Lorna Mitchell

(Part time 7.4 hours per week)

I am one of two trainers who deliver the Coordinated Clinical Care (CCC) training programme (in Borderline Personality Disorder) to all staff (all grades/all disciplines) within adult mental health services, I contribute to the development of the training programme and work in partnership with the lived experience group in delivering and progressing the training plan. I gather and contribute to analysis of feedback on the course content including data and feedback on impact of the training, I provide feedback to the relevant steering groups relating to CCC framework and training,

(Part time 25 hours per week)

Senior professional nurse lead for a range of community mental health services. I work in partnership with key operational and clinical leads to deliver service excellence with a focus on quality and safety, I provide professional advice & guidance to managers and nursing staff, and lead on a range of initiatives within the service area. I also provide professional supervision to the nurse team leads within the service area.

I was the senior nurse within the Strategic Business Unit (SBU) which incorporated scheduled and unscheduled care services and specialist teams and as such was responsible for provision of professional nursing advice and guidance to SBU senior management team and was responsible for ensuring
‘safe staffing' in my designated area.

I was the lead for Quality and Safety within my designated area alongside the Clinical Director and I was line manager and professional supervisor to group of Modern Matrons & Nurse Consultant. I lead on some key projects including embedding and training on NEWS2 and was also required to deputise for
Deputy Director of Nursing.

I made the difficult decision to leave this post towards the end of the Pandemic as I was experiencing health issues after having COVID in 2022. As part of this plan, I made the decision to seek a less senior role and to relocate to Scotland where I originate from.

I had overall operational responsibility for the multi-disciplinary adult community mental health services within a geographical locality. I was line manager to senior clinical and operational managers from a range of professional backgrounds. I worked closely with Medical Lead for the area on quality and safety of the service, I was a member of the transitions working group in developing working relationships to improve the transitition of care from Children & Adolescent Mental Health Services (CAMHS) to adult mental health services. I led on the development of primary care mental health
pilot project including partnership working with local GP leads, third sector organisations and commissioners and also supported the pilot and subsequent implementation of spiritual care service delivery within community mental health services in HPFT. I left this post when the opportunity for secondment for the Head of Nursing post arose - I was subsequently successful in gaining the substantive post of Head of Nursing.

This was a post with both clinical and operational responsibility. I held senior clinical nursing responsibility for 3 adult acute inpatient wards and was the line
manager to Ward Managers. I worked in close liaison with corporate senior nursing team in relation to quality and safety and had strong working alliances with medical, senior AHP and therapies leads, physical health colleagues in providing high quality MDT care, Within this post I had a lead role in the development of out of hours nursing leadership team and establishment of a related competency framework. I was also a key member of the clinical team leading of introduction of Safewards; an evidence based programme designed to improve safety and develop partnership working with our patients/service users and staff. When young people were admitted to the adult setting I
was responsible for ensuring the correct levels of care and support were in place for young people and staff and all protocols were followed. I was also responsible for the development of needs led training calendar for inpatient teams including simulation training. I had a period of secondment during my time as holding the post of Modern Matron as my substantive post - details in section below.

This was an interim post to provide recommendations on change for the Tier 4 CAMHS inpatient unit and related community services. I was line manager to senior nursing and psychology staff. The post required regular joint working and interface with police, childrens services and wider health system and required
strong working relationships with the Senior Consultant Psychiatrist. This was an interim post and I returned to my substantive post at the end of the secondment period.

This was a fixed term post where I worked within childrens social services developing a strategy for bringing together adult mental health and
children services together to promote good outcomes for children and their families.

I was line manager to 2 Senior Social Workers, Parenting support team leads and also to bank Mental Health nursing staff. I also provided support and mental health advice to the department's family residential assessment unit.

I developed a multi-agency referral panel to ensure families needs were well met. I also set up the very early stages of the Early Intervention (EI) service for children and families with an aim to provide early
support to avoid the need for statutory support in the longer term. The EI service has grown and flourished since this time and I am proud to say that the referral panel still exists today. This post opened my eyes to the value of multi-agency working and working well across organisational boundaries.

I was supervisor and line manager to large nursing team of experienced Band 6 nurses. This had been a hard to fill post and I learned a great deal working alongside the team manager in developing a cohesive team. I was responsible for deputising for team manager and providing management support to large MDT. I provided clinical leadership to nursing team in managing a large caseload of clients who presented with acute mental health problems, the team provided a direct alternative to inpatient care. Some key achievements were developing a strong supervision process including engaging with the team psychologist in maintaining reflective practice sessions within the team; updating safe medication management processes and was the key link between team and pharmacist. I also had a bed management role for inpatient beds and was on the roster to undertake oncall duties -managing referrals and emergencies overnight and out of hours.

I worked as a care coordinator managing a caseload and providing direct nursing care, assessments and interventions to people with complex mental health conditions. This involved working as part of a multi-disciplinary team involving community mental health, inpatient mental health, primary care, social care, third sector and housing agencies. During this time I also spent a period of working solely in primary care setting and was part of a new low intensity primary care mental health service again working directly with the public in providing assessment and interventions and also giving advice to primary care colleagues.