Agenda item

The report was introduced by Caroline Hirst, Service Manager – Children’s Joint Commissioning and LAC Placements, who was accompanied by Brenda Bartlett, Service Manager – Lewisham CAMHS and Dr Omer Moghraby - Clinical Lead and Consultant Psychiatrist at Lewisham CAMHS.

The committee heard details of various efforts to reduce the number of children and young people waiting 52 weeks or more for an assessment. There remained just one person (down from 96 in October 2018) on the 52 week+ waiting list. This person had been offered an appointment. 

The following was noted in response to questions from the committee:

1.    While the Committee was pleased that the 52 week waiting list had been dramatically reduced, there was concerns as to whether the results would be sustainable.

2.    Referral pathways were being improved to help keep the waiting time for assessment to a minimum

3.    Saturday clinics and staff overtime had been key to reducing the backlog. For now this would continue.

4.    Staff retention rates are good, but recruitment could be challenging as there is a national shortage of trained mental health practitioners and boroughs were having to compete for the best staff.

5.    Links with other local providers such as Compass and Core Assets had been improved, resulting in better service.

6.    The Committee received assurances that as much effort was going into treatment as into reducing the waiting list.

7.    In addition to reducing the 52 week list, those approaching the 52 week mark had also been prioritises.

8.    Workforce development was a priority. Job descriptions were being updated to give teams the freedom to look at their skills mix to ensure any skills gaps could be recruited to, rather than applying a set formula of particular disciplines. Increasing staff training was also aiding retention rates.

9.    The vacancy rate was around 10 out of a staff body of 50/60. Some of these 10 posts were unfilled, some filled with temporary staff and some with local staff. There had been recent success in recruiting to a very senior role.

10.  Where appropriate, some fixed term employees were applying for permanent positions across all levels, from administrative staff to specialist positions. It was hoped this would continue.

11.  NHS England had provided a one off injection of funds which had been necessary due to the pace of change. It was not anticipated that a further injection would be needed.

12.  CAMHS was working with schools to seek expressions of interest to be involved in a pilot scheme which would see the creation of a CAMHS post specifically focused on supporting schools.

13.  Members requested a report back to the committee in a few months, to include data trends across the different wait times eg 3 months, 6 months, 39 weeks, 52 weeks, as well as the times between assessment and treatment.

14.  The role of the Children’s Wellbeing Practitioner was clarified. There had been some confusion around what the purpose of this role was. It was for children and young people whose needs could be met without the need for CAMHS intervention, such as with 6 weeks of CBT.

It was RESOLVED that

1.    the report be noted

2.    a further update be considered in 6 months time