3 June 2021 – Mental Health Network – governance during the COVID-19 pandemic webinar

Topics of discussion in this week’s webinar included CAMHS, non-executive directors and organisation irritability.

Overheard during the webinar:

“The growing demands being made of CAMHS are a concern. There are three main pressures: an increase in demand, workforce pressure and bed closures. We’re seeing an increase in referrals relating to eating disorders.”

“I’d like to raise the issue of governance and the level of detail relating to the service. Family contact is too detailed for the board to get in to and we have to look at the capacity of the NHS. At the consultant level, there’s a crisis caused by demand. There’s a wider issue and a structural question – there’s a case for further provision. I think a conversation with NHSE/I is required.”

“Conversations need to be moved forward. We must understand the evidence based on modelling demand and capacity used as shared tool across services. System P was developed for this approach to modelling and prediction. For example, in Liverpool there are 3,500 complex-needs people at a cost of £87M per annum. System P modelling around it helped improve understanding of the care, focus, demand and how care pathways have the potential to be resigned. […] The model has the potential to draw in social network boards. At board/governance level, it can be managed through BAFs and shared risk.”

“A review of people engagement is required, and a culture reset. We need open discussion to overcome barriers. A different approach to working is needed – we must be more creative. The role of the board is to signal and empower all to do this.”

“Chairs have different styles and experience and how they operate. I meet with non-execs monthly, building awareness of a more rigorous approach. We built our board to reflect mixed skills from medical and nursing backgrounds. They take responsibility for governance, manage risk differently and give support. It’s the responsibility of the board to help shape and change the strategy. There is also a need for shared provider grouping. Shaping what matches the need of recipients. How do we show this? A good relationship with the chair of the acute provider is fundamental, as is the ability to show how effective this is.”

These meetings are by invitation only. For further details, visit our events page.

If you have any comments, questions or suggestions about these webinars, please contact: events@good-governance.org.uk