Detailed job description and main responsibilities

People Management

To implement and monitor effective processes for the line management of staff including: agreeing and maintaining appropriate team establishments, caseload management, controlling use of overtime, bank and agency and ensuring processes are undertaken for recruitment, induction, objective setting, appraisal, supervision, rostering, vacancy management, absence management, Investigations and grievances.

To manage the performance of individuals and teams required to ensure the clear delivery of Trust, LDU, Area and service area objectives. To implement strategies for LDU workforce planning and staff development within the service area.

To ensure that services are planned and delivered with sensitivity to the diversity of the communities it serves.

To undertake investigations of serious untoward incidents, complaints disciplinaries and grievances.

To maintain effective communication with Staff, Unions, Service Users and Carers.

To ensure that meaningful staff involvement takes place within the service area in order that commitment and ownership are maximised and staff have the opportunity, where possible, to influence service provision.

Financial Management

To manage the allocated budget for the service area within Trust Standing Financial Instructions, delivering key financial planning actions at key stages of the Trust’s annual business planning cycle and delivering financial sustainability through achievement of financial balance. To actively explore new service opportunities in terms of growth of services/new business opportunities

Performance Management

To manage the performance of the service in line with defined measures contained within the CAMHS and wider service Scorecard and associated processes. This includes information management and timely and accurate data entry at team level.

Risk and Clinical Governance

To contribute to the Area Integrated Governance structure and objectives and to establish clear and effective mechanisms to ensure ownership of governance at all levels throughout the Service area.

To be responsible for the delivery of Health and Safety responsibilities as required by statute, regulation, legal obligation and Trust policies within the service area.

To ensure full compliance of all staff within the service with key mechanisms to support the clinical delivery of service including the Integrated Care Programme.

Approach and/or Single Assessment Process, Records Management, Health and Social Care data entry, Incident reporting, Serious Untoward Incident Review and Complaint's

To ensure staff compliance with Safeguarding processes to protect users, carers and vulnerable adults, children and young people.

To ensure compliance with legal and statutory duties related to Mental Health Act, Mental Capacity Act, Police and Criminal Evidence Act.

To contribute to the development of information packs, contingency plans, in and out of hours responses to unplanned events such as pandemic flu, winter challenges, estate disaster.

To be responsible for ensuring compliance with defined quality standards such as CQC, CNST and Standards for Better Health, identifying responsibility within the team for key roles including infection control and emergency planning. 

To be responsible for maintaining up to date evidence of quality and safety outcomes and providing these as required for inspection. 

Service Research, Innovation, Training and Improvement

To contribute to the development of a Service Strategy for define services at a local level n line with STP, transformation and Trust objectives.

To contribute to the leadership of service area re-design promoting the development of practice in line with national policies and evidence base.

Ensure that outcomes for service users and carers are measured and evaluated and that learning is applied to future interventions, collaborating with those responsible within the Trust for service audit.

Assimilate and apply the outcomes of research, innovation and improvement projects, working in collaboration with the Trust’s Organisational Development Director and those responsible for innovation and quality improvement; learning from the evaluation of the impact of change in similar services elsewhere.

Working jointly with the managers, clinicians, service users, carers and partners, identify appropriate outcome measures that can be implemented to evaluate the quality and effectiveness of services within the delivery unit.

As part of the Management Team, lead clinical, professional and managerial service redesign and innovation initiatives to modernise the workforce and the delivery of care, including promoting the innovative use of technology and supporting the development of practice in relation to national mental health strategies.

Ensure local service user engagement in service planning, delivery, choice, governance and workforce development, including maintaining effective links with key groups, networks and Patient and Public Involvement fora.

Ensure wide management and clinician participation in key local forums and collaboration with other key partners in the delivery of integrated care solutions.

Lead quality improvement including the use of CYP IAPTUS and routine outcome measures.

Take a lead role and support the CAMHS Transformation programme

Clinical

Be responsible for ensuring and implementing a range of therapeutic interventions for individuals, carers, families and groups.  These will include long and short term interventions as appropriate to need.

Evaluate and make decisions about treatment options taking into account both theoretical and therapeutic models and highly complex factors concerning historical and developmental processes that have shaped the individual, family or group.

To exercise autonomous professional responsibility for assessment and treatment and discharge of children and young people whose problems are managed by psychologically based standard care plans.

Provide specialist expertise, advice, guidance and consultation to others professionals contributing directly to children and young people’s formulation, diagnosis and treatment plans.

Contribute directly and indirectly to a framework of understanding and care to the benefit of all children and young people of the service, across all setting and agencies serving children and young people with learning disabilities and mental health problems/challenging behaviour.

To undertake risk assessment and risk management for individual children and young people and to provide advice to other professions on risk assessment and risk management

Communicate in a skilled and sensitive manner, information concerning the assessment, formulation and treatment plans of children and young people under their care and to monitor progress during the course of both uni and multi-disciplinary care.

Self-management

To ensure that as a member of CAMHS you are fully aware of current developments, legislation and practice in the care of children and young people with mental health problems.

To attend regular management/professional supervision.  Through supervision and appraisal, acknowledge own limitations and discuss/identify/access training as appropriate.

To be aware of and adhere to all Trust policies, acting as a role model to other staff.  Manage time effectively.  Continue to meet professional standards of practice and relevant professional legislation.

To undertake other Team Management duties as required by the Service Manager.

Communications and Working Relationships

Other Service Managers - Shared Planning, Communication and Negotiation

Wider Child Health Community and Acute services

Children’s local authority partners

A range of voluntary sector partners

BNSSG CAMH services

Southwest CAMHS clinical network

Clinical and Professional Leads - Collaborative Working and Communication

Corporate Directorates - Collaborative Working and Communication

Service Users and Carers - Consultation and Communication

Line Managed staff - Objective Setting, Management of Performance,

Development and Communication

CAMHS, Secure and Specialist Management Team - Shared planning, Performance Monitoring and Reporting, Communication

Staff Side – Communication, consultation and involvement

Most challenging part of this role

Delivering an operational service in the context of short term safety and financial balance, whilst moving towards long term service and financial sustainability

Working across a large and diverse range of communities within a complex commissioning environment

Ensuring that individualised care and safeguarding of vulnerability and risk is provided in conjunction with other health and social care services.

Policies and Procedures

Trust employees are expected to follow Trust policies, procedures and guidance as well as professional standards and guidelines. Copies of Trust policies can be accessed via the staff intranet (Ourspace) or from your manager.

In particular, attention is drawn to the Trust’s arrangements in relation to safeguarding children and vulnerable adults as well as infection prevention and control.

All employees are expected to be familiar with the Trust’s approach to risk management, take a risk management approach to their own work and take responsibility for the management of the risks they own.

Confidentiality

Much of the work is of a confidential nature. This means that no discussion should take place about the care, needs, or activities of any service user, except in the clear interest of that service user or other members of staff. Staff are reminded that personal information concerning colleagues is also confidential