How does reorganisation in child and adolescent mental health services affect access to services? An observational study of two services in England

Experiences of commissioning services for child and adolescent mental health in England (UK): a qualitative framework analysis

OBJECTIVES

To explore commissioners' experiences of commissioning services for child and adolescent mental health, their perspectives on the needs of their populations, the challenges they face and their needs for support and data.

DESIGN

Qualitative study involving semi-structured interviews. All interviews were audio-recorded and transcribed verbatim. Data were analysed using framework analysis.

SETTING

England, UK.

PARTICIPANTS

12 integrated care board commissioners, responsible for commissioning NHS England Child and Adolescent Mental Health Services (CAMHS).

RESULTS

We identified five themes: 'reflections on role'; 'priorities and tensions: working in a complex and evolving integrated care system'; 'insights and evidence: the role and use of data and informants'; 'children's mental health in the limelight: influences and expectations'; and 'responding to need "CAMHS as the answer to everything"'. Combined, these themes highlight the integral role commissioners play in providing oversight over the local system and challenges to this role including disproportionate funding for services for child and adolescent mental health, different use and value ascribed to 'qualitative' and 'quantitative' data, rises in demand and the limited focus on early intervention and prevention.

CONCLUSIONS

CAMHS commissioners are currently negotiating a complex and changing political, social and economic environment with competing priorities and pressures. Our research indicates that commissioners require greater support as their roles continue to evolve.

The Impact of a Digital Referral Platform to Improve Access to Child and Adolescent Mental Health Services: A Prospective Observational Study with Real-World Data

(1) Background: In the UK, mental health needs for children and young people (CYP) are rising, whilst access to care is declining, particularly in the North of England and post-COVID-19. However, Health Information Technologies (HITs) can simplify access to Child and Adolescent Mental Health Services (CAMHS), reduce waiting times, and provide anonymous support and reliable information. (2) Methods: A single-centre prospective observational study examined the impact of "CYP as One"-a digital referral point to CAMHS-on waiting times and referral rejection rates. (3) Results: Waiting times during the first 12 months of "CYP as One" implementation were compared to the 12 months prior using non-parametric tests. "CYP as One" demonstrated an increase of 1314 referrals, with self-referrals rising by 71%. Initial implementation showed an increase in waiting times by 16.13 days (53.89 days) compared to pre-implementation (37.76 days) (p < 0.001). However, months 10 (M = 16.18, p < 0.001), 11 (M = 17.45, p < 0.001), and 12 (M = 31.45, p < 0.001) implementation showed reduced waiting times. Rejection rates rose due to a 108% increase in referral volume. "CYP as One" improved access and reduced waiting times after the initial phase. (4) Conclusions: Further research is needed to assess its long-term impact and cost-effectiveness, particularly regarding specific mental health conditions and staff time.

Partnerships at the Interface of Education and Mental Health Services: The Utilisation and Acceptability of the Provision of Specialist Liaison and Teacher Skills Training

Partnerships between school staff and mental health professionals have the potential to improve access to mental health support for students, but uncertainty remains regarding whether and how they work in practice. We report on two pilot projects aimed at understanding the implementation drivers of tailored strategies for supporting and engaging front-line school staff in student mental health. The first project provided regular, accessible mental health professionals with whom school staff could meet and discuss individual or systemic mental health concerns (a school 'InReach' service), and the other offered a short skills training programme on commonly used psychotherapeutic techniques (the School Mental Health Toolbox; SMHT). The findings from the activity of 15 InReach workers over 3 years and 105 individuals who attended the SMHT training demonstrate that school staff made good use of these services. The InReach workers reported more than 1200 activities in schools (notably in providing specialist advice and support, especially for anxiety and emotional difficulties), whilst most SMHT training attendees reported the utilisation of the tools (in particular, supporting better sleep and relaxation techniques). The measures of acceptability and the possible impacts of the two services were also positive. These pilot studies suggest that investment into partnerships at the interface of education and mental health services can improve the availability of mental health support to students.

A protocol for a multi-site cohort study to evaluate child and adolescent mental health service transformation in England using the i-THRIVE model

The National i-THRIVE Programme seeks to evaluate the impact of the NHS England-funded whole system transformation on child and adolescent mental health services (CAMHS). This article reports on the design for a model of implementation that has been applied in CAMHS across over 70 areas in England using the 'THRIVE' needs-based principles of care. The implementation protocol in which this model, 'i-THRIVE' (implementing-THRIVE), will be used to evaluate the effectiveness of the THRIVE intervention is reported, together with the evaluation protocol for the process of implementation. To evaluate the effectiveness of i-THRIVE to improve care for children and young people's mental health, a cohort study design will be conducted. N = 10 CAMHS sites that adopt the i-THRIVE model from the start of the NHS England-funded CAMHS transformation will be compared to N = 10 'comparator sites' that choose to use different transformation approaches within the same timeframe. Sites will be matched on population size, urbanicity, funding, level of deprivation and expected prevalence of mental health care needs. To evaluate the process of implementation, a mixed-methods approach will be conducted to explore the moderating effects of context, fidelity, dose, pathway structure and reach on clinical and service level outcomes. This study addresses a unique opportunity to inform the ongoing national transformation of CAMHS with evidence about a popular new model for delivering children and young people's mental health care, as well as a new implementation approach to support whole system transformation. If the outcomes reflect benefit from i-THRIVE, this study has the potential to guide significant improvements in CAMHS by providing a more integrated, needs-led service model that increases access and involvement of patients with services and in the care they receive.

Implementation of significant mental health service change: perceptions and concerns of a mental health workforce in the context of transformation

Purpose

As part of an evaluation of the nationally mandated Child and Adolescent Mental Health Services (CAMHS) “transformation” in one foundation NHS trust, the authors explored the experiences of mental health staff involved in the transformation.

Design/methodology/approach

The authors employed a qualitative methodology and followed an ethnographic approach. This included observation of mental health staff involved in the transformation and informal interviews (80 h). The authors also undertook semi-structured interviews with key staff members ( n  = 16). Data were analysed thematically.

Findings

The findings fall into three thematic areas around the transformation, namely (1) rationale; (2) implementation; and (3) maintenance. Staff members were supportive of the rationale for the changes, but implementation was affected by perceived poor communication, resulting in experiences of unpreparedness and de-stabilisation. Staff members lacked time to set up the necessary processes, meaning that changes were not always implemented smoothly. Recruiting and retaining the right staff, a consistent challenge throughout the transformation, was crucial for maintaining the service changes.

Originality/value

There is little published on the perceptions and experiences of mental health workforces around the CAMHS transformations across the UK. This paper presents the perceptions of mental health staff, whose organisation underwent significant “transformational” change. Staff demonstrated considerable resilience in the change process, but better recognition of their needs might have improved retention and satisfaction. Time for planning and training would enable staff members to better develop the processes and resources necessary in the context of significant service change. Developing ways for services to compare changes they are implementing and sharing good practice around implementation with each other are also vital.