Agenda item

Jack Lyons-Wainwright, Mental Health Lead at Herefordshire and Worcestershire CCG, explained that engagement with partners on the all age Mental Health and Wellbeing Strategy had begun 2 years previously and 5 key priorities had been developed:

a)     Accessible services

b)     Integrated services

c)     Community empowerment

d)     Person-centred services

e)     Prevention and self-care

The priorities aligned with the NHS Long Term Plan and aimed to complement the Herefordshire and Worcestershire Integrated Care System and the Joint Health and Well-being Strategy. Delivery of the Mental Health and Wellbeing strategy would be overseen by the Mental Health Collaborative Committee. A three-year high level plan had been produced with detailed action plans to follow.

The Mental Health and Well-being Strategy had been approved by Worcestershire Integrated Commissioning Executive Officers Group (ICEOG) and the ICS Partnership Board, but still needed to be submitted to the Herefordshire Health and Wellbeing Board.

Health and Well-being Board Members discussed the Mental Health and Wellbeing strategy and had various questions:

·       With regard to mental health teams in schools, one Board Member raised a concern that the Mental Health and Well-being Strategy did not specifically include Worcester, despite it having some areas of high deprivation. He wished to endorse the project as a pilot rather than it being part of the full strategy. It was explained that in 3 years there would be a refresh and a move towards 100% coverage. As an early implementer there were rules around having a mix of settings around the County, but there was clarity on the next few phases. It was felt that the document needed to be clearer on the intent of having mental health teams in all schools

·       It was suggested that the way the document was written needed to be reviewed and whether it was a completed strategy or a living document

·       It was queried whether the criminal justice system had been involved in the development of the Mental Health and Wellbeing strategy, as it was known that people involved in the criminal justice system were more likely to have mental health issues. It was confirmed that the police would be represented on the Collaborative Committee and would be engaged in the delivery of the strategy. It was agreed that as the criminal justice system was not specifically referenced, the strategy should be amended to detail the full engagement which was intended with the police and fire services.

·       The acute trust welcomed the strategy but asked how it would work regarding place. Each organisation had different roles to play in a Mental Health Strategy

·       It was felt that there should be more focus on locality rather than looking at national data and that an executive summary would be useful

·       The Director of Public Health offered that partners could work together with regards to  the presentation of the document as there was an opportunity to align the Mental Health and Wellbeing Strategy with other work. The strategy was being developed across the system and would be delivered through places and would report back to the Health and Well-being Board.

RESOLVED that the Health and Well-being Board:

a)     considered the ICS Mental Health and Wellbeing Strategy and requested that certain amendments be made; and

b)    that an updated report be brought back to the Board in the New Year for approval.