Psychology and Psychotherapy strategy engagement event Thursday 30 th October 2014

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Transcript of Psychology and Psychotherapy strategy engagement event Thursday 30 th October 2014

  • Slide 1
  • Psychology and Psychotherapy strategy engagement event Thursday 30 th October 2014
  • Slide 2
  • Welcome Dr Jane Sayer Director of Nursing, Quality and Patient Safety
  • Slide 3
  • Scene setting Claire Lussignea - Professional Lead for Psychology and Psychotherapy, Norfolk and Waveney
  • Slide 4
  • TimeWhatWho 9.15am10.00amRegistration and refreshmentsAll 10.00am10.10amIntroductionDirector of Nursing, Quality and Patient Safety 10.10am10.20amScene settingClaire Lussignea - Professional Lead for Psychology and Psychotherapy, Norfolk and Waveney 10.20am10.55amPresentationAnna Vizor - Professional Lead for Psychology and Psychotherapy, Suffolk 10.55am11.05amGeneral principles for the psychology and psychotherapy workforce - exercise 1 All 11.05am11.25amQuestion 1 your viewsAll 11.25am-11.45pmBreakAll 11.45pm1.00pmQuestions 2, 3, 4, 5 - your viewsAll 1.00pm1.45pmLunchAll 1.45pm-2.45pmQuestions 6,7,8 - your viewsAll 2.45pm3.15pmOverall view - Option 1, 2 or 3? - your viewsAll 3.15pm 3.45pmQuestions and answersAll 3.45pm 4pmSummary and closing remarksClaire Lussignea and Anna Vizor - Professional Leads for Psychology and Psychotherapy
  • Slide 5
  • Presentation Anna Vizor - Professional Lead for Psychology and Psychotherapy, Suffolk
  • Slide 6
  • "If local NHS commissioners want to improve their budgets, they should all be expanding their provision of psychological therapy. "It will save them so much on their physical healthcare budgets that the net cost will be little or nothing. Professor Lord Layard (2012)
  • Slide 7
  • Psychology (psychologists) demand and supply BPS 2005 recommended increase in clinical psychologists of 15% per year, yet commissioning has stayed stable DCP 2004 need 7300 across NHS for adult and adult LD services: have 6900 in 2010 across all services E of E weighted population is 10.3%: population of psychologists is 8.5% CfWI 2012 predict need for more psychologists
  • Slide 8
  • CfWI recommendations 2013 1.All providers of NHS commissioned psychological therapy services to gather workforce intelligence 2.Further work to be done to raise the profile and secure the future supply of the psychological therapies workforce 3.Employers and providers to undertake workforce capacity assessments for their psychological therapies workforce
  • Slide 9
  • Service users surveys whats the view? Strong public demand for psychological therapies yet many people still find it difficult to access them, therapy is not yet available to all those who may benefit from it, and that waiting times from referral to treatment are too long and vary significantly across the country MIND 2012 One in five people had been waiting over a year, and one in 10 had waited over two years to receive treatment. In addition service users reported they did not always receive sufficient sessions to make genuine progress, and there was not always a real choice of effective treatments available MIND 2010 Consultation questions exercise each question introduced for 5 minutes followed by 15 minute table top discussion
  • Slide 10
  • Slide 11
  • Principles Anna Vizor - Professional Lead for Psychology and Psychotherapy, Suffolk
  • Slide 12
  • Psychology and psychotherapy strategy document: part one Principles that underpin all our work and that stakeholders can assess us against: The psychology and psychotherapy workforce should : 1.Be used to try to meet demand 2.Help to reduce or prevent problems 3.Help to develop practice based evidence 4.Be used to develop new ways of working that reduce distress 5.Demonstrate their cost effectiveness 6.Be accessible to others 7.Be clear about what they do
  • Slide 13
  • Question 1: Service users who need therapy should always be seen by a qualified psychologist or psychotherapist ProsCons High standard Assessed practice Governed practice Fits with NICE guidelines Expensive to deliver Takes a long time to develop workforce Long waits Restricts available interventions
  • Slide 14
  • Question 2: We should see everyone who wants therapy ProsCons Responsive to service users Equal access to those who ask for it Inverse care law Unnecessary time in treatment
  • Slide 15
  • Question 3: How can we offer something to everyone who needs it What the psychology workforce said: 1. Develop the workforce use supervision and training more 2. Use technology to reach more people 3. Make sure there is a psychological understanding of everybody 4. Understand the needs of hard to reach groups better 5. Develop new and better psychologically informed services 6. Work with other agencies to reach more people
  • Slide 16
  • Model of role of psychologists/psychological therapists Over focus: End point, most complex, skewed Sometimes discussed, insufficient knowledge to prevent problems/address early need Hardly discussed, poorly understood Sometimes discussed but hardly ever doing interventions here Psychologists/psychotherapists should assess and intervene at all levels 1.Referred clients receive services 2.Caseloads are properly understood, what is not referred and should it be? 3.Staff should be supported to work well 4.Organisations are understood what influences workers for the better or worse 5.Society how can society be changed to reduce psychological distress impact of inverse care law Understood but poorly addressed Society Organisations Staff teams Caseloads Referred cases
  • Slide 17
  • Question 4: We should improve our clinical and cost effectiveness ProsCons Improve standards Reduce costs Improve outcomes Reduce complaints Takes time to collect and analyse data Restricts expensive options
  • Slide 18
  • Question 5: We should spend some of our time testing new ways of doing things and finding out what works ProsCons Develop new services/interventions Evaluate new approaches Adapt to new presentations more successfully Takes time to try new things out Might stop us using what already works for most
  • Slide 19
  • Lunch Return at 1.45pm
  • Slide 20
  • Psychology and psychotherapy strategy document: part one Principles that underpin all our work and that stakeholders can assess us against: The psychology and psychotherapy workforce should : 1.Be used to try to meet demand Leading not trying. Need not demand 2.Help to reduce or prevent problems - 3.Help to develop practice based evidence 4.Be used to develop new ways of working that reduce distress 5.Demonstrate their cost effectiveness Humanity over cost 6.Be accessible to others 7.Be clear about what they do 8.Across all people working within the Trust 9.Responsive to individual need 10.Co-production/Recovery/Integrated care 11.Service user and carer involvement 12.Workforce intelligence
  • Slide 21
  • Question 6: We should spend time supporting and developing the whole workforce one in ten workers sought support from their doctors and 7 per cent started taking antidepressants for stress. Additionally, their mental health needs were directly caused by the effects of the recession on their workplace CfWI 2013 ProsCons Improve mental and physical health of part of the community Improve knowledge and skills Improve working conditions Improve recruitment and retentions Reduce staff sickness and temporary staffing costs Time with staff is time away from service users Time in training does not always change practice
  • Slide 22
  • Question 7: We should spend more time preventing difficulties by intervening within our communities ProsCons Reduce or prevent problems Integrated working Change within other community settings to support mental wellbeing Knowledge and skill development in society Reduce stigma Community cultural change Time spent working with people who are not ill or having problems Time spent with staff, not with service users Change takes too long to evaluate the impact of us on it Buy in from other agencies might not be good enough to make change Cultural change is too complex for us to make much difference
  • Slide 23
  • Question 8: We should spend some of our time generating income to support the NHS services A Foundation Trust can make money from others outside of the NHS budget, to support its ability to provide services paid for within the NHS budget ProsCons Provide new and different services Motivating for staff More money to provide existing services Time spent doing this is time away from service users Might lead to two tier systems and lack of equitable service
  • Slide 24
  • Final view: Theres a lot to do within a small workforce what shall we do? Current model - Option 1 Some people do lots of some things, others do lots of other things existing model Everything gets done, and this is balanced across a well planned workforce Nothing is clear enough, so some people do what is needed and other people do what they want What would help to provide more clarity about who should do what? Option 2Everybody does everything Pros Everything gets done in equal measure Cons Nothing gets done very well and everybody is overwhelmed Option 3Everybody does most things but a few things are left out Most things get done without people being too overwhelmed Not all things get doneWhat should be left out? What are your priorities?
  • Slide 25
  • Questions and Answers
  • Slide 26
  • Summary Thank you Close