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EVERY CHILD MATTERS zFollowed the Laming Report and recommendations, preparing the way for the Children’s Bill zLead to new Children and Young Peoples Strategic Boards zDirector of Children’s Services - to ensure proper accountability and robust integration of services, particularly across local authority functions zChildren’s Trusts by primary purpose is secure integrated commissioning leading to more integrated services and pooled budgets
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NEW HORIZONS FOR CHILD & ADOLESCENT MENTAL
HEALTH SERVICES
Drivers 2005 - 8
Every Child Matters - Green Paper Children Bill Safeguarding Children NSF for Children – Standard 9 – the Mental Health &
Psychological Well-Being of Children & Young People Common Assessment Framework Information Sharing Mental Health Foundation Trusts
EVERY CHILD MATTERS
Followed the Laming Report and recommendations, preparing the way for the Children’s Bill
Lead to new Children and Young Peoples Strategic Boards
Director of Children’s Services - to ensure proper accountability and robust integration of services, particularly across local authority functions
Children’s Trusts by 2008 - primary purpose is secure integrated commissioning leading to more integrated services and pooled budgets
EVERY CHILD MATTERS - OUTCOMES FRAMEWORK
Be healthy – promote healthy choices
Stay safe – provide safe homes and stability
Enjoy and achieve – support learning
Make a positive contribution – promote positive behaviour
Achieve economic well-being – support to become economically active
CHILDREN BILL Children’s Commissioner Co-operation to improve well-being Information sharing Local Safeguarding Boards Director of Children’s Services in each authority Lead Member in each authority Joint area reviews Framework for inspection devised by Chief Inspector of Schools Performance rating for each social services
LOCAL SAFE GUARDING BOARDS
Concept will cover all agencies working with children and their families
Arrangements apply to NHS Trusts and Foundation Trusts Ensure that functions of the Trust and any services provided
by another person or body are discharged having the regard and need to safeguard and promote the welfare of children
Detailed guidance to be issued later this year
INFORMATION SHARING
Secretary of State to make provision to establish one or more data bases with guidance:
Conditions on which access must or may be given Management of any database Technical specifications Security Transfer of information from one data base to another Practitioners guidance on information to be shared Trail blazers - Lewisham Information Sharing & Assessment (LISA)
CHALLENGES FOR EDUCATION
Early Years to develop Children’s Centre’s and to incorporate Sure Start
Extended schools - are one of the most likely bases for the delivery of services within local Every Child Matters: Change for Children programmes. Reconfiguring, co-locating and facilitating easier access to services around the places where children and young people spend much of their time makes sense in terms of improving outcomes.
School communities - can be a place where different sectors of the community can engage with each other through different activities.
NSF STANDARD 9 -Mental Health & PsychologicalWell-Being of Children and Young People
Early Years Mental health promotion and Early intervention Partnerships with children, young people and their families Access and location of services Improving service equity Partnership working Developing high quality multi-disciplinary CAMHS teams Planning and Commissioning Services Training and development
NSF Markers of Good Practice (1)
Staff have knowledge, training & support to promote psychological well-being and identify early indicators of difficulty
Protocols for referral, support and early intervention agreed between all agencies
Balance of direct and indirect services and flexibility of location and access
Access to 24 hours specialist CAMHS assessment where necessary
Meet the needs of 16 and 17 year olds
NSF Markers of Good Practice (2)
Access for all children with learning disability and a mental health need
Multi-agency approach to meet complex, severe and persistent behavioural and mental health needs - with agreements between senior officers to manage the risks
Ensure specialist MDTs are of a sufficient size, skill-mix, trained and supported to function effectively
Access to appropriate in-patient care in an environment suited to their age and development
Ensure CPA is used on discharge or on transfer from CAMHS to adult services
COMMON ASSESSMENT FRAMEWORK
11 million children in England, 3 million living in poverty 300,000 - 400,000 known to be in need by SSD’s at any one time More than 1.1 million children and young people will have mental health
problems Strong associations between family income and mental health of children Assessments to be child centred, build on strengths as well as difficulties,
inter-agency in approach, continuing process, grounded on evidenced based knowledge
Adult mental health services have a key role in assessment process when parental problems impact on their capacity to respond to child’s needs.
CHILDSafeguarding
and promotingwelfare
FAMILY & ENVIRONMENTAL FACTORS
CHIL
D’S
DEVE
LOPM
ENTA
L NE
EDS
PARENTING CACPACITY
HealthEducationEmotional &
Behavioural
Development
IdentityFamily& Social
RelationshipsSocial
PresentationSelfcare Skills
Basic Care
Ensuring
Safety
Emotional
Warmth
Stimulation
Guidance &
Boundaries
Stability
Family H
istory &
Functioning
Wider Fam
ily
Housing
Em
ployment
Income
Family’s
Social Integration
Com
munity
Resources
PRELIMINARY SWOT ANALYSIS OF SLAM CAMHS
Strengths – Capable management, a reputation for good clinical practice and a strong academic R&D centre
Opportunities – Develop a strong clinical base in each borough, with a competent and skilled workforce supported by training and R&D
Weaknesses – Perception of Trust’s focus on adult business in an adult mental health Trust
Threats – Children’s Trusts under a Director of Children’s Services
CURRENT TARGETS IN SLAM CAMHS
Review reporting of CAMHS financial position at Executive and Board level to include non-NHS funding streams circa £18.5m
Continue to consolidate an informed management and clinical leadership group
Designing new roles for the workforce and training Addressing the challenges of Access, Booking and Choice along with
other aspects of the NHS Plan Undertaking a review of the borough and national services to meet NSF Sustaining our profile in partnership work with other agencies to meet
ECM Beginning to influence the delivery of adult services
STRATEGIC DEVELOPMENT OF CAMHS
Trust Strategic Plan for CAMHS 2005 - 2008
Underpinned by an action plan
Future for CAMHS is political within children’s services and an attractive addition to a Children’s Trust
Board decision for CAMHS in respect of the tion) Trust
