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Action 16 of the Mental Health Strategy 2017-27 committed to fund the introduction of a Managed Clinical Network to improve the recognition and treatment of perinatal mental health problems. Recruitment to the network has been completed and it is now operational

The network is conducting a review of services (both statutory and voluntary), available to women who experience any perinatal mental illness, across Scotland. This will be completed within the coming year. The network will then make recommendations regarding the adequacy of provision and how any identified gaps in service provision could be filled.

Action 16 of the Mental Health Strategy 2017-27 committed to fund the introduction of a Managed Clinical Network to improve the recognition and treatment of perinatal mental health problems. Recruitment to the network has been completed and it is now operational.

In its review of current provision, the network will pay particular attention to pathways into care for women who may live some distance from an existing MBU and will make recommendations on improving access where difficulties emerge. Both existing MBUs have put in place online resources which provide information for the public and professionals on accessing MBU care and what to expect if an admission takes place.

Action 16 of the Mental Health Strategy 2017-27 committed to fund the introduction of a Managed Clinical Network to improve the recognition and treatment of perinatal mental health problems. Recruitment to the network has been completed and it is now operational.

The network is undertaking a review of current education and training across disciplines, including mental health nursing, over the course of the coming year. The network is also working with NHS Education for Scotland to identify a training plan for professionals, including mental health nurses working within specialist perinatal mental health services and those working in general mental health services.

In developing local approaches, individual GP practices will be consulted by their Health Boards at appropriate junctures.

The Programme is using Managing Successful Programmes (MSP) methodology which includes requirements around risk. A key role of the Vaccination Transformation Programme governance will be to identify and manage risk, undertake equality impact assessments, and establish quality metrics for monitoring the impact of the new delivery model. Local risk assessments will also be carried out as plans progress.

At the heart of any change must be the core principle of patient safety. That is why our planned approach is of a three year transition with changes to services only taking place when it is safe to do so.

The Vaccination Transformation Programme will not mandate how Health Boards will deliver vaccinations in their area. Rather the programme will support Health Boards in implementing local delivery solutions that best suit them, their patients, and their geography. The solutions developed may involve establishing immunisation teams, contracting local GPs, or a combination thereof. As service providers, the local Health Board will ensure that the service they design provides best value for money.

A core principle of the Vaccination Transformation Programme is that services will continue to be delivered to patients in a safe, sustainable and acceptable way. It will be a matter for Boards locally to determine whether or not any change in service provision will warrant consultation with the public, for example if there is a meaningful change in how patients access services, but in many cases this is not likely to be necessary.

In some parts of the country NHS Boards have already taken over responsibility for delivering vaccinations previously delivered by GPs, and all NHS Boards currently deliver school-based vaccinations.

The Vaccination Transformation Programme will support Health Boards to design local solutions to vaccination delivery. Health Boards will be able to make different arrangements in their areas to suit local circumstances. In some areas GPs may continue to deliver vaccination programmes through local agreements.

One of the key principles of the Vaccination Transformation Programme will be to implement new models of delivery that do not adversely impact on uptake rates. While GPs will no longer be responsible for the delivery of vaccinations, it is likely that general practice premises will still be used to deliver vaccinations allowing opportunistic immunisation to continue. Different delivery options and a changing NHS and public health landscape may also provide opportunities and benefits which are not possible within current arrangements. At present local variation in uptake of the flu vaccine across GP practices is monitored closely and appropriate interventions applied to improve uptake. New Primary Care clusters will work closely with HSCPs and make use of intelligence and data to continue monitoring uptake in their areas and provide support as necessary.

NHS Territorial Boards continue to make limited use of the independent and private sector for health care services. Total spend decreased from £78.5 million in 2015-16 to £72.0 million in 2016-17.

Spend by each Board for 2016-17 is set out in the following table. Figures for
2006-07 to 2015-16 were provided in response to question S5W-05822.