Partnership Items

7. Extended Clinical Skills in Core Work [CAPACITY ITEM]

The team needs to have extended Core Partnership skills with additional Specific time in job plans to support that Core work. Core work is the bread and butter of CAMHS but will only be successful if Specific work is available as well (a sandwich is not a sandwich without the filling!).

Is your rating? No (RED) = 0 Partial (AMBER) = 1 Yes (GREEN) = 2

It can easily happen that lots of Specific time is planned, leaving not enough time for the Core Partnership work. This may be related to anxieties about being perceived as ‘non-specialist’ if doing Core work and therefore less qualified or valuable. In fact, Core work is often the most demanding- as it needs extended skills, blended appropriately, with key working. What can happen is that ‘Specific work’ merges into longer term, less focused, supportive contact. Specific work is very important as an addition to Core work, but must be used effectively, and with the right families. Too much Specific work in the team may make you feel very busy as it can spread out if unfocused.

Has the team defined and mapped Extended Core and Specific skills? See the Implementation section for ideas on how to do this.

8. Individual and team job planning [CAPACITY ITEM]

This means having individual and team Job plans with Choice work and Core Partnership new activity numbers, defined Specific work and supporting administration. And a way of monitoring and reviewing them!

Is your rating? No (RED) = 0 Partial (AMBER) = 1 Yes (GREEN) = 2

This is almost the first place to begin if you have an internal wait to Partnership, as without the appointments (capacity) to book in to there will be a wait. We commonly find that teams who have waits to Partnership have not done job planning or worked out new Partnership rates. It may seem a lot to do, but it is worth it! Some services do detailed job planning and others take a ballpark approach and just see if it works. Detailed job planning with calculation of quarterly Core Partnership targets for everyone is often best as it takes into account individual’s commitments. See the Implementation section.

If you have set new Core Partnership activity targets, but are developing waits, have you checked clinicians are working to these targets? Sometimes, you may find that staff are seeing less Partnerships without someone else picking up the work (e.g. someone is coming up to leaving and so stops offering Partnerships). Or they may feel busy for some reason (a run of heavy cases for instance, or a new short-term project to lead on) and just don’t book themselves in for their allocated amount. Or are not re-offering their time if their Partnership appointment is not booked or DNA’d. This may not be picked up if there is no monitoring system. Individual and team job planning may need to be revised.

Do you have a monitoring system and process for recording how many new Core Partnerships each clinician has done? Is this reviewed regularly – say quarterly? When families DNA for Partnerships are these slots being offered again, available for re-booking? Can the person who is running up to maternity leave use their capacity for Choice and free someone else up for their Core Partnership allocation?