Wakefield Transformation Plan
Total Page：16
File Type：pdf, Size：1020Kb
Future in Mind Wakefield Transformation Plan October 2016 Refresh 2016/17 1 | Page Contents 1 Executive Summary Page 3 2 Wakefield in Context 5 3 Purpose 6 4 Methodology 7 5 The current offer for Wakefield 9 6 Evidence of need 11 7 Consultation and Engagement 13 8 The Wakefield Response 16 8.1 Meeting national priorities 16 8.2 Specialised and Health & Justice Offer 21 8.3 Local priorities 26 9 Delivering the local priorities 27 10 Progress against the Key deliverables 36 11 Rationale for Investment 40 12 Implementation 42 13 Appendices 44 2 | Page 1. Executive Summary In October 2015 Wakefield CCG in partnership with a whole range of services across the area published the Local Transformation Plan, describing the approach for Wakefield in transforming services for children and young people. In October 2016 the plan was refreshed to reflect the progress made and the ongoing work to engage children and young people, and the plans to further improve services. Wakefield has responded in a collective and positive way to the recommendations set out in the Future in Mind report, and subsequent guidance. A project board made up of a range of stakeholders has developed the transformation plan collaboratively, and a number of sub-groups have been established to lead the implementation of the actions identified through the plan. The transformation plan has been driven through engagement – with partners supporting the development of the plan, and building on robust consultation and feedback from children, young people and their families. The Future in Mind project board continues to meet and retain oversight of the implementation of the LTP. The board meets on a monthly basis, and includes strategic representation from the CCG, Local Authority, public health, CAMHS provider, hospital trust, third sector engagement lead, education and schools lead, GP and clinical leads, and other strategic partners. The group continues to be well attended and give robust challenge to the implementation. Underneath the project board the third sector sub group and education and schools sub group continue to meet. Both groups have specific responsibility for delivering key areas of the transformation plan, and these groups have oversight of these areas of work, maintaining grip and challenging progress. Two further sub-groups have been developed to lead planning and implementation in specific areas, and continue to meet. A CSE (Child Sexual Exploitation) subgroup has been developed and meets monthly, to map and develop a delivery model for CYP at risk of or victim of CSE. This group reports in to the Local Safeguarding Children Board (LSCB). A second group has been established to link the risky behaviours themes, with support from alcohol, substance misuse, smoking and sexual health, linking the risky behaviours to mental health and emotional wellbeing. The project lead is leading the implementation of the model and coordinating the community engagement and pulling together the various threads of the plan. Wakefield has taken an asset-based approach to the transformation – building on the strengths that already exist in the area, and the good work that is already happening, including integrated models for delivery and a developing early help offer. The focus in Wakefield is to support children and young people at the earliest point in their life, at the earliest point in their problem, and support mental health and wellbeing in children and young people through prevention and awareness raising and developing an early intervention response. Services are now being delivered provided in a multi-disciplinary way, with joint assessments and care plans across organisations. All partners will be involved in the care pathway; and universal and early help practitioners will be empowered to support children and young people with their mental health and wellbeing needs, through training, clear pathway and clinical support and oversight. 3 | Page Care in Wakefield is taking a whole family approach, with the integrated care offered including support to parents and carers and siblings to ensure the work with the child or young person is embedded and supported, and that children and young people are supported to live in an environment that nurtures positive mental health and wellbeing. The outcome for Wakefield continues to be that children and young people being supported before their issues can escalate, by services they choose to engage with, and have a positive and meaningful relationship with. This will allow commissioners and providers to commit further resources to prevention and early help, through reducing the demand for higher cost clinical and complex interventions by supporting children and young people earlier in their lives. This will support specialist services by reducing demand in a sustainable and meaningful way, and improve outcomes for children and young people in Wakefield. 4 | Page 2. Wakefield in Context Wakefield is a city in West Yorkshire, with a resident population of 329,708. The area is served by one local authority – Wakefield Metropolitan District Council, and one Clinical Commissioning Group – NHS Wakefield CCG, with a registered population of 361,651. The district continues to recover from the effects of the economic downturn. Numbers of people in employment is increasing; and the performance of the economy is improving. However, come concerns about the economy remain. The long-term impacts of welfare reform are not clear, and reductions in benefit claimant numbers need to considered alongside trends in benefit sanctions and whether those leaving benefit are actually finding employment – and if not, how will they be affected in the long-term. There are also some early signs of a reduction in the number of people entering higher education, coinciding with the increase in university tuition fees. This could affect the rate at which Wakefield’s skills gap closes on the national average. Three major developments are currently underway within the Wakefield District. City Fields (opposite the local Pinderfields Hospital) is the first of the developments to commence and will provide 2,500 new homes over the next 15-20 years. Work is ongoing to determine the impact on healthcare provision of the development, and the wider impact on health and wellbeing in the area. The transformation plan will be reviewed in the context of these developments, to ensure Wakefield continues to meet the needs of children and young people. The population is continuing to grow, mainly as a result of an increasing birth rate, and people’s satisfaction with their local area as a place to live is in-line with the West Yorkshire average. While people are living longer, the district still has some significant health problems including relatively high incidence of smoking. Levels of physical activity are also low and less than a third of adults aged over 20 have a healthy weight. A number of aspects of child health are improving but Wakefield still compares poorly with elsewhere when looking at mothers smoking during pregnancy and breastfeeding initiation rates. The achievements of the district’s schools and pupils generally compare well to national averages, although there are much lower levels of achievement among children from poorer backgrounds. Child population information is included at Appendix A. Wakefield CAMHS is under increasing demand, with referrals for the service rising year-on-year. Consultation with children, young people and provider services challenges the current availability of services, the choice of services available, and the time it takes to access support. 5 | Page 3. Purpose The Future in Mind programme has given partners in Wakefield the opportunity to continue to effectively transform the local offer of mental health and wellbeing services for children and young people. Significant progress has already been made in developing services, and the purpose of the programme locally was to build on the progress made to date, but to increase pace, and to ensure that progress was being made holistically, and that engagement and involvement in planning and delivery included a full partnership and provider representation. The strength and relevance of the programme is achieved through strategic buy-in across the partnership, and complete provider engagement, to ensure that whilst there is sufficient strategic steer to manage the planning, that there is also enough engagement and understanding on the ground to effectively implement the changes and recommendations. The implementation of the programme in Wakefield had this strategic model with total partnership engagement at the heart of its development. Whole system change and cultural shift are key to making sustained improvements in services. Whilst the Future in Mind programme provided clear national guidance, it is also important to effectively reflect local priorities, and set the national guidance in the local context. The local programme continues to use consultation and partner engagement and an evidence basis to ensure that recommendations are developed in line with local priorities, working closely with partners and the communities of Wakefield to plan and deliver services together. 6 | Page 4. Methodology The fundamental method of developing the transformation plan locally was planning and implementation through partnership and collaboration, and this engagement has been vital. Clear governance has been established and the vision and purpose as well as progress updates have been discussed across key strategic forums. Wakefield CCG continues to be Lead Commissioner for the Future in Mind project. WCCG is coordinating and chairing project group meetings and regularly reporting on progress through the relevant groups. A project board is leading the development of the transformation plan, made up of key stakeholder leads to represent the range of services available for children and young people’s mental health and wellbeing. The group has agreed Terms of Reference (Appendix B) which includes a list of the group membership. The membership of this group has sought to engage representation from all partners.