King’s Health Partners | Behavioural and Developmental Psychiatry: Clinical Academic Group Outcomes
Psychological Medicine Clinical Academic Group King’s Health Partners nn King’s Health Partners brings together: nn three of the UKs leading NHS Foundation Trusts nn a university ranked 8th in the world for clinical, pre-clinical and health nn 4.2m patient contacts each year nn over 36,000 staff nn more than 25,000 students nn a combined annual turnover of £3.1bn nn services provided across central and south London and beyond, including nine mental health and physical healthcare hospitals and many community sites nn a comprehensive portfolio of high quality clinical services with international recognition in cancer, diabetes, mental health, regenerative medicine, transplantation, cardiac and clinical neurosciences nn a major trauma centre and two hyper-acute stroke units King’s Health Partners | Psychological Medicine Clinical Academic Group
About King’s Health Partners
King’s Health Partners Academic Health Sciences nn increase the value of the care we provide and Centre brings together one of the world’s top the outcomes we achieve for our patients and research-led universities, King’s College London, service users and three of London’s most prestigious and highly regarded NHS Foundation Trusts – Guy’s and nn integrate care across local primary, St Thomas’, King’s College Hospital and South secondary and social care services to make it London and Maudsley. easier for people to get the care and support they need Our partnership provides a powerful combination of complex clinical specialties that cover a wide nn improve the public health of our local range of physical and mental health conditions community by tackling inequalities and and a breadth of research expertise that spans supporting people to live healthy lives disciplines from medicine and biomedical sciences to the social sciences and humanities. nn bring together our collective strength and expertise in a range of specialist There are three parts to our mission: excellence areas to deliver world-leading care, in research, education and clinical care. research and education
To support our mission, we are delivering We are uniquely structured to deliver our mission programmes of work to: for excellence. Our 21 Clinical Academic Groups (CAGs) bring together all the clinical services nn join up mental and physical healthcare so that and staff from the three trusts with the relevant we treat the whole person, mind and body academic departments of King’s College London.
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Foreword
At King’s Health Partners we are committed to The primary purpose of King’s Health Partners is to improving outcomes for our patients and service improve health and wellbeing locally and globally. users and achieving maximum value for money We must deliver this goal in a challenging economic in everything we do. We believe that being open environment with rising demand for, and costs and transparent about the care and outcomes we of, healthcare. We will only achieve sustainable deliver results in a culture of improvement across health improvement if we strive always to increase our partnership. value. We define value in terms of outcomes that matter to patients, over the full cycle of care, This is why we are publishing a series of outcomes divided by the cost of producing those outcomes. books that will help patients, service users, carers, By publishing outcomes books we have more referring clinicians and commissioners to make better information to support us measuring the value informed decisions, and our staff to drive up the of the healthcare we provide. quality of the care we provide. The books report key outcomes for treatments provided by our 21 Clinical Our goal is to increase the depth and breadth of Academic Groups (CAGs). CAGs form the building reporting each year. Books will be updated regularly blocks of our Academic Health Sciences Centre. By to demonstrate progress against our mission to bringing together our clinical and academic staff achieve world-class research, education and clinical across teaching, training and research, we can use care. We hope you find these data valuable. their combined expertise to achieve better outcomes Please send comments and suggestions to us for our patients and service users. at [email protected]
Our books are designed for a clinical and lay For more information please visit our website audience and contain a summary of patient at www.kingshealthpartners.org volumes and measures (e.g. length of stay, re- Professor John Moxham, Director of Clinical admissions, patient experience), clinical outcomes, educational activities, technological and research Strategy, King’s Health Partners innovations and publications. They also focus March 2017 on other important measures, such as staff satisfaction and wellbeing.
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Foreword from CAG Leadership
The Psychological Medicine CAG is central to the The CAG structure changed in July 2016 to form King’s Health Partners mission in having a major the new Psychological Medicine and Integrated focus on delivering research and clinical care across Care CAG. This was the result of a merger of mental and physical health. The CAG comprises the Mood, Anxiety and Personality CAG and of academic and clinical staff working within the Liaison and Specialist services of the old King’s College London, clinical services within Psychological Medicine CAG. We hope the book the secondary care setting providing front end gives an overview of our clinical services, research crisis function and tertiary specialist services with highlights and the strategic vision of our CAG a focus on physical/psychological interface of the within King’s Health Partners and will provide South London & Maudsley NHS Foundation Trust. a foundation for the future measurement of This book highlights the clinical outcomes of the the progress and delivery of the Psychological diverse range of services across the CAG and more Medicine and Integrated Care CAG. importantly the service user experiences based on information obtained from 2013 to 2015. Ranga Rao, Clinical Director
Apart from providing high quality of services, Matthew Hotopf, Academic Director demonstrating clinical outcomes that are meaningful for service users and clinicians and Steve Davidson, Service Director that can be measured as part of the routine clinical activity forms an integral part of our governance strategy.
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Contents
The value of partnership at King’s Health Partners 05 Introduction 08 CAG leadership 10 Our vision and strategy 11 Our services 13 Introduction to service user and carer engagement and experience 19 Introduction to clinical outcome measures 22 CASCAID service 25 Psychosexual service 34 Eating disorders care pathway 42 Mother and baby/Perinatal services 55 Chronic fatigue service 68 Quality and safety measures across the Complex Care Pathway 79 Mental health liaison 82 Triage services 84 Home treatment teams 92 Quality and safety measure for crisis care pathway 100 Neuropsychiatry 104 Research in focus 109 Neuro-radiology 111 MRI 112 Research in focus for neuropsychiatry 113 Staff satisfaction 118 Education and training 121 Academic research and innovations 128
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The value of partnership at King’s Health Partners
The mind and body are inseparable, and mental mental ill health improves physical health outcomes and physical health conditions are often connected. and vice versa.
The average life expectancy for someone with Right across our partnership, we are committed a long-term mental health illness is much shorter to joining up and delivering excellent mental and than for someone without, often due in part to physical healthcare, research and education so smoking, obesity, diabetes or alcohol misuse. that we treat the whole person, by: Likewise, many people with long-term physical health conditions suffer from depression or nn screening all patients with chronic physical other mental health conditions. diseases for mental health conditions, and using the learning from this to improve the Despite this, health services separate care into care we provide physical and mental and often fail to share patient information. nn improving our understanding of the physical health needs of people with severe mental At King’s Health Partners we are working to ill health overcome these barriers by treating the whole person. We are committed to caring for vulnerable nn addressing the traditional distinctions between patients with both physical and mental ill health in the mind and body in research and education an integrated manner with better, faster diagnosis allowing us to train students and staff to and treatment because we know that addressing deliver more integrated care
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nn better organising and expanding current Alcohol strategy – key aims training provision for physical and psychiatric comorbidity nn developing appropriate resources for clinical staff and patients nn working with our local commissioners to find new ways of paying for integrated services nn developing and implementing training for all staff on harmful drinking supporting early nn linking IT systems across our partner trusts identification and intervention so that clinicians have access to a person’s physical and mental care records nn establishing ourselves as a centre of excellence for integrated research, training nn investing in innovative programmes such and practice in the management and as IMPARTS (Integrated Mental and Physical prevention of alcohol misuse Healthcare: Research, Training and Services) and 3DfD (3 Dimensions of care for Diabetes) nn attracting funding for future alcohol clinical, training and research initiatives nn recognising the importance of employee mental and physical health and wellbeing. nn monitoring the impact of the strategy on indicators of alcohol related harm Public health Tobacco strategy – key aims Public health is one of our biggest challenges. At the root of much of the ill health in south nn supporting all clinical sites to be smoke-free London is a high incidence of smoking, alcohol abuse and obesity. With our health and social nn developing an informatics structure for care partners, we are developing strategies to routinely and systematically recording tackle these public health priorities. We are also smoking status developing plans for a new Institute for Urban Population Health, a collaboration with local nn support, referrals and treatment uptake for partners to bring about transformational change smoking cessation across the partnership to health in local communities. We want to achieve a measurable improvement and impact on health nn co-producing clinical care pathway for gain and local management of physical and nicotine dependence treatment mental health problems through new evidence based interventions.
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nn developing and implementing training and biological data, extending at one end to packages for smoking cessation interventions clinical decision support embedded in electronic for all our healthcare professionals medical records (EMRs), sharing of clinical data to enhance care and outcomes, through nn monitoring the impact of our smoking to research recruitment and participation, cessation strategy in relation to knowledge with strong patient engagement throughout. and uptake of skills by staff, uptake of We have developed a clear strategy and action smoking interventions, outcomes of plan to maintain and develop leadership in the interventions, user satisfaction, prevalence of field of informatics. smoking, cost-effectiveness of interventions Systems have been developed to enable electronic healthcare records to be Informatics shared across our partner organisations and with other healthcare organisations. Informatics is at the heart of our plans to join Our work includes the award-winning up care, research and education. Data is one ‘MyHealthLocker’ programme, the Clinical of our most important assets at King’s Health Record Interactive Search (CRIS) and King’s Partners. We are proud of our ability to control Health Partners Online. We are working with information systems for the purpose of data patients to make electronic patient information creation, curation and analysis with strong available in an anonymised format between and transparent information governance partner trusts, primary care and social care. processes throughout. This control enables our Together we have a powerful information exploration of the relationship between clinical resource for both practitioners and researchers.
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Introduction
The Psychological Medicine CAG is central to the Vice Dean for Medical Education and a leading King’s Health Partners’ mission in having a major expert in military health. focus on delivering research and clinical care across mental and physical health and is world- Matthew Hotopf is Professor of General Hospital class in research and clinical provision for eating Psychiatry, theme lead and director of the disorders and chronic fatigue. Biomedical Research Centre Nucleus.
Our CAG comprises academic and clinical staff Our senior academics have specific research working within King’s College London, King’s interests in the field of epidemiology, medically College Hospital and Guy’s and St Thomas’ unexplained symptoms, neurology and Hospital. We provide a front-end crisis function long-term conditions. and tertiary specialist services, with a focus on physical and psychological care at the South Our academic portfolio includes basic research London and Maudsley NHS Foundation Trust. into psychological and social processes, including epidemiology and health psychology, as well A particularly important part of the King’s Health as biological approaches. Some examples of Partners’ mission for our CAG is working in academic activities include: collaboration across mental health and physical health services. We are achieving this by working nn work by Wessely and Chalder on chronic closely in those clinical and research pathways fatigue syndrome. In particular, detailed that straddle traditional physical and mental clinical studies to develop a cognitive health divides. behavioural model to understand the condition, developing interventions We have a strong academic focus, with two high through a series of randomised control profile academic leaders within the Institute of trials and providing evidence of impact Psychiatry, Psychology and Neuroscience (IoPPN). for the development of National institute Professor Sir Simon Wessely heads the Academic of Clinical Excellence (NICE) guidance. Department of Psychological Medicine and is the
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nn similar work on unexplained symptoms has and through identification of joint business demonstrated their frequency in medical clinics planning components. and is, developing a model for treatment and demonstrated efficacy in randomised trials. Mood, Anxiety and Personality CAG nn work on physical diseases including diabetes and cancer has emphasised the Collaboration is underway in the development need to improve physical health outcomes of care pathways for people entering the service by addressing psychiatric disorders and for the first time or in crisis. Overlapping pathway psychological processes. This has led to a trial development between Mood, Anxiety and demonstrating the benefits of motivational Personality assessment teams and A&E services interviewing and cognitive behavioural therapy was previously facilitated by the joint service (CBT) in glycaemic control of diabetes. director. From July 2016, a merger of the Mood, Anxiety and Personality CAG and the Liaison and In order to promote the physical/mental health Specialist services of the Psychological Medicine overlap, King’s Health Partners has awarded CAG created the new Psychological Medicine a grant to our CAG to demonstrate the and Integrated Care CAG. practicalities of identification of patients with mental health problems in the general medical setting. This includes informatics to screen for Links with GPs and GP consortia and identify depression and anxiety and to support staff training. Involvement in this work is via our collaboration with the Mood Anxiety and Personality CAG, who are leading on GP engagement. Collaborations with other clinical academic groups and GPs
Psychosis CAG
This work centres on developing the crisis / acute care pathway and the effective management of inpatient beds. Collaboration is steered through the inpatient development group
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CAG leadership