mental health

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Bringing together physical and mental health

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are managed. In the view of those involved, the service has given staff on wards

‘the confidence to do the right thing in an increasingly litigious environment’.

The service is developing a set of outcome assessments, closely aligned with the

performance targets for the individual medical units they work in.

Key enablers

••

Key decision-makers in the acute trust were willing to take a risk and develop

a different kind of service model, for which no template existed.

••

There was strong and influential clinical leadership within the trust, in terms

of both mental health and physical health care.

••

The seniority and experience of the team members means consultant

psychiatrists in particular can take ‘positive clinical risks’ and resist the

inclination to admit patients to hospital unnecessarily, or prolong their stay

when discharge would be more appropriate.

••

There was careful selection of senior clinical team members who were very

supportive of the vision driving the service.

••

There was a motivated and cohesive team that quickly established good

working relationships with physicians and nurses.

Further information

Professor Michael Sharpe, University of Oxford. Email: michael.sharpe@psych.ox.ac.uk

Appendices: case study site profiles 85

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