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The London and South East CYP-IAPT

Learning Collaborative, Executive &

Programme Boards, & Implementation

Networks

Terms of reference and collaborative structures

Version 1.6 – Updated 19th Dec 2016

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Contents

Background 3

Section 1

Goals of the collaborative

Core principles

Vision and Values

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Section 2

Collaborative Partnership Members

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Section 3

What will the new structures look like? The Collaborative Programme Board The Collaborative Executive The Collaborative Implementation Groups The Shadow Board

Local Partnership Structures

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Appendix 1

Executive Group Expression of Interest form

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Background

Children and Young People’s – Improving Access to Psychological Therapies (CYP-

IAPT) is an initiative supported by Health Education England (HEE) and NHS

England (NHSE) to improve quality of Children and Young People’s Mental Health

Services through a range of interventions including: the introduction of better

evidence based practice, authentic service user participation and the rigorous

outcomes monitoring. Central funding from HEE and NHSE for the programme is

agreed until at least the end of 2018. Nationally the programme includes services

that reach 80% of children and young people 0-19 years of age. There is a

Department of Health commitment to extend the programme to achieve a 100%

reach by 2018 and there is further commitment and funding through Future in

Mind, and Five Year Forward View for mental health to achieve this..

CYP IAPT is a core component of the transformation of children and young people’s

mental health services through Local Transformation Plans, and is one of the 57

indicators in the CCG Improvement and Assessment Framework. (Indicator 123c

Children and young people’s mental health services transformation)

CYP IAPT is also one of the deliverables in the Planning Guidance 16-17 - 20-21,

which defines the Sustainability and Transformation Plans, into which the Local

Transformation Plans are being subsumed.

The London and South East CYP-IAPT Learning Collaborative (called ‘the

Collaborative’ for the remainder of the document) is a collaborative venture

between Children and Young Peoples Mental Health (CYPMH) provider partnerships

across: Local Authority, Voluntary Sector and, NHS Child and Adolescent Mental

Health Services (CAMHS), along with University College London, Kings College

London, Tavistock & Portman NHS Foundation Trust, and the Anna Freud National

Centre for Children and Families. The Collaborative works with partnerships from

across London, Eastern and, South East, Regions of England. These regions are co-

terminus with the geographies of the three Clinical Networks (Healthy London

Partnership, East of England, and South East of England), with which the

collaborative works closely. There are currently 31 partnership members of the

collaborative; the majority of partnerships are made up of more than one provider

organisation; currently the Collaborative has 31 NHS Child and Adolescent mental

Health Services (CAMHS), across 16 NHS Trusts, 25 Local Authorities, 23

organisations from the Voluntary Sector, and 5 Clinical Commissioning Groups

(CCGs). By 2017 there will be 36 partnerships.

The Collaborative has had substantial impact providing the resources and structures

to facilitate quality improvement and best practice across partnerships. However,

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given the limited time central funding to sustain the Collaborative, this period up

until the end of 2018 will require consolidation of existing activities and assets,

alongside the development of business planning that will enable the work of the

Collaborative to continue in the most effective way. The options include the

Collaboratives transformative mechanisms being transposed into existing partner

organisations, or remaining an initiative hosted by the Anna Freud National Centre

for Children & Families, which delivers support to services at a cost. These

decisions will be influenced heavily by the needs and feedback of the existing

partnerships, and the various partner organisations.

This Document

During the last few months of 2014, the collaborative partnerships were invited to

express their views on proposed structures for the collaborative. At that time this

document captured the proposed new collaborative governance structures taking

into account the views of partnerships and wider stakeholders. Between January

2015 and early 2016 it codified the interim collaborative structures to be

maintained whilst the future funding for the CYP IAPT programme was confirmed.

Now that funding has been confirmed up until the end of 2018, this document will

clarify what the Collaboratives functions are up until that time, and what plans and

intentions there are for its life beyond that time.

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Section 1

Goals of the Collaborative

The overarching goal of the collaborative is:

To -

Facilitate continuous quality improvement in children and young people’s

mental health and well-being provision, across London & the South East of

England.

Through -

The application of CYP IAPT quality improvement principles and to support

the implementation of Future in Mind (FiM) and the Five Year Foreword View

(FYFV) for Mental Health

By various means including -

Facilitating close collaboration between partners including NHSE, HEE,

Clinical Networks, commissioners, providers, other stakeholders

Developing relationships with key strategic organisations that will embed CYP

IAPT transformation principles into business as usual

Deepening the penetration of CAMHS transformation through CYP IAPT in

partnership areas, through the addition of new partner services to existing

partnerships, and the continued training of staff Facilitating the sharing of

learning and best practice between partnerships

Expanding the scope of CAMHS Transformation locally to ensure new

opportunities for innovation, e.g. digital, are harnessed.

The offer of training, consultation and expertise in quality improvement

Developing new training and aligning existing training closely with the needs

in services, and with continuous quality improvement in partnerships

Encouraging and supporting research and the development of evidence-

based practice and practice-based evidence

Lobby for, identify and securing funding to support the collaborative goals

Lobbying to build capacity across services

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Liaison and influence of key local and national stakeholders

Influencing local and national policy to support quality improvement across

CYPMH services

Support the implementation of policy that improves quality across CYPMH

services

Monitor and support partnerships in the delivery of CYP-IAPT principles and

practices

Core Principles

The core principles of CYP-IAPT are presented below in Fig. 1.0; they are to provide

services that:

Value and facilitate authentic participation of young people, parents, carers

and communities at all levels of the service

Provide evidence-based practice and are flexible and adaptive to changes in

evidence

Are committed to raising awareness of mental health issues in children and

young people, and are active in decreasing stigma around mental ill-health

Demonstrate that they are accountable by adopting the rigorous monitoring

of the clinical outcomes of the service, and

Actively work to improve access and engagement with services

These principles are co-dependent and are applied within a culture of

collaboration and shared decision-making.

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Fig. 1.0 The Core Principles of CYP-IAPT

Vision and Values

The collaborative vision is to improve services for the benefit of Children and Young

People - the overarching values behind any collaborative decision must be guided

by the core value: ‘In what way does this change benefit children and young people

with mental health problems?’

The comprehensive vision and values of the collaborative are set out in the

document: ‘Delivering With, Delivering Well’ (see appendix 1.)

Accessible

Awareness

Participation

Evidence-based

Accountable

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Section 2.

Collaborative Partnership Members

Who can join the collaborative?

As the programme has a KPI to achieve 100% geographical coverage of the country

by 2018, it is necessary to both broaden the reach of the Collaborative into areas

not yet covered, and deepen reach in existing areas – by expanding partnerships to

include other services. The process through which this happens has been almost

entirely delegated to the local collaboratives by NHSE. Much of the programme has

transferred to HEE, which has the final decision on new partnerships, made on the

basis of the Collaboratives recommendations, and completed self-assessment and

CEO signed-off commitment to transformation.

It is also now possible for partnerships to move between Collaboratives, if they

wish, and with agreement between the releasing and receiving Collaborative.

Responsibility of the partnership members

Partnership members commit to the implementation of CYP-IAPT principles across

the organisations. At the point of joining the collaborative Partnerships undertook

to:

Ensure access and waiting times to treatment do not deteriorate during the

training period as a result of this project

Ensure that the transformation takes account of the cultural needs of the

community they support

Commit to all Tier 3 CAMHS, and Tier 2 CAMHS who are part of the project,

undertaking session by session/frequent outcome monitoring using the CYP

IAPT dataset - now a component of the Mental Health Services Data Set

(MHSDS) managed by NHS Digital (formally HSCIC) which is used to guide

therapeutic interventions and supervision

Move to accept self referrals

Create a local steering group to steer the project locally to include health and

local authority commissioners, NHS and voluntary sector providers

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Support new partnerships working with their collaboratives as they come on

line in future years

Work with the HEIs to select appropriately skilled trainees and supervisors

Ensure that trainees, supervisors and service managers selected to undergo

the training can attend training and can undertake the assignments

necessary to pass the training

Ensure that the infrastructure and data systems are sufficiently robust to

allow data collection of the IAPT data set and ensure data is sent as required

Agree that data sent to the programme office becomes the property of the

Children and Young People's IAPT Programme

Performance Management of the Partnerships

The performance management roles of the collaborative and full performance

indicators are set out in the document ‘Local Management of the CYP IAPT

Programme by Local Collaboratives’ (see appendix 2.)

Benefits to Partnership members

Member Partnerships will have access to a range of benefits to help them

implement CYP IAPT – these could include:

training to therapists, supervisors, and leaders and mangers, and teams

consultation and guidance, including direct work using a range of Quality

Improvement approaches.

participation in conferences, workshops and other collaborative events

intensive consultation and front line service input (dependant on need and

demonstrated commitment to the programme)

access to publications including: implementation guidance, and newsletters

the opportunity to join and contribute to Collaborative Implementation

Groups

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membership on the Programme Board

opportunity to put a candidate forward for election to the Collaborative

Executive

to inform and influence policy and wider CYPMH strategy locally and

nationally

be informed of key policy, strategy and other developments, form local and

national stakeholders

Access to competition-relevant information

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Section 3

What the CYP IAPT structures look like

National Structures

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London and South East Structures

1. Strategy and planning group

2. The Collaborative Programme Board

3. The Collaborative Executive

4. Course Leadership Team (CLT)

5. The Collaborative Implementation Groups

6. Shadow Board

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1. Strategy and planning group

Function

To provide strategic leadership to the Collaborative

To attend and represent the Collaborative at the the Collaborative of

Collaborative National Meeting

To organise agenda for CLT and identify key issues for consideration by

the CLT.

To liaise with Health Education England around all aspects of

commissioning of training

Membership

Joint Administrative coordinators

Clinical Lead for Collaborative

Programme Lead for Collaborative

Joint leads from two universities (UCL and KCL)

Structure

To meet monthly prior to the CLT for one hour.

To liaise between members about strategic issues by email.

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2. The Collaborative Programme Board

What is the Collaborative Programme Board?

The Collaborative Programme Board oversees and steers the work and progress of

the collaborative, and provides expert advice, information and comment.

The role of the Programme Board is to:

Oversee and support the work of the collaborative

Monitor progress of the collaborative and its partnership members, including

monitoring the risk register for partnership progress and initiating relevant

responses.

Provides expert advice and comment on the strategic direction of the

collaborative

Offer expert advice and information to the executive on the needs of the

collaborative partners to implement CYP-IAPT

Offer information and expert advice on the focus of the Implementation

Groups

Oversee and approve proposals for Partnership funding, e.g. Service

Transformation Acceleration fund allocation

Advise executive on allocation of training places.

Oversee the work of the Implementation Groups

To offer recommendations and advice on the training needs of the

collaborative

Provide advice and comment to the Collaborative Executive

Oversee the work of the Collaborative Implementation Group

Provide advice and information to NHS England, Health Education England,

Clinical Networks, and other stakeholders as appropriate

Elect members to the Collaborative Executive

Contribute to a collaborative training needs analysis to feed into the LETBs

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Who does it report to?

The Programme Board reports to HEE/NHS England CYP IAPT Central Programme

Team and the Collaborative Exec

How often will it meet?

The Programme Board will meet for half a day, four times a year (with the option of

extraordinary meetings to be called by the chair as required) – meeting dates for

the year will be supplied by the project lead no later then the last meeting of the

calendar year

Who will make up the Collaborative Programme Board?

The Programme Board will be made up of:

Independent chair

Partnership Member representatives (31 in total) – this includes the provider

lead and local commissioner

Young people and parent rep (from the shadow board)

Clinical Lead

Programme manager

Project Officer

HEI reps

Quorum

The board will be deemed quorate for decisions that require a vote if 9 or more

partnerships are represented

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Partnership Member Representatives on the Programme

Board

The Programme Board will be made up of the provider lead AND the local

commissioner from each of the existing partnerships in the collaborative. Individual

partnerships will decide whom they put forward to this group but the representative

must have authority from the partnerships to make decisions and representations

on the behalf of the partnership. It is assumed that the representative will be the

existing partnership lead and commissioner unless otherwise stated. Leads can

send ‘proxies’ to the meeting on their behalf. Proxies can represent more than one

partnership at a meeting and have votes for all partnerships they represent. (i.e. if

a person is representing three partnerships they get three votes)

Should a person leave their organisation, it becomes that partnerships

responsibility to find a replacement to sit on the Programme Board.

Co-opted members

At the invitation of the Chair, observers and individuals with specific expertise may

be co-opted onto the Programme Board or invited to attend all or part of the

meetings.

The responsibilities of all members of the Programme

Board

To attend (or send proxies to) a minimum of 3 of the 4 meetings held each

year.

To promote the work of the Collaborative positively and appropriately in

public forums.

To agree to the goals, vision and values of Collaborative.

To report to local steering groups about issues discussed at the Programme

Board meetings and to report to the Programme Board issues raised at local

steering group meetings as appropriate.

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Regional Programme Boards

Regional programme boards that provide a similar function to the full programme

board will be considered and supported as long as they are fully supported by local

Clinical Networks, commissioners and local partnerships, maintain links with the

whole Collaborative, and can be seen to better support the local implementation of

CYP IAPT. Agreement to set up Regional programme boards will be granted by the

Collaborative Exec

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3. The Collaborative Executive

What is the Collaborative Executive?

The Collaborative Executive is responsible for delivering the work of the

collaborative.

Its key functions are:

To make recommendations on the strategic direction of the collaborative for

the Programme Board to make comment and offer expert advice

To develop a business model for the continuation of the collaborative and its

aims for the Programme Board to make comment and offer expert advice

To develop a five year strategic plan to ensure the continuation of the

collaborative and the implementation of its aims beyond the life of the CYP

IAPT programme

To liaise and advise with key policy makers and stakeholders on behalf of the

collaborative to benefit the collaborative aims

To oversee the work of the paid officers of the collaborative particularly the

clinical lead and programme/project lead for the collaborative

To oversee and make recommendations on the best use of the support officer

roles within the collaborative

Oversee the work of the HEIs in delivering training

Oversee the Collaborative budget

Produce reports to relevant stakeholders, e.g. HEE and NHSE in respect of

training commission, NHSE in respect of transformation funding and

partnership performance.

Consider and where appropriate agree the set-up of regional programme

boards

Who does it Report to?

The Executive reports to NHS England and the Collaborative Programme Board.

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Who will make up the Collaborative Executive?

The Collaborative Executive is made up of:

The Collaborative Clinical Lead (chair)

Young Person co-chair (from the Young Advisors, or shadow board)

The Programme/Project Lead

The HEI Lead for UCL and Kings College London

Three elected partnership members:

o One representative from each of the stakeholder groups:

Voluntary sector

Local Authority

NHS CAMHS

Commissioning representatives

Health

Local Authority

Clinical Network reps

Co-opted members

Young Person Representative (from the Young Advisors, or shadow board)

Parent Carer Representative (from the shadow board)

How often will it meet?

The Executive will meet for 2.5 hours bi-monthly – meeting dates for the year will

be supplied by the chair no later than the last meeting of the calendar year.

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Partnership Member Representatives on the Executive

There are places for three Partnership members on the Executive – each post

representing the three main sectors of the collaborative: Voluntary Sector, Local

Authority and, NHS CAMHS providers. Candidates should put themselves forward

for election in writing stating which sector they wish to represent and why. (See

appendix 1. for expression of interest form.) Candidates are automatically elected if

they are the only one from their sector. If there is more than one candidate for a

sector, the respective Expression of Interest forms will be circulated to the

Programme Board for their decision. Members will be elected by the Programme

Board to serve a two-year term in the first instance (this will be reviewed by the

Board when the strategic plan is produced).

Co-opted members

At the invitation of the Chair, observers and individuals with specific expertise may

be co-opted onto the Executive or invited to attend all or part of the meetings. This

will is likely to include partners and/or people with particular expertise or

experience include such, as major training partners, as appropriate.

The responsibilities of all members of the Executive

To attend a minimum of 4 of the 6 meetings held each year.

To promote the work of the Collaborative positively and appropriately in

public forums.

To agree to the goals, vision and values of Collaborative.

To act in the interests of the Collaborative

To contribute to the development of products for the Collaborative, agreed

between Programme Board and Executive

To contribute to implementers group where expertise exists

To represent the Collaborative at national programme meetings, i.e. task and

finish groups, Collaborative of Collaboratives, as necessary.

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4. Course Leadership Team (CLT)

Function

• To provide an opportunity for coordination across courses and programmes

about areas of the delivery of courses.

• To decide together on shared challenges around the programme including

student experience, shared teaching, participation of young people and other

matters.

• To provide a forum though which the University Leads and the Clinical Lead

for the Collaborative can seek views about the strategic development of the

programme.

• Facilitate better strategic links between the training and wider transformation

elements of the programme including outreach

• To advise the University leads on all matters to do with the current and

future planning of the programme.

• To delegate responsibility for specific tasks within each university where

needed.

Membership

• Administrative Coordinators, Administrative staff, Course Leads, Module

Leads, Collaborative Clinical Lead, Collaborative Programme Lead,

Collaborative Project Coordinator, Assistant Psychologist (Collaborative),

Joint University (HEI) Leads.

Structure

• To meet monthly on the last Wednesday of the month at the Waterloo

Campus of KCL with a rotating chair for 2 hours with a pre-circulated agenda

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5. Collaborative Implementation Groups

What are the Collaborative Implementation Groups?

The Collaborative Implementation Groups are working groups, essentially the

working group component of the Steering Group, taking on specific aspects of

implementation of CYP IAPT. These groups might include:

Participation group

Data and outcomes group

Evidence-based practice group

Specialist clinical groups e.g. LD group, LAC, perinatal

Other task and finish groups directed by the Programme Board

Processes could include:

sharing best practice across the Collaborative,

problem solving specific implementation difficulties

facilitated group discussions and workshops

Outputs might include:

written best practice guidance,

presentation at conference and other events

auditing training events

Who do they report to?

The implementation groups report to the Programme Board and Exec via the clinical

and project leads

How often will they meet?

The groups will meet as required to complete the specific task they have been set

and/or as on-going groups develop best practice in particular aspects of the CYP

IAPT programme.

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Who will make up the Implementation Groups?

The Implementation groups will be made up from within the partnership

organisations. They could include: clinicians, data managers, young people,

parents and carers, service leads and others appropriate to the tasks. Each group

will be appointed a chair who will be expected to report back – either in a brief

written report and in person where appropriate - to Programme Board at their

request and no less than twice a year with updates on the progress and outputs

from the group.

The responsibilities of all members of the Implementation

Groups

To attend meetings regularly to complete the task

To promote the work of the Collaborative positively and appropriately in

public forums.

To agree to the goals, vision and values of Collaborative.

Attend the annual whole collaborative meeting

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6. Shadow Board

What is the Collaborative Shadow Board?

The shadow board has the role of bringing together young people and

parents/carers to inform and steer, both the work of the Programme Board and

Executive. The ToRs of this group are to be drafted by the current participation

group and decide how best this Shadow Board should meet and provide appropriate

representation to the Programme Board and Executive.

The role of the Shadow Board is to:

Input into the Programme Board and Executive

Ensure that the voices of young people and parents/carers voice are best

heard in the Programme Board and Executive

To guide the collaborative in a direction that ensures the work of the

collaborative improves the lives of children and young people with mental

health problems and sticks to the CYP-IAPT principles

Who does it report to?

The Programme Board and Executive

How often will it meet?

This will be decided by this group

Who will make up the Collaborative Shadow Board?

Young people who have direct experience of mental health difficulties

Parents/carers who have direct experience of parenting/careing for a young

person with mental health problems

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Local Partnership Structures

Local partnership are expected to have a local CYP IAPT steering group made up of

reps form all the partnership organisations and local commissioners.

This group should link to the Local Future in Mind/Local Transformation Plan

implementation group, which in turn should link to local Clinical Networks

London and South

East Collaborative

Partnership

Clinical Network

Local CYP IAPT Steering

group

Partnership Partnership

FiM/LTP

Imp Group

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Appendix 1:

Expression of interest form for partnership

membership of the Collaborative Executive

NOMINATION

I ___________(your name) want to represent ___________ (state which sector:

Voluntary, Local Authority, NHS) on the Collaborative Executive.

My organisation has agreed that I can stand for election.

EXPRESSION OF INTEREST STATEMENT

Below are three questions for you to answer. Please make your answers accessible. For example, use simple statements and don’t use acronyms or jargon.

What skills and experience can you bring to the Collaborative Executive (500

words)?

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What do you hope to get out of being a Collaborative Executive Member (500

words)?

Do you have any further comments (500 words)?

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With Thanks to the

Council for Disabled Children

for their helpful advice

on the initial draft of this document