NHS staff morale at the Greater Manchester Mental Health Trust at record low

Morale amongst staff at the Greater Manchester Mental Health Trust is at a record low, new figures show. Morale among staff was scored at 5.5 out of 10 in autumn 2022 – down from 5.8 the year before and the lowest since comparable records began in 2018.

EMBARGOED TO 0001 MONDAY FEBRUARY 20 File photo dated 18/01/23 of a general view of staff on a NHS hospital ward at Ealing Hospital in London. Junior doctors in the Hospital Consultants and Specialists Association (HCSA) have said they will strike for the first time in the union's history next month in a dispute over pay. A ballot of training-grade doctors employed by NHS trusts in England in January saw 97.48% vote in favour of striking, on a 74.76% turnout. Issue date: Monday February 20, 2023.

Morale amongst staff at the Greater Manchester Mental Health Trust is at a record low, new figures show.

NHS Employers, an organisation representing NHS staff, said frustration among the workforce across England is not surprising given several months of industrial action.

Health think tank The King’s Fund said the latest findings from the NHS Staff Survey for England show workers are at “breaking point”, and called on Prime Minister Rishi Sunak to look after staff as he attempts to bring down waiting lists.

Morale among staff at Greater Manchester Mental Health NHS Foundation Trust was scored at 5.5 out of 10 in autumn 2022 – down from 5.8 the year before and the lowest since comparable records began in 2018.

Across the country, the overall morale score – which is a composite score of 13 questions, focusing on stress, work pressure and desires to leave – also fell to its lowest point in the five years.

Morale was scored at 5.7 out of 10, down from 5.8 last year and a peak of 6.1 in 2020.

Danny Mortimer, chief executive of NHS Employers, said: “It is no surprise given that we have now witnessed several months of industrial action by NHS staff that those same staff, who have worked through extraordinary challenges over the past few years, have expressed their feelings of deep frustration in these responses.

“It is of course concerning to see that 17% of staff considering leaving for another job will do so as soon as they find one and that, despite the continuing efforts of health leaders to recruit and retain employees, the numbers of those willing to recommend the NHS as an employer has also dropped.”

Mr Mortimer highlighted staff dissatisfaction regarding pay, while recent industrial action has been taken by nurses, doctors and ambulance workers, with staff seeking pay increases during the cost-of-living crisis.

The survey shows just 25.6% of staff across the country were satisfied with their current level of pay – the lowest level in five years and substantially down on a peak of 38% in 2019.

In the Greater Manchester Mental Health Trust, 29.1% of staff were happy with their current salaries last year – down from 39% the year before.

Mr Mortimer called for the Government’s NHS Workforce Plan – which aims to address concerns regarding the recruitment and retention and staff – to be published.

Sally Warren, director of policy at The King’s Fund, said the findings show “staff are being stretched to breaking point”.

Ms Warren said: “Staff feel undervalued, under huge pressure and are questioning their roles in the NHS.”

She added: “Looking after staff in the NHS should be the Prime Minister’s first priority if he wants to reduce waiting lists and waiting times.”

Health and Social Care Secretary Steve Barclay said: “I am hugely grateful to all NHS staff for their hard work. Through the NHS People Plan, we’re taking action to make the NHS a great place to work, from investing in learning and development to better supporting staff mental health and wellbeing.

“We’re also making progress to recruit more staff, with more than 4,900 doctors and almost 11,100 more nurses compared to a year ago, and we will soon publish a long-term workforce plan setting out plans to support and grow the workforce.”

Full story here

Source: Manchester World, 14th March 2023

The CHARM offensive

Saturday 20 May 2023, 12.00pm – 4.00pm, Peoples History Museum, Manchester

Come along to find out more about CHARM’s campaign work for social justice in mental health; addressing discrimination, exclusion and neglect in mental health in Greater Manchester through creative, peaceful direct action, and how you can get involved with it.

As Part of The CHARM offensive event, we will make keyring charms out of fabric to highlight the work of the Community for Holistic, Accessible, Rights Based Mental Health (CHARM). The session will involve stitch and sensory elements, and as always, making together to create a sense of community.

The Fabric of Protest

Join an afternoon of talks and creative activity at Peoples History Museum in collaboration with the Community for Holistic, Accessible, Rights Based Mental Health (CHARM).

Keyring made from fabric with the words 'not alone' at The Fabric of Protest workshop at People's History Museum.

This event includes The Fabric of Protest workshop, 1.00pm – 3.00pm; please book your place for this workshop separately.

Part of Mental Health Awareness Week 2023.

Suitable for 11+ (under 18s must have an accompanying adult).

Saturday 20 May 2023, 1.00pm – 3.00pm
The Fabric of Protest
Full price £15 | Concession £10 | FREE
Join this creative workshop for some stitching, chatting, and sharing inspired by the museum’s collections.

What you’ll get:
Techniques taught by professional artist Helen Mather
Materials included for your creations onsite
A specially designed resource for online sessions
Explore resources and creations to inspire yours.

All textile abilities welcome, suitable for ages 11+ (under 18s must have an accompanying adult).

Keyring made from fabric with the words ‘not alone’ at The Fabric of Protest workshop at People’s History Museum.This month:

Part of The CHARM offensive event, we will make keyring charms out of fabric to highlight the work of the Community for Holistic, Accessible, Rights Based Mental Health (CHARM). The session will involve stitch and sensory elements, and as always, making together to create a sense of community.

Part of Mental Health Awareness Week 2023

All textile abilities welcome, suitable for ages 11+ (under 18s must have an accompanying adult).

Book your place now

Not suitable for groups of more than five people
All materials provided
If you require British Sign Language (BSL) interpretation and/or Audio Description please contact access@phm.org.uk or 0161 838 9190

Part of PHM’s co-curated programme of activity exploring the history of disabled people’s rights and activism.

Police car attending mental health emergencies in Wigan is making a real difference

Wigan has its own mental health joint response car, which helps to ease pressure on other emergency services by going to people in a crisis. It was launched in 2020 by Greater Manchester Police and Greater Manchester Mental Health NHS Foundation Trust and has proved to be so successful that it is now being rolled out across Bolton, Salford, Trafford and Manchester.

PC Tom Stanford and senior nurse practitioner Natalie Marland
PC Tom Stanford and senior nurse practitioner Natalie Marland

Senior nurse practitioner Natalie Marland is one of the mental health staff working in the car with police officers, including PC Tom Stanford, a response officer at Wigan police station.

PC Stanford said: “The majority of the time we have a positive response. When people realise we have a mental health nurse with us, it tends to calm the situation down completely.

“What we find is people are more happy to speak to a mental health nurse than a police officer.”

When an incident is reported to the police, the call handler will consider whether it involves someone who needs mental health support.

Pc Tom Stanford and senior nurse practitioner Natalie Marland set off from Wigan police station
Pc Tom Stanford and senior nurse practitioner Natalie Marland set off from Wigan police station

It could be someone threatening to harm themselves, a missing person or an elderly person with dementia, for example.

Miss Marland said: “It can literally be anybody that can present in crisis. We are there to help them in that period of time and see what we can do to alleviate some stressors or concerns they are enduring at that time.”

The mental health response car is deployed to wherever it needs to go in the borough. Miss Marland can check mental health records en route to find out if the person they are going to see is already known to services and what help they are receiving. It means she has a head-start in helping the person in crisis.

Once the police officer has checked everything is safe, Miss Marland can speak to the person struggling with their mental health. Even if a crime has been committed, their mental health is addressed first.

Miss Marland can carry out an assessment and consider the right support or treatment for them.

She has worked across mental health services in her career so has a wealth of experience when speaking to people. 

She even carries a packet of cigarettes – despite being a non-smoker – in case it helps someone to feel at ease.

After the assessment, Miss Marland can look at taking them to a place of safety, helping them to access further support from community services or taking them to hospital.

She can refer people to a whole host of NHS services, but also for support with drug and alcohol problems, bereavement, PTSD, debt, housing and social care.

But sometimes it is as simple as asking a GP to review a patient’s medication.

Miss Marland said: “Any contact that we have with anybody, I would send a detailed assessment to their GP.

“It might be they are not on any medication but are asking for an anti-depressant, so I could put that in my report. 

“They will get that the next day and it will be sorted in a few days. But with the current system, it could take weeks and weeks.”

Without the mental health clinician’s attendance, police officers would be limited in the help they could offer to someone in a mental health crisis.

They may even have to detain them under section 136 of the Mental Health Act and spend several hours waiting at A&E until they are seen.

But the mental health joint response car means people can be seen quickly and get the help they need in the least restrictive way.

PC Stanford said: “It’s a better option for the person. Natalie will assess them straight away and get the assessment typed up so it’s in the system.

“But if they are taken to the hospital by police, they get more annoyed in a waiting room and then seeing doctors. It’s a very long process.”

Working alongside mental health clinicians has allowed police officers to improve their own skills when speaking to someone in a crisis, if the mental health joint response car is not available.

PC Stanford said: “From an officer’s point of view, it’s good to see how Natalie works and the type of questions she asks and to see how she does those assessments. 

“When a mental health nurse isn’t there, you can adapt your approach to people.”

The partnership eases pressure on the police and hospital, with further work being done to help frequent callers.

It also reduces demand on the ambulance service, as sometimes the mental health joint response car can attend an incident instead.

Miss Marland said: “They might be a category five call, which is about eight hours, but we can be there in an hour. We do cancel a lot of ambulances by going to see people.”

The mental health joint response car is having a big impact in Wigan, with 902 referrals made to the team between April 2022 and January this year.

This resulted in 570 A&E avoidances and 411 section 136 assessment avoidances.

A “street triage form” was filled out for 819 of these referrals, which resulted in: 30 hospital admissions; 233 already open to mental health services were handed over to their current service; 76 referrals to the mental health assessment team; 32 referrals to the home-based treatment team; 47 referrals to primary care; 177 GP referrals; and two receiving a triage car action plan.

It is hoped its success can be replicated as it is now being rolled out.

Source: Wigan Today, 4th March 2023

‘We saw staff laughing at the people they were supposed to be looking after’

Inspectors found ‘disproportionate levels of restraint’, ‘care plans not being followed’, ‘people spending most of their time along in their rooms’. The Breightmet Centre for Autism in Bolton has been deemed ‘inadequate’ for a second consecutive time by health watchdog the Care Quality Commission (CQC). A damming report has now been released.

The Breightmet Centre for Autism in Bolton (Image: M.E.N.)

A troubled mental health hospital has been slammed by inspectors, whose ‘worrying’ visit uncovered ‘disproportionate levels of restraint’; ‘care plans not being followed’; and ‘people spending most of their time alone in their rooms’.

The Breightmet Centre for Autism in Bolton has been deemed ‘inadequate’ for a second consecutive time by health watchdog the Care Quality Commission (CQC). A damming report has now been released.

“Vulnerable people were relying on all staff members to act as their advocates, to help them live their best lives and it is unacceptable the people they relied on were treating them this way,” they wrote. 

“We also saw staff laughing at the people they were supposed to be looking after.”

The hospital was previously rated ‘inadequate’ and placed in special measures following an inspection in March 2022. The latest review in December saw officials ‘witnessing incidents that gave them real concerns about people’s dignity and their experience of using this service’.

The Breightmet Centre for Autism is an independent hospital run by ASC Healthcare Limited. It provides support to adults with a learning disabilities and people with autism. At the time of the inspection, there were 12 people using the service.

Inspectors found ‘disproportionate levels of restraint’; ‘care plans not being followed’; and ‘people spending most of their time alone in their rooms’. Inspectors said they were left ‘worried’ by the inspection. 

The latest inspection was carried out to follow up on the warning notices issued at the 2021 inspection and assess whether improvements had been made. CQC did not find enough improvement had been made. 

The facility remains ‘inadequate’ overall and ‘inadequate’ in the ‘safe’, ‘effective’, ‘caring’ and ‘well-led’ categories. 

CQC is now taking further enforcement action, and if there is not rapid, widespread improvement, will start the process of preventing the provider from operating the service.

Debbie Ivanova, CQC’s director for people with a learning disability and autistic people, said: “Much like the findings from our previous inspection, we still didn’t see enough significant improvement to reassure us that leaders at Breightmet had turned things around. More worryingly, we witnessed incidents that gave us real concerns about people’s dignity and their experience of using this service. 

“We witnessed staff using a disproportionate level of restraint, and care plans weren’t followed in ways such as helping people who needed it to eat and drink.

The CQC has published an inspection report (Image: M.E.N.)

“We also saw staff laughing at the people they were supposed to be looking after, and that people spent most of their time alone in their rooms. People also told us staff could be loud at night time and disrupt their sleep, and their preferences such as to be supported by carers of a specific gender wasn’t always being respected. 

“Vulnerable people were relying on all staff members to act as their advocates, to help them live their best lives and it is unacceptable the people they relied on were treating them this way.”

Inspectors also found that people’s risks were not assessed regularly and managed safely and people were not involved in managing their own risks whenever possible.

People’s care, treatment and support plans did not reflect their sensory, cognitive and functioning needs. “Staff did not follow the requirements of the Mental Capacity Act 2005 in relation to assessing capacity and making decisions in people’s best interests,” added the inspector. 

“People did not receive care, support and treatment that met their needs and aspirations. Care did not focus on people’s quality of life and did not follow best practice. Staff did not use clinical and quality audits to evaluate the quality of care.

“Staff did not support people through recognised models of care and treatment for people with a learning disability or autistic people. Governance processes did not help the service to keep people safe, protect their human rights and provide good care, support and treatment.”

The service had, however, improved from ‘inadequate’ to ‘requires improvement’ for being’ responsive to people’s needs’. “We did see some small improvements since the previous inspection in how the service was handling complaints and working well with services that provide aftercare to ensure people received the right care and support when they went home,” the CQC director continued. 

“We have told the provider that it must make urgent improvements and we won’t hesitate to take further action and use our legal powers to keep people safe, which could include closing the service. It is not acceptable to keep people waiting for improvements much longer in a service which is not meeting their needs.”

‘Improvements have been made’

A spokesperson for The Breightment Centre for Autism said: “We are passionate about delivering high quality care to our service users and their safety and wellbeing is our number one priority. The Breightmet Centre for Autism is a small community hospital for adults with Autism and/or Learning Disability and has an ethos of least restrictive practice and enabling community care for our patients with positive outcomes.

“The new management team at The Breightmet Centre for Autism are working constructively with the CQC and other external stakeholders such as NHSE and our focus is on making ongoing sustained improvements for our service users and families.

“The CQC have acknowledged that improvements had been made at the time of inspection in December 2022 and we are further confident that further sustained improvements continue to be made as we continue to work collaboratively with all external stakeholders.”

Full story here

Source: Manchester Evening News, 3rd March 2023

Update: Invitation from GMMH to Meet to discuss Improvement Plan

The event will now be held at 1pm until 3pm on Tuesday 21st March 2023, (lunch is served from 12.00) at Friends Meeting House, 6 Mount Street, Manchester, M2 5NS. 

Please register for this at serviceusersandcarers@gmmh.nhs.uk

As part of GMMH’s commitment to hold further engagement events following the meetings in October and December 2022,  they are inviting us to a dedicated session to engage our thoughts and feedback on the proposed Improvement Plan.

This will include opportunities to have round table discussions and the ability to focus on the areas of the improvement plan you would like to offer feedback and suggestions.

Letter from GMMH re: Stakeholder Briefing: updates at GMMH & launch of draft Improvement Plan to address failings

The GMMH draft Improvement Plan, alongside a shorter, easy-read booklet (Building Our Future Together Note: currently not able to open this pdf from the GMMH website on 25/ 02/2023) which summarises the improvement pillars and key priority areas. Over the next six weeks, we are asking service users, staff and stakeholders to share their views on the plan. The documents can be found on our Improvement Plan webpage here, with the “Share Your Views” feedback form here. The option to send handwritten feedback is also available, by sending the tear-off form at the end of the booklet to our freepost address. 

The closing date for responses is Friday 31 March 2023, after which all feedback will be reviewed and, where relevant, incorporated into a final Improvement Plan which will be published on the Trust website soon after. 

17 February 2023 

Stakeholder Briefing Issue 8: updates at GMMH & launch of draft Improvement Plan 

Independent Review 

Last week (6 February) NHS England (NHSE) announced the appointment of Professor Oliver Shanley OBE as Chair of an Independent Review into a number of services at the Trust. The stated intention of the Review is to bring clarity and reassurance to patients, their families and staff, as well as the wider public, in respect of the ongoing safety of our services. 

Following his appointment, we understand that Professor Shanley will develop Terms of Reference for the Review in collaboration with patients, service users, families and colleagues within NHSE North West team. It has been confirmed that the Review will focus primarily on the Edenfield Centre, as well as the Trust’s other secure services, and will include a review of ward to board escalation, and oversight of patient safety and culture. The Review is scheduled to conclude by 30 September 2023. 

We welcome the appointment of Professor Shanley and have publicly committed to engage in an open and transparent manner with the Review. 

Recovery Support Programme and CQC inspections 

In late November 2022, GMMH was placed into Segment 4 of the NHSE Oversight Framework and joined the national Recovery Support Programme (RSP), in order to receive intensive support in high priority areas. At the same time, the Care Quality Commission (CQC) published their report based on inspections of several GMMH services last summer, and suspended our well-led rating at Trust level, as well as the overall rating for the Trust. 

In December, the CQC carried out an unannounced inspection of our wards for older people with mental health problems at Woodlands Hospital, following which they issued the Trust with a warning notice for immediate improvements. Earlier today, they published their report, in which the safe rating for these wards has dropped from good to inadequate, and the overall rating has declined from good to requires improvement. You can read our response here. 

Over the past few weeks, the CQC have also undertaken further inspections across a number of our services. These inspections will culminate in a series of well-led interviews at the end of the month. We expect to receive their draft inspection report soon after. STAKEHOLDER BRIEFING 8 | PS 

Improvement Plan 

During the winter months, the Trust has continued to work closely with stakeholders to implement sustained improvements to the quality, safety and effectiveness of the care we provide. In December, we transitioned from Rapid Quality Review governance arrangements to an Improvement Board, ensuring that the work undertaken as part of the initial critical incident response (centred on the Edenfield Centre) is sustained and expanded. 

The Improvement Board is chaired by the Regional Director for Strategy and Transformation for NHSE North West, with representatives from GMMH, Greater Manchester Integrated Care Partnership, Health Education England, Bury Local Authority (as safeguarding lead) and other relevant representatives, including the CQC, General Medical Council and the Nursing and Midwifery Council. 

The Improvement Board reports to the NHSE Regional Support Group, with links to our own Trust Board and Greater Manchester ICB. It currently meets monthly and will continue to meet until such time that sufficient evidence and assurance has been received that the Trust has made sufficient progress in order to exit the Recovery Support Programme. 

Last week (9 February), the Improvement Board approved our draft Improvement Plan. This detailed document incorporates all CQC actions, as well as several other measures to tackle the most urgent quality and safety issues facing the Trust, alongside a comprehensive range of longer-term ambitions. 

Today, we are publishing our draft Improvement Plan, alongside a shorter, easy-read booklet (Building Our Future Together) which summarises the improvement pillars and key priority areas. Over the next six weeks, we are asking service users, staff and stakeholders to share their views on the plan. The documents can be found on our Improvement Plan webpage here, with the “Share Your Views” feedback form here. The option to send handwritten feedback is also available, by sending the tear-off form at the end of the booklet to our freepost address. 

The closing date for responses is Friday 31 March 2023, after which all feedback will be reviewed and, where relevant, incorporated into a final Improvement Plan which will be published on the Trust website soon after. 

The publication of the draft Improvement Plan marks a key milestone within our ambitious programme of work to transform the Trust. Please do take the time to read the documents and share your views with us – we really do want to hear from you. If you have any further queries, please address them to the Programme Office: ProgOffice@gmmh.nhs.uk 

We will continue to keep you updated on developments and progress 

GMMH publish Draft Improvement Plan to address Edenfield scandal and other service failings

This improvement journey will only succeed if the views of our service users, their families and carers, alongside those of our staff and stakeholders, are central to the development and implementation of our detailed plans.

GMMH Trust 23rd February 2023

Go the Summary Report page on the GMMH website here

Read their statement below:

“In September, the BBC’s Panorama revealed appalling behaviours by some of our staff at the Edenfield Centre. In doing so the documentary shocked us all and shamed the vast majority of our hard-working colleagues, for whom patient care and safety is fundamental and absolute.

In November, the Care Quality Commission (CQC) published a lengthy report, based on their inspections of some services across our Trust earlier in the year, which identified a series of failings. Soon after, the Trust was placed into Segment 4 of NHS England’s Oversight Framework and enrolled into the national Recovery Support Programme. We welcome this support.

Early on, the Trust Board accepted responsibility for, and sought to understand the root causes of, these multiple and serious failures. We have commissioned a number of clinical reviews and other investigations, conducted by independent and expert bodies. Some of these are still underway and will report their findings in the coming months.

The pressing need for immediate – and long-term – change within our organisation is clear. The Board has recognised the scale of the challenge ahead and understands it will not be a simple or straightforward task. But we are firmly committed to remedying the problems that have so clearly emerged over the past year and improving outcomes and experiences for our service users, their families and our staff. We are also committed to doing so in a spirit of openness and collaboration.

On this page, you will read more about our Improvement Plan. This has been in development since last autumn and includes a number of immediate actions to tackle the most urgent quality and safety issues, alongside a comprehensive set of long-term ambitions to improve everything we do at the Trust, grouped into five themes:

Patient Safety

An Empowered and Thriving Workforce

Clinical Strategy

A Well governed Trust

An Open and Listening Organisation

This improvement journey will only succeed if the views of our service users, their families and carers, alongside those of our staff and stakeholders, are central to the development and implementation of our detailed plans.

We need your help to ensure we have identified the right areas for initial action and the ways in which these should be prioritised. Then, going forward, your continued engagement throughout our journey will also guide this shared vision into meaningful action, as we start to deliver these bold, long-term ambitions and measure the impact of the changes we make.

Our overall mission is to create the best possible place to work and the best possible place to be cared for – a high quality therapeutic environment which also produces the best possible outcomes for our service users. On behalf of the Board, thank you for your input and feedback – both now and into the future.”

Statement by GMMH Trust

Edenfield and Acute Services in Manchester: 2nd CHARM Open Discussion on personal experiences

Following our second meeting on the 28th January about the human rights abuses at the Edenfield Regional Secure Unit attended by over 30 people we have organised a further open discussion meeting.

The meeting will take place on:

Saturday 25th February 2023

2 – 5pm

at the

Friends Meeting House                                                                         

6 Mount St 

Manchester

M2 5NS

This meeting will continue to focus on people with lived experience who would like to share their experiences of services (especially experiences of coercive treatment, seclusion, restraint) and consider how we can take forward the campaign for a mental health system that respects Human Rights. 

If you have access to the internet we would like to request that you register for the meeting here

Please share.

Police in England and Wales dealing with more mental health crises than ever. Forces say increase highlights erosion of mental health services in recent years

The police are dealing with increasing demands to intervene with people suffering mental health crises, freedom of information requests have revealed. Some forces across England and Wales have experienced a tripling in mental health requests between 2019 and 2021, data shows.

The findings come as Sir Stephen House, a former deputy Met commissioner, leads a productivity review of policing ordered by the home secretary, Suella Braverman, which is initially focused on mental health pressures on police forces.

Several forces are implementing schemes to reduce the number of interventions they make in cases that could be referred to health services instead.

Under the Mental Health Act, the police are called out to help deal with a situation because someone having a mental health emergency may pose a risk to themselves or others.

Officers usually take the person to hospital for treatment.

Senior officers say the increase highlights the erosion of services for people with conditions such as depression and schizophrenia who end up in crisis.

Labour obtained the data by asking forces to provide the number of 999 calls received that were logged as a mental health-related incident between 2019 and 2021.

Twenty-six forces provided figures showing the number of logged mental health incidents. Forces that provided figures included Gwent, Lancashire, Leicestershire, Merseyside, the Met and North Wales.

Twenty-three of the 26 forces recorded an increase over the two years. In 2019, there were 247,336 cases across the forces that responded, which jumped to 281,598 two years later – a 13.9% increase.

The shadow policing minister, Sarah Jones, said: “It is a damning indictment of this government that they’ve abandoned the police to spend hours dealing with people who should be getting mental health support.”

Some forces have introduced radical interventions to free up officers from dealing with people suffering mental health problems.

The chief constable of Humberside police, Lee Freeman, drew up the “Right Care Right Person” scheme to cut the amount of mental health work for officers.

He has given the health services a year’s notice that police would no longer routinely spend hours sitting with patients in a mental health crisis, or ferry people to hospital.

Several other forces, including the Metropolitan police, are studying it, with its commissioner, Sir Mark Rowley, wanting to reduce the time lost by officers dealing with work that other services should be doing.

Other forces that have introduced a version of the scheme include North Yorkshire and Lincolnshire.

In 2018 Her Majesty’s Inspectorate of Constabulary and Fire & Rescue Services voiced “grave concerns” that officers were being called out to deal with mental health-related incidents. It blamed “a broken mental health system” and said the problem constituted a national crisis.

Ten forces provided data to Labour that showed significant jumps in mental health interventions by the police between 2010 and 2021.

Derbyshire police said the number of mental health calls had risen by 1,784% over 11 years, North Yorkshire said theirs had risen by 485%, and Merseyside police’s figures had risen by 463%.

A National Police Chiefs’ Council spokesperson said non-crime incidents such as significant mental health crises and vulnerabilities had a significant impact on available resources.

“Policing is often seen as the service of last resort, but chiefs must make decisions balancing ever-growing demands. The demands on policing are significant and it is vital that we deliver our own priorities to protect the public and catch criminals first,” the spokesperson said.

A government spokesperson said: “We are investing at least £2.3bn of additional funding a year by April 2024 to expand and transform mental health services in England so that 2 million more people will be able to get the mental health support they need.

“The government is committed to helping the police do their primary job – fighting crime and keeping people safe.”

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Full story here

Source: The Guardian, 21st February 2023

Bournemouth woman who died after being”left alone, far from home with no treatment” at Priory Hospital in Stockport was failed by mental health system, inquest told


Lauren Bridges was “left alone, far from home with no treatment”, her mother said. Lauren who was autistic, died while she was detained at Priory psychiatric hospital in Stockport, 250 miles (400 km) from her home. She was “massively failed by the mental health system”, an inquest jury has heard.

Lauren Bridges, 20, from Bournemouth, died after an incident at Priory Hospital Cheadle Royal in Stockport, Greater Manchester, in February 2022.

Her mother Lindsey Bridges said her environment “did more harm than good”.

She said Lauren was “left alone, far from home with no treatment”.


The 20-year-old begged to be let out of hospital two days before she died
Ms Bridges died at Wythenshawe Hospital, two days after she was found unresponsive in a Priory Hospital bathroom on 24 February.

Giving evidence at the hearing in Stockport, her mother said Lauren rang her earlier that evening “begging me to get her out”.

She said her daughter was “hysterical” when she was given an hour to pack before being transferred to the hospital in July 2021.

She said she had “significant concerns” about Lauren’s treatment, which showed a “lack of compassion and care”.

Her “brave, beautiful” daughter was afraid of the other patients and “nothing was being progressed quickly enough”, Lindsey Bridges said.

The inquest heard Lauren was a “straight-A student” despite suffering from mental health problems from the age of 15.

She had panic attacks and obsessive compulsive disorder (OCD) and struggled to leave the house, her mother said.

Lauren was first admitted to a psychiatric unit at the age of 17 and was transferred to a number of different hospitals a significant distance from her home, Lindsey Bridges told the hearing.

At the Priory hospital she was diagnosed as being autistic, the coroner heard.

Full story here

Source: BBC News, 21st February 2023