ࡱ> bdag @ 7bjbj)) 8KzKz+Kj "lhlhlh8hPi4?jjj^kknnn$+R}2p nn2p2pkk$s$s$s2pkk$s2p$s$s:"x,Jxkj lhp6Nx }0?Xx.rxxF|n0o"$s5oQonnn$QVdr.VCAMHS Joint Workforce Plan Template  Contents (i) Using this template PART 1 About this workforce plan PART 2 The local labour market Regional, national and international labour markets. Local population profile and mental health need of children and young people The current specialist CAMHS, service description and staffing PART 3 The six principles of CAMHS workforce planning Strategic vision for future services Increasing capacity and capability PART 4 Implementation plan Goals and milestones Monitoring and review Using this template The template is provided electronically in MS Word format. This enables you to insert as much text and as many graphics as you like, also to cut and paste and change the order where necessary. To protect the layout and content when the document is complete, you may wish to convert it to pdf, using Adobe Writer. Populating each section All text in black is there to be retained in the final document. All text in blue is there to help and guide the populating of each section and should be deleted when your plan is complete. Inserting text from other sources. If you cut and paste text from other sources, especially HTML from the web, or pdf documents, it is advisable to first paste your selected text into Notepad, then cut and paste again into your template. This will remove all formats and codes, enabling you present the information in your chosen style.  EMBED Package  To find Notepad click on the Start menu. If it does not appear, right click on Start, select Search, then, under Search by any of the criteria below, type notepad and under Look in, select My Computer, then click on Search. When Notepad appears in the window, double click to open it. Using the guidance booklet Each section of the template is referenced to the corresponding page of the guidance booklet. The booklet provides context and prompts to help decide what information should be included in the plan. Creating graphs and tables MS Excel spreadsheets are provided in the appendices, which already have the formulae built in to enable you to construct graphs and benchmark your service. Instructions and help are given on the page and in comment boxes. Any cell with a red triangle in the top right corner has a comment box, activated by moving the mouse over. Each Excel workbook contains a first page of source data. The cells in which you will enter your own data already have sample data in them. This is just to ensure that the formulae remain functional. Do not delete these values, but replace them with your own figures as you proceed. There are also sample charts in each workbook. These will automatically update as you enter your own data. It will help to have some familiarity with MS Excel. CAMHS Joint Workforce Plan Template PART1 About this workforce plan Guidance booklet page 2 1.1. This workforce plan has been drawn up by the workforce team, whose members are: Insert Core members eg commissioners, senior provider staff Co-opted eg HR, workforce development, finance and public health specialists 1.2. The plan covers the period insert time line compatible with CAMHS strategy for the geographical/ service area covered by insert la and/or PCT area covered. . 1.3. The meaning of CAMHS as it is used within this document is: Which levels of service are covered? Specify tiers and/or universal/targeted/ specialist. Use existing material from the CAMHS strategy. 1.4.1 This plan addresses the recruitment and retention of staff in specialist CAMHS (Tiers 2, 3, 4). Insert any more explanatory local detail. 1.4.2 The plan also covers the education and training, as it relates to CAMHS, of staff working in all universal, targeted and specialist services (Tiers 1, 2, 3, 4). Insert any more explanatory local detail. This division of CAMHS is suggested to make the plan manageable. 1.5.This workforce plan meets the following objectives: Insert objectives the strategy will deliver: prcis the workforce issues from ministerial and national drivers. Eg: National policy Department of Health (2004) National Standards, Local Action Health and Social Care Standards and Planning Framework 2005/062007/08.  Royal College of Psychiatrists (2005) New ways of working for psychiatrists: Enhancing effective, person-centred services through new ways of working in multidisciplinary and multi-agency contexts.  Department of Health (2004) Core Document, National Service Framework for Children, Young People and Maternity Services.  Department for Education and Skills (2004) Every Child Matters Childrens Workforce Strategy.  Creates the policy context and helps communicate the importance of the plan. 1.6. This plan is also linked to: Insert summary of workforce issues from relevant local strategies/plans, including CAMHS strategy Children and young people strategy Consider making this plan a sub-set of the above PART 2 The local labour market Regional, national and international labour markets. Local population profile and mental health need of children and young people The current specialist CAMHS, service description and staffing Guidance booklet page 3  2.1. The local labour market. Consult your co-opted HR and workforce specialists for a summary of the characteristics of the local labour market transport trends, housing, demographic information. Use their expertise to create narrative that summarises numerical data make the information more accessible. 2.2. The regional, national and international labour markets. Consult your co-opted HR and workforce specialists for a summary of the characteristics of the local labour market transport trends, housing, demographic information. Use their expertise to create narrative that summarises numerical data make the information more accessible. 2.3 Local population profile and mental health need of children and young people Consult your co-opted public health specialist to provide simple charts, graphs and maps that create a snapshot of the specific demographic factors for the area covered by this plan and how they compare to similar areas/national figures. This information can be referenced to the population needs assessment underpinning the CAMHS strategy. Use their expertise to create narrative that summarises numerical data make the information more accessible. IN ADDITION INSERT BAR CHART FROM APPENDIX A WITH EXPLANATORY TEXT. Figure Ethnicity of caseload compared with local population  2.4 The current specialist CAMHS 2.4 The current service 2.4.1 Service description The current service provision of specialist CAMHS is given in Table .. below: Generate this from existing information - CAMHS mapping atlas/website Table .. Specialist CAMHS provision Name of service/teamBrief description of provisionHost agency/providerAge range covered       More detailed information can be found in the service map/directory at Appendix Insert map/directory if available from CAMHS strategy and allocate appendix number. 2.4.2 Current staffing INSERT CHARTS FROM APPENDIX B WITH EXPLANATORY TEXT Figure .. Numbers of clinical staff compared to 15 per 100,000 (NSF)  Figure .. Share of the disciplinary mix across the teams  Figure .. Comparison of disciplinary mix with English average  Additional information: Other useful data: use of locums, agency and bank staff, training places 2.4.3 Current case mix and indicative skill mix INSERT CHART 1 FROM APPENDIX C WITH EXPLANATORY TEXT Figure .. Current case mix  INSERT CHART 2 FROM APPENDIX C WITH EXPLANATORY TEXT  Case mix is an approximate indicator of demand. Additionally, employing the best available evidence it is possible to use case mix as a proxy indicator of the skill mix needed in each service, in order to offer the most effective interventions. Indicative skill mix has been calculated by taking evidence for effective interventions and isolating the skills required to deliver them. To see how this process works, please read the full explanation of the evidence for effectiveness, by Wolpert, et al, (2006).  To view the process showing how the evidence and skills were summarised for use in this report, examine Appendix D this document is not amenable to printing and should be viewed electronically. PART 3 Strategic vision for future services The six principles of CAMHS workforce planning Increasing capacity and capability Guidance booklet pages 5-7 3.1 Strategic vision for future services Insert references to the CAMHS strategy relating to strategic aims for the future service, outcomes based commissioning, effective interventions and informed/evidence based practice, NICE guidelines, etc. 3.2 This plan addresses the local issues identified within the six principles of CAMHS workforce planning, under the headings below: Insert statements covering each of the following themes: Workforce Design and Planning Recruitment and Retention New Ways of Working New Roles Leadership Education and Training 3.3 Increasing capacity and capability 3.3.1 Workforce capacity required for future services Is the current workforce sufficient in number and competence? Insert any additional numbers needed of existing professions/ disciplines as well as new types of worker/discipline. How will additional numbers be financed is there new money or will there be cuts elsewhere? 3.3.2 Increasing the capacity and capability of specialist CAMHS a) Recruitment Incentives, effective HR support, new markets b) Retention Opportunity, development, career pathways, training, flexible working c) Education and training Linked to competence/effective practice d) New ways of working Change management, leadership, new roles if appropriate e) Education and training throughout tiers 1-4 Tier 1 Mental Health Awareness Training Specific Post Qualifying Therapy, Linked To Evidence, Eg Cbt Leadership and Management CAMHS Training For New Roles PART 4 1. Implementation plan 2. Goals and milestones 3. Monitoring and review Guidance booklet page 8 4.1. Implementing this plan 4.1.1 Links with Workforce Development Confederation/Strategic Health Authority Specify the reporting requirements of WDC/SHA and how this plan links into those cycles. 4.1.2 Action plan TaskResources neededResponsible personDeadline for completion       4.2 Goals and milestones. Insert summary of tasks and deadlines from action plan. Also specify which outcomes for service users will be an indication of the effectiveness of this plan. 4.3 Monitoring and review Processes and methods to be used in monitoring. How will stakeholders be engaged in the process. How will you include front line practitioners and service users/carers Evaluation and review date: Insert date   HYPERLINK "http://www.dh.gov.uk/assetRoot/04/08/60/58/04086058.pdf 3" http://www.dh.gov.uk/assetRoot/04/08/60/58/04086058.pdf 3   HYPERLINK "http://www.lincoln.ac.uk/ccawi/publications/NWW%20Psychiatrists.pdf" http://www.lincoln.ac.uk/ccawi/publications/NWW%20Psychiatrists.pdf   HYPERLINK "http://www.dh.gov.uk/assetRoot/04/09/05/66/04090566.pdf 5" http://www.dh.gov.uk/assetRoot/04/09/05/66/04090566.pdf 5   HYPERLINK "http://www.everychildmatters.gov.uk/_files/7D2DD37746721CC8E5F81323AD449DD7.pdf" http://www.everychildmatters.gov.uk/_files/7D2DD37746721CC8E5F81323AD449DD7.pdf  Wolpert, M., et al, (2006) Drawing on the Evidence  HYPERLINK "http://www.ucl.ac.uk/clinical-health-psychology/pdfFiles/DotEBooklet2006.pdf" http://www.ucl.ac.uk/clinical-health-psychology/pdfFiles/DotEBooklet2006.pdf CAMHS Partnership Facilitation: Workforce Planning HASCAS with NCSS  PAGE 1 Workforce plan template  $%&(2JKQRSmnouv  4 R S U \ ]    umbbbbbbbbWmhW6ch@CJaJhW6chW6cCJaJhUDCJaJh@h39zCJaJh@hGCJaJhGCJaJhGhGCJaJhW6cCJaJhChCB*CJaJph3fh@h#CJaJhbVgCJaJ*jhwCJUaJmHnHsH tH uhCh@B*CJaJph3fhCJaJh@h@CJaJ!$%'(12JKSmnow T U ]  r r r r r r r r r r r r r r r r r r r r r r r r r gdW6cgdGgdCgd@$a$gd@3 7s77      ! 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