Abstract
PurposeThis paper aims to explore the learning needs of general practitioners (GPs) involved in commissioning mental health provision in England, and offer an evaluation of a leadership and commissioning skills development programme for Mental Health Commissioners.Design/methodology/approachRetrospective mixed method, including online mixed method survey, rating participants’ knowledge, skills, abilities, semi-structured telephone interviews and third-party questionnaires were used. Results were analysed for significant differences using the Wilcoxon Signed Ranks test. Open-ended responses and interview transcripts were analysed thematically.FindingsIndicative results showed that participants perceived significant impacts in ability across eight key question groups evaluated. Differences were found between the perceived and observed impact in relation to technical areas covered within the programme which were perceived as the highest scoring impacts by participants.Research limitations/implicationsThe indicative results show a positive impact on practice has been both perceived and observed. Findings illustrate the value of this development programme on both the personal development of GP Mental Health Commissioners and commissioning practice. Although the findings of this evaluation increase understanding in relation to an important and topical area, larger scale, prospective evaluations are required. Impact evaluations could be embedded within future programmes to encourage higher participant and third-party engagement. Future evaluations would benefit from collection and analysis of attendance data. Further research could involve patient, service user and carer perspectives on mental health commissioning.Originality valueResults of this evaluation could inform the development of future learning programmes for mental health commissioners as part of a national approach to improve mental health provision.
Highlights
The Health and Social Care Act (Department of Health, 2012) established Clinical Commissioning Groups (CCGs) giving general practitioners (GPs) the lead for “transformation” of service provision (NHS England, 2013)
The findings showed a positive impact on team interactions as a result of leadership development leading to better communications within the team; the evaluation was not able to conclude whether this had impacted the care giving process
GPs are at the forefront in terms of leading changes in National Health Service (NHS) provision (Department of Health, 2010), and require skills to empower those with mental health needs as they innovate services (HM Government, 2011)
Summary
The Health and Social Care Act (Department of Health, 2012) established Clinical Commissioning Groups (CCGs) giving GPs the lead for “transformation” of service provision (NHS England, 2013). This requires that GPs are equipped with the necessary skills to lead service innovation and commission integrated provision (Department of Health 2014; Ham and Murray 2015). GPs are at the forefront in terms of leading changes in National Health Service (NHS) provision (Department of Health, 2010), and require skills to empower those with mental health needs as they innovate services (HM Government, 2011). Innovation includes the establishment of GP consortia and joint commissioning arrangements, requiring GPs to develop leadership capacity including an ability to learn and adapt at an organisational level (Giordano, 2011; Lester et al, 2004). GPs are pivotal in transforming services, they are more likely to be involved in “implementation leadership” as much of the direction concerning new models of care originates from national bodies such as NHS England (Storey et al, 2015)
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