• To improve the psychological well-being and mental health of children
• Improved and effective pathways and improved opportunities for partnership working
• Improved knowledge in the workforce about psychological well-being.
• Development of improved and appropriate outcomes
• Up-skilling the CAMHS workforce
• Highlight good practice
• Identify hotspots

Fran Tummey

Webpage

• To improve the psychological well-being and mental health of children through an appropriately trained and skilled workforce
• Enhanced development and retention of staff
• Improved knowledge in the workforce about psychological well-being.
• Development of improved and appropriate outcomes
• Up-skilling the CAMHS and the wider children's workforce

 Fran Tummey

Webpage

• Improved transition for young people with disabilities - specifically the 7 band 2 areas are expected to move up to band 1 by March 2010.
• Improved progress in wider implementation of 'Aiming High for Disabled Children'

• Targeted support to the health economies with the highest risks in safegurding as identifed by the Health Care Commission Review
• Improvements in the commissioning specifications for safeguarding children
• Identification and sharing of good practice in training, supervision and workload management

• Commissioning decisions are informed by expert advice, and
  
• Commissioners are confident of the objectivity of the advice that they receive.

• Greater Understanding of Mental Health and Children's service delivery across West Midlands, including progress against national and local targets.
• Benchmarking processes agreed with organisations, using data routinely collected.
• A defined specification for data to be included within the West Midlands Quality Observatory.
• Increased understanding of identifying the best data sources and their analysis to help local commissioners improve their commissioning processes for better services.

• Local commissioners are supported to review and develop their strategic plans for early years and delivery of the child health strategy committments to the Healthy Child Programme.

• Services are developed in response to clear specifications which articulate desired outcomes.

• Equalities `Dashboard` used by every Primary Care Trust to demonstrate measurable improvement over two years of equality of services.
• Work with commissioners to build a strong and robust evidence base for commissioning services for the whole community.
• Support evidence base to ensure plurality of provider services in the region.

• Greater understanding of the opportunities presented by current children's policy to deliver on Dept Health, Dept Children, Sschools & Families & Darzi Review aspirations and achieve improved outcomes
• Progress in local areas in Children's Trusts' commissioning arrangements & increased stability in commissioning teams
• Sharing of effective practice
• Realising a significantly different strategic landscape for future children's service development, embedded in wider systems, which recognise that children's outcomes are dependent on parents, communities, systems, services and the economic context.

• More efficient use & re-use of our individual and corporate knowledge, building on our learning
• Enhanced capability of our people, as individuals, and greater effectiveness as Teams
• Less duplication of work
• Less Knowledge-loss
• Greater cross-visibility of our own and others' work through increased collaboration and sharing of results
• Greater knowledge in the outside world of the beneficial outcomes that our work achieves
• Greater ability to lead others in the field of KM through demonsatration of practical business benefits

• Ensure ongoing progress in Maternity Matters implementation and provide opportunities for local implementation teams to come together.
• Increase adoption of methodologies to reduce Caesarian Section rates in those areas with highest rates
• Ensure earlier recognition and intervention for women experiencing perinatal Mentl Health problems and ensure that commissioning specifications articulate local arrangements and provision for tertiary services as required.
• Ensure easy access to a range of knowledge to support commissioning and service improvement

• Increased understanding of commissioning options for mental well-being and whole population suicide prevention.
• Enhanced local partnership working.

• To create a full library of comprehensive specifications for services to be available to commissioners across the west midlands commissioning group. This will include a comparison of models of services and best practice, service structure and costs and joint frameworks for contract management and monitoring, performance assessment, outcomes and evaluation. It will also include working across multiple providers, sub- contracting, personalisation and the potential 3rd sector access. Include clear processes for involving user and carer views.
  Results:

• Improved quality of commissioning
  
• Ensure meaningful participation of users and carers in review, improvement and outcome development
  
• Increased understanding of potential commissioning opportunities provided by the third sector.

Project Info

Kevin Heffernan & Mark Rayne

• Development of Mainstreaming of Offender issues into general work of commissioning.
• Improved inter-organisational involvement, greater connectivity of services
• Reduction in health inequalities for service users
• Improvement in commissioning of services for Offenders

• Greater understanding of access prevelance to services for individuals in prison by ethnicity
• Greater integratoion of services for offenders in one place
• Reduction in re-assessment of offenders by different agencies

• Reduction in Serious Untoward Incidents (SUIs) and shared learning across the region from SUIs
• Improved regional co-ordination and integration between National Treatment Agency, Dept Health Public Health Group West Midlands and others

• Improvement in standards through "health competition" between trusts
• Improvement in standards through sharing of good practice
• First ever baseline of performance, allowing for realistic development plans to be set
• Improvement in provision benefitting service users

• Improved use of PCT - wide resources with patients moving promptly and well planned between NHS secure facilities and prisons.
• Greater congruence between prison formularies in the region, with particular reference to opiate based medication
• Greater understanding of alcohol needs and provision in prisons

• Development of provision of services being inclusive of offenders, not silo provision. Offender services are more comparable with community services.
• Improved inter-organisational involvement, greater connectivity of services between community and prison and between health and criminal justice providers.
• Reduction in health inequalities for service users
• Improvement in commissioning of services for offenders

• Service users will have an informed voice in the development of services
• Services will be commissioned and provided in the future that meet the needs of service users
• Providers and commissioners will have an opportunity to have improved dialogue with those who receive services

• Workforce more able to understand their role in promoting mental health well-being and to reduce the medicalisation of mental well-being.
  
• This should ensure more appropriate sign-
  posting to services and greater awareness of support available

• Commissioners have confidence that the pieces of work requested of the RDC are age-inclusive and consider the needs of the whole community.
• Evidence is available to support commissioning of age-appropriate services.
• Commissioners can benchmark using database to ensure accessibility of services to those over 65yrs with Mental Health needs.

• Opportunity to consider impact of personalisation agenda on health services.
• Opportunity to explore delivery of personalisation with Local Athority commissioners.

• Informed decisions from commissioning group on further work needed in this area
• Increased clarity on roles and responsibility in suicide prevention
• Increased strategic approaches to whole population suicide prevention to meet national/regional suicide reduction target.

• To improve the psychological wellbeing and mental health of children, families and school staff
• Improved and effective pathways and improved opportunities for partnership working
• Improved knowledge in the workforce about psychological well-being and emotional health
• Development of improved and appropriate outcomes
• Up-skilling the CAMHS workforce in Tiers one and two
• Highlight good practice

• Increased knowledge, understanding and ability to commission effective services
• Increased utilisation of the Third Sector across prioritised work programmes
• Increased effectiveness and safety of services provided by the Third Sector
• Third Sector organisation becoming more ‘fit for purpose’ and contract-ready
• Service users will receive additional choice within Mental Health services

• Demonstrate evidence that the Third Sector can play a greater role in the whole range of Offender health care
• Provide simple guidance to encourage the use/commissioning of the Third Sector