Across our CAMHS Teams we have staffing structures, to show where staff fit into pathways and beyond.
Sandwell CAMHS Service Structure:
CAMHS Clinical Pathway Structures:
Children and Young People in Care Managerial Structure (as detailed in staff chart below):
Family Therapy Managerial Structure (as detailed in staff chart below):
Single Point of Access Managerial Structure (as detailed in staff chart below):
S T E P P Managerial Structure (as detailed in staff chart below):
Wolverhampton CAMHS Service Structure:
Whole service structure as detailed in staffing map as below:
Senior Leadership Responsibilities:
| Service Manager/ Clinical Lead | Constellation Team Lead | Clinical Lead Care Constellation Lead | Head Nurse/ Modern Matron | Professional Leads for Psychology/ Child Psychotherapy |
|---|---|---|---|---|
| Performance, accountability, attending meetings around performance | Attend meetings on SM behalf Support/lead audit process As part of managerial one to ones ensure compliance re RKA and quality standards, training rates, supervision rates. |
Performance, monitoring of clinical quality | Operational oversight. Leadership. Matron chair Clinical Effectiveness Group and Continuous Improvement group. Collaborative working. Patient experience, pathways and outcomes. Safeguarding training and supervision compliance and identify any areas of non-compliance. Divisional representative at Safeguarding Steering Group meetings. Attend core Trust professional meetings, ie Nursing Board, Medical Devices, Resuscitation Committee meetings. Infection Control committee. Quality and Safety, Quality and Safety Steering Group meetings. CQRM (Head of Nursing) Matron to deputise. Flu campaign peer vaccination. |
Professional oversight for all psychologists/psychological therapy and Child Psychotherapy staff in training or registered with their professional body. Knowledge of the professional bodies to ensure governance; HCPC. BCP, ACP, AFT, BABCP, UKCP, Accountable for the governance around psychologists, psychological therapies and child psychotherapies ensuring adequate supervision is in place. Attend Psychological Professional Board meeting, Quality and Safety meeting, Clinical Effective Group. Co-ordinate Debriefings within and across Division for critical incidents. |
| Quality, Ulysses, complaints, with Matron | Support SM and matron re investigation of complaints and incidents | Kept informed of sickness, annual leave etc and delegated complaints enquiries | Professional standards and accountability, Governance, patient safety and quality. Oversight and allocation of complaints to investigators oversight lead where indicated, RCAs and table tops | Professional standards and accountability for psychologists/psychological therapists and child psychotherapists Be involved in professional standard, accountability or governance issue related to psychologist/psychological therapist or child psychotherapist. |
| HR issues, sickness, recruitment, leave etc | Oversee sickness, leave, recruitment of staff they directly line manage | Clinical model – development of interventions | Workforce planning overview and resource management. Staff engagement health and wellbeing. | In collaboration and partnership with service managers responsible for workforce planning of psychologists/psychological therapists and child psychotherapists, the decision on banding and recruitment of psychologists/psychological therapists, child psychotherapists in line with national good practice and professional body guidelines. Job planning for psychologists, child psychotherapists in relation to their banding. In collaboration with the service manager attend appraisals for psychologists/psychological therapists, child psychotherapists to ensure professional development and objective planning. Regular professional supervision for psychological practitioners, child psychotherapists to encourage professional growth. Be involved, in collaboration with the service manager, in any sickness issues with any psychologist/psychological therapists, child psychotherapists |
| Sign off on Eroster of clinical supervision | Ensure clinical supervision is up to date for staff they line manage | Structure of clinical supervision and assurance it is completed | Attend Trust Clinical supervision working group | Attend Trust Clinical supervision working group |
| Managerial supervision – can be delegated | To provide managerial supervision to their identified staff and to cover SM as required | Service improvement and transformation. Role modelling and visibility. Oversight of supervision compliance within Division | Ensure the availability and quality of supervision for each therapeutic modality | |
| Training in line with development | Training with service manager sign off | Training with service manager sign off | Education, development and research. Reviews TNAs identify training needs. Source evidence based training provision. | To be included in conversations regarding training so that supervision is considered |
| Appraisal oversite and sign off | Appraisal oversight and sign off for in communication with service manager | Appraisals in communication with service manager | All appraisals for psychologists, psychological professionals and child psychotherapists to be signed off by professional lead as well as service managers | |
| Meetings internal and external – can be delegated | To attend meetings as required and delegated from SM | Meetings as delegated by service manager | National voice and local ambassadors. (career ambassadors attend recruitment events) | Professional lead may ask a psychology or child psychotherapist to represent them at a meeting. |
Managerial Support:
Across Black Country Healthcare Services, Management support staff through various mechanisms, including regular supervision sessions.
Supervision is defined as ‘an accountable process which supports, assures and develops the knowledge skills and values of an individual, group or team’, (Skills for Care, 2007).
Supervision is a process that involves a manager, or senior professional, meeting regularly and interacting with staff to review their work. Supervision is not about the exercise of power over another person – whilst it can help to manage performance, it is also, equally, a way of helping the supervisee to develop new skills, experience and confidence in their role. It might include, for example, reviewing their workload, setting the expected standards, monitoring and reviewing performance, identifying learning and development opportunities and keeping them informed with wider organisational news, (Skills for Care, 2020).
Opportunities for supervision sessions ensure that staff have protected time in order to access support, and enhance all aspects of their performance, clinical practice, professional development and to discuss workload management.
Appraisals are held annually for staff (with 6 monthly reviews). An Appraisal/Personal Development Review is defined as ‘a meeting between an appraisee and their chosen appraiser to discuss the appraisee’s performance, agree work related objectives, and identify development needs’.
Managers will also support CAMHS staff with KPI’s (Key Performance Indicators).
More about Understanding CAMHS
To learn more about how our CAMHS services work, you can access the Governance, Patient Journey and Clinical sections in the links below.
