There is evidence that the relationship between having multiple long-term conditions and experiencing psychological distress is exacerbated by socioeconomic deprivation A significant part of the explanation for poorer clinical outcomes is that co-morbid mental health problems can reduce a to actively manage their person’s ability physical health conditions Detection of co-morbid mental health problems in those with long-term health conditions is not done to a consistently high standard, and often goes undetected Innovative forms of collaborative care (as modelled within this Shine project) demonstrate that providing support for co-morbid mental health needs can reduce physical health costs in acute hospitals and integrated treatment for mental and physical health has better outcomes than overlaying mental health interventions on top of medical treatment Clinical commissioning groups should prioritise integrating mental and physical health care more closely as a key part of their strategies to improve quality and productivity in health care Part 4: Learning from your project The key aims of this project were met which was to successfully introduce collaborative psychological care within an oral and maxillofacial trauma outpatient service in a busy London secondary care hospital. The enablers that helped us to achieve this were: Pre-existing relationships between Institute of Psychotrauma and oral and maxillofacial department (through prior two-year research project) meant mutual respect, confidence and trust between teams was high. This facilitated rapid implementation of service and each team had clear, shared expectations for service model Highly competent clinical psychology staff that included clinical psychologists with service development and entrepreneurial skills, the ability to liaise and lead the MDT to implement service changes, high level communication skills, the capacity to function independently and autonomously within non-mental health setting, the ability to creatively respond to and find solutions to barriers to the service and devise research and disseminate the pilot project at a high level Commitment, enthusiasm, openness and buy-in from lead oral and maxillofacial surgeons and medical team Culture of collaborative and consultative working within the oral and maxillofacial team Inclusion of research staff within team to facilitate evaluation Active engagement from patient representatives that informed service iterations and leant service development ecological credibility MDT buy-in was enhanced over time through responsiveness to clinical need; clinical psychologist the for particularly complex patients, e.g., ‘going extra mile’ occasional in-patient assessments, regular board meetings and rapid communications around these and research expertise of psychology team to support publication output
There is evidence that the relationship between having multiple long-term conditions and experiencing psychological distress is exacerbated by socioeconomic deprivation A significant part of the explanation for poorer clinical outcomes is that co-morbid mental health problems can reduce a person’s ability to actively manage their physical health conditions Detection of co-morbid mental health problems in those with long-term health conditions is not done to a consistently high standard, and often goes undetected Innovative forms of collaborative care (as modelled within this Shine project) demonstrate that providing support for co-morbid mental health needs can reduce physical health costs in acute hospitals and integrated treatment for mental and physical health has better outcomes than overlaying mental health interventions on top of medical treatment Clinical commissioning groups should prioritise integrating mental and physical health care more closely as a key part of their strategies to improve quality and productivity in health care Part 4: Learning from your project The key aims of this project were met which was to successfully introduce collaborative psychological care within an oral and maxillofacial trauma outpatient service in a busy London secondary care hospital. The enablers that helped us to achieve this were: Pre-existing relationships between Institute of Psychotrauma and oral and maxillofacial department (through prior two-year research project) meant mutual respect, confidence and trust between teams was high. This facilitated rapid implementation of service and each team had clear, shared expectations for service model Highly competent clinical psychology staff that included clinical psychologists with service development and entrepreneurial skills, the ability to liaise and lead the MDT to implement service changes, high level communication skills, the capacity to function independently and autonomously within non-mental health setting, the ability to creatively respond to and find solutions to barriers to the service and devise research and disseminate the pilot project at a high level Commitment, enthusiasm, openness and buy-in from lead oral and maxillofacial surgeons and medical team Culture of collaborative and consultative working within the oral and maxillofacial team Inclusion of research staff within team to facilitate evaluation Active engagement from patient representatives that informed service iterations and leant service development ecological credibility MDT buy-in was enhanced over time through responsiveness to clinical need; clinical psychologist ‘going the extra mile’ for particularly complex patients, e.g., occasional in-patient assessments, regular board meetings and rapid communications around these and research expertise of psychology team to support publication output
FINAL%20REPORT_SHINE%202014%20Institute%20of%20Psychotrauma%20%20Royal%20London%20Hospital%20OMS%2008102015%20UPDATED%20VERSION%20for%20WEBSITE_1.docx