preventative measures or complex interventions. Diseases of the nervous system inevitably cause mental illness, yet Island residents fall in all gaps between commissioned services, suffering preventable harm and incurring inappropriate expense to health and social care systems. There is no agreed national strategy- hence you have not planned locally.

Noted.

4. I have read the blueprint since your reminder and I must say, I feel that it is a really useful document that is easy to read and follow and covers all that it needs to.

Noted

5. I would be keen to be involved in future plans. Noted

6. As the Interim Locality Manager overseeing the current services we provide as an organisation, I have been in regular contact with the CCG Commissioners as well as other partners and stakeholders, to take our existing services forward. I am also aware that as an organisation we are in consultation to support the changes identified in the Draft Blueprint. Our extensive work to achieve Investors in Diversity Accreditations and associated National Accredited Frameworks can play a major role in taking this vision forward. At operational level I will continue to deliver the necessary changes as Interim Locality Manager in line with current CCG

Noted

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directives. . As an organisation I can assure we are attending all consultations and feeding in to the Draft Blueprint through Staff/Peer attendance as well as initiating feedback from Peers accessing our services.

7. Surprise was expressed that Big White Wall was referred to in Blueprint This reference will be removed as we are not currently taking this forward.

8. The Hampshire & Isle of Wight Wildlife Trust welcomes the opportunity to comment on the Island’s Draft Mental Health Blueprint. We are encouraged by the focus on prevention, as well as recovery, and the recognition that services should take a community based approach. We also welcome the appointment of the interim Director of Mental Health and Associate Medical Director for Mental health as we feel dedicated Directors will bring a focus to this important strategy. However we’re disappointed to see little recognition of the importance of the natural environment for wellbeing within the blueprint. Especially considering the expanding evidence that engaging with the natural environment can help with prevention and recovery, and that it works with all ages and abilities (please see http://publications.naturalengland.org.uk/category/127020 and http://publications.naturalengland.org.uk/publication/5748047200387072 for a wealth of evidence). The Wildlife Trusts across the UK have delivered a number of excellent projects working jointly with NHS Trusts and Clinical Commissioning Groups, including our own highly successful project, Woodland Therapy. I have attached our latest project report, which details the impact this project has had on the island residents who have attended. The Hampshire & Isle of Wight Wildlife Trust would like to see this blueprint include a number of opportunities for Isle of Wight communities to access nature for mental health and wellbeing, through improving access to the island’s nature reserves and greenspaces, as well as providing dedicated services for those who need them. We are keen, going forwards, to work with you on ways this could be developed. If you’d like to discuss this further, please get in touch.

Many of the points made in this feedback are already being addressed within the MHTP.

Those issues that aren’t currently addressed will be more carefully considered for inclusion in our detailed plans going forwards.

9. The most important strategy I can think of is to treat mental health in the precise same manner we treat physical health, and that includes how we talk about it. Words matter. A person who says there is a stigma to mental illnesses is helping no one.

Noted

10. Please find attached the response by Healing Arts to the Island’s Mental Healthcare Blueprint Consultation.

Principally it seeks to advocate and identify the potential for the contribution the arts can make to the Island’s mental health services. I have included as a fairly extensive preface the ‘evidence’ nationally for a role for the arts and then a description of how the arts have contributed to the Island’s mental health services over the past 30 years before then making some proposals about their future role in the next generation of services for which the Blueprint seeks to describe and have a conversation about.

Many of the points made in this feedback are already being addressed within the MH Transformation Programme Work.

Those issues that aren’t currently addressed will be more carefully considered for inclusion in our detailed plans

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I hope you find it helpful. I am of course glad and most willing to discuss any aspect further.

In the short term I would ask your assistance in forwarding the submission to whomever on or off the Island you think this would be of interest. You know better than I who this maybe and should be very glad for this to be shared and read as widely as possible. Please notify and include us in the engagement events you plan. I shall be glad to contribute to discussions on how the arts can be included as part of future provision as this should be relatively straightforward and as I mentioned a ‘low-cost’ option to achieving outcomes and targets.

going forwards

11. • We were unanimous in a disappointment with this document. It 4 pages of aims and visions with the reoccurring mantra of becoming ‘a mentally healthy island’. There are no concrete proposals that could answer any of our questions about mental health care on the Isle of Wight. Such as… • Wouldn’t it be worth funding Homestart within the remit of preventative measures? • Are there any plans to develop Seven Acres to accommodate vulnerable people who need secure shelter, treatment and monitoring? • Is comprehensive data available to assist in determining why the IOW has a comparatively high suicide rate? • How is it possible, in some cases, to distinguish between mental health and social problems? So who becomes responsible, what routes of support would be followed and who pays? Is it possible to have a fully integrated service that can tackle the immediate need and the root cause? • Are we heading for a tsunami of mental health issues in the next generation due to the pressures created by social media i.e. unrealistic expectations, cyber bullying, addiction to virtual reality and isolation caused by virtual reality becoming reality to increasing numbers. We felt this blueprint should contain a comprehensive picture of the issues that we have here and a fully costed detailed plan of what would actually tackle them. Then decisions would have to be made about the timescale of implementation. This would be aiming high but would be routed on the ground rather than simply a set of aspirational words.

Many of the points made in this feedback are already being addressed within the MH Transformation Programme Work.

An action plan is being developed to take forward this work.

Those issues that aren’t currently addressed will be more carefully considered for inclusion in our detailed plans going forwards

12. I think the next stage would most helpfully to be part of the discussion stage planning forward services. I do seek to identify in my submission how the arts can be included as part of the new services that are hopefully cost-effective both at acute and community levels. There is a history of using the arts as part of mental healthcare on the Island up to 2006 and thereafter in a ‘research’ format so there are several models open for consideration I look forward to hearing from you on next steps in developing the new ‘Blueprint and its services.

Noted

13. Disappointed that Eating Disorder is not specifically mentioned in Blueprint. The Eating Disorder pathway is being reviewed as part of the MHTP, and is now referred to in the Blueprint

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Appendix B

BOARD MEETINGS Extracts from Minutes CCG Clinical Executive

November 2017

The Clinical Executive received the Mental Health Blueprint which outlines the future vision of Mental Health services on the Island. It has been developed with a wide range of stakeholders, with close oversight from the Mental Health Transformation Steering Group. Feedback was requested. Discussion took place regarding GPs undertaking Physical Health checks and capacity issues surrounding this. The next steps are to receive comments and start the engagement process, with the final Blueprint to be approved in January / February 2018. The Clinical Executive noted the Mental Health Blueprint. IOW Health and Wellbeing Board

January 2018

It was noted that there was not enough focus on mental health. There had been a number of reports produced and the team wanted to reflect what was important. Key priorities that had been agreed which were: Dementia and Older person’s mental health; recovery, rehabilitation and reablement; Clinical pathways. An action plan would be drawn up and presented to the board. RESOLVED: THAT the blueprint for mental health 2017-2022 be noted IOW Policy and Scrutiny Committee for Adult Social Care and Health

January 2018

Detailed reports on the Mental Health Blue Print and progress on Shackleton and Woodlands were presented by the Trust’s Interim Director of Mental Health. Members questioned the lack of timelines and actions in the blue print, highlighting transition to adult mental health services and Big White Wall as areas of particular concern. They were advised that the planned approach ensured individuals were at the centre of care. Regarding Big White Wall, the service had worked in a number of mainland settings but its impact on the Island would be assessed before it would be recommissioned. RESOLVED: THAT the updates be noted IOW Healthwatch Board

February 2018

The Healthwatch Board received the mental health blueprint slides. This document has been created in conjunction with a mental health blueprint and the blueprint is now out for public consultation. Healthwatch will monitor any feedback that it receives in relation to the blueprint and mental health services. The board discussed that the document is currently aspirational not action plan based.

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IOW Trust Board

February 2018

A MENTALLY HEALTHY ISLAND – OUR BLUEPRINT FOR MENTAL HEALTH 2017-2022 The chair introduced the paper by advising that historically the structure of the service has been defined by others and this was a new starting point. The interim Director of Mental Health and Learning Disabilities provided a detailed background into the services currently provided and confirmed that the Blueprint being developed by an external consultant following discussions with local stakeholders in all organisations and some people who use services and other groups who have local interest. It has since been refined by the mental health transformation group which has membership form the IW NHS Trust, IW CCG and IW Council. It offers a view on the shape of services and features that might be expected in transformation citing examples of good practice. He confirmed that the Board is being asked to consider, question any elements for clarity and comment as required to assist in developing general direction for Mental Health services. The Board discussed the plan in detail and concern was raised over the financial provision and what the timeline for delivery was. The interim Director of Mental Health and Learning Disabilities advised the next stage is for the paper to go out to wider consultation when these issues would be addressed. He stressed that good mental health provision is as much about social factors and education as about acute treatment and that the aim was for a partnership of services delivered at a range of levels within the community. Actions:

Mental Health Blueprint – future services to be provided at a range of levels throughout the community and this is to be communicated via the communications team – the Interim Director of Mental Health & Learning Disabilities to discuss with the Head of Communications how to effectively do this.

Resolution: The Isle of Wight NHS Trust Board received the ‘A Mentally Healthy Island – Our Blueprint for Mental Health 2017 – 2022’ report

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LOCALITY MEETINGS WITH PRIMARY CARE Feedback from GPs included:

GPs would like to be engaged earlier in the process and would like more regular updates.

The possibility of holding a half day ‘Mental Health workshop’ for primary care was raised.

GP feedback on the aspirations in the document are broadly positive, they would particularly

like us to focus on building relationships between services and improving access to services,

including rapid assessment and easy access to professional advice.

Options to create capacity in primary care for mental health to be considered including:

o Embedding MH workers within primary care settings

o Social prescribing

o Rapid access to appropriate support when needed

Waiting times for IAPT and Clinical Psychological Therapies were raised as an issue.

Extract from minutes from South Wight, North Wight and West & Central Wight Locality Meetings May 2018 Mental Health transformation and Blueprint Lesley Stevens, Sue Lightfoot and Gordon Pownall gave updates on the changes. Service users are

being honest about services, nationally driven policy, award winning project. Staff are owning the

service and wanting to be part of the solution, workforce is a concern. Primary Care has

acknowledged that feedback on the blueprint is required.

Appendix C

EXTRACT FROM WISR CONSULTATION & ENGAGEMENT

Full Report can be provided on request.

6.2.9 Mental Health

Attendees commented that it should be a part of every pathway and it was

important to tackle it in order to prevent hospitalisation and associated costs.

Some thought the area had enough support already and commented on the

difficulty of judging the severity of illnesses. Even those thinking it was a high focus

area, argued that it was an area that should be tackled differently rather than

increasing services.

There was general agreement that societal stigma played a role in treatment, with

some arguing that prevention should not be left to GPs, but started in schools

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6.3.5 Mental Health

One of the central themes was that support for crisis needs to be 24/7. Charities

were praised for offering good service, but many commented that waiting times in

general were too long and speed was crucial for helping those in a crisis. In

particular, the overall speed was seen as crucial for helping those going through a

crisis, potentially supported by bringing together volunteers and Citizens Advice to

resource telephone advice lines.

There were also comments that the approach to medication needs refining, as some

felt that prescriptions were given only because waiting times were long.

Technology was seen as having potential in providing mental health services,

however it was emphasised that accessibility was key - training would be needed as

well as a recognition that digital services are not for everyone. Access to data via

technology for NHS staff was seen as very important.

The benefits of a holistic approach to mental health was emphasised, with any

changes being based on experiences, and personal health care budgets were not

seen as a positive solution, as it was widely seen that it would raise pressure on

those with mental health issues.

A ‘crisis house’ or recovery centre, that could provide an alternative to Seven Acres

was suggested for respite care.

Using Skype, online health forums and social media to contact services was considered a benefit, where volunteers could help manage phones/social media channels. However, concerns were raised with regards to accessibility and it was felt it would be necessary to hold training sessions to empower people to be able to use social media/new technologies.

There was discussion on allowing access to buy private counselling, although some participants in sessions raised concerns about potentially unaccredited counsellors.

Employment was also considered a factor in coming back after a crisis, with education of employers on mental health seen as helping to reduce stigma and support applicants.

Greater localisation of support was seen as potentially beneficial, such as through Citizens Advice or drop-in centres which would benefit the wider community and not just those with mental health concerns.

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Appendix D

Individuals with lived experience

Families of Individuals with lived experience

Carers of Individuals with lived experience

Adelaide and Gouldings

Age UK Isle of Wight

Alzheimer Café Isle of Wight - Cowes

Aspire Ryde

Barnardo’s

Care Navigators and Community Navigators

Carers IW

CCG Clinical Executive

Citizens Advice

Community Action Isle of Wight

Community Mental Health Team Service User Group

Community Child and Adolescent Mental Health Services including Transition

IWC Counsellors

Dementia Pathfinders

Earl Mountbatten Hospice

Education Leads

Education Services

Executive Member for Adult Social Care and Public Health

Fellowship House (Salvation Army)

Footprint Trust

GP Surgeries

Haylands Farm (LD)

Healing Arts

Health & Adult Social Care Scrutiny Sub Committee

Health & Wellbeing Board

Healthwatch Isle of Wight (Community Interest Group)

HIOW Wildlife Trust

Independent Arts

Inspiring Women's Group (WOW)

IOW Policy and Scrutiny Committee for Adult Social Care and Health

IOW Trust Board

Island Healthcare

Island Youth Trust

Isle Help

IW College

Libraries

Local Area Co-Ordinators (Public Health)

Locality Leads (Parish) - see email

Member of Parliament

Mental Health Service Users & Carers Group

Mental Health & Learning Disability Staff in the CCG

Mental Health Staff in the Council

Mental Health & Learning Disability Staff in the Trust

My Time (Mental Health)

Newport Job Centre plus

NHSE

No Barriers & Osel

Parish Councils - Comms

Parklands Resource Centre

Patient Council

People Matter IW

Phoenix Project

Police

Primary Care

Quay Arts

Riboleau House Day Services

Richmond Fellowship

Sabirian

Salvation Army

Schools

Section 31 Reg Committee

Shaw Trust

South Wight Locality Parish Councils

Southern Advocacy

Southern Housing Group Ltd

The Footprint Trust

The Independent Living Centre

The Shaw Trust (work opportunities)

Vectis Housing Association

Venice Happiness Project

Voluntary Sector Forum

West & Central Locality Parish Councils

West Wight Day Services

West Wight Sports Centre

Westminster House

Wheatsheaf Trust

Women’s Institute (35 IW branches)

Yoppul

Youth Council

Youth Trust

STAKEHOLDER LIST

A wide range of stakeholders were engaged in coproducing the MH Blueprint, including: