Team Job Planning - How to do it…

1. Team Job Planning - How to do it… Ann York and Steve Kingsbury 2010

2. Team Job Planning in CAPA p 85-89 • Each individual has a job plan that describes their work in various ways • Combined to form a team job plan • Useful to managers and clinicians as describes predicted activity • Can show effects of losses • Contains activity for clinicians • Based on “do-able”numbers

3. Supporting work: admin, management, CPD Other: consultation, YOT, LAC Job plans include…

4. You need to work out • What is everyone doing at the moment? ie. current job plans • How many Choice sessions need to be added to those job plans to match referrals? • What is the capacity for Core Partnership in the job plans? • Managers: is the team in balance? • Do job plans need reviewing?

5. Assumptions • All referrals that you accept will be guaranteed a Choice appointment within 6 weeks of referral • Only 2/3 of those having Choice will continue into Core Partnership work • Families and young people who have Core Partnership work need an average of 7.5 appointments • You can offer two appointments in a 3.5 hour session / half day • Out of 52 weeks of the year, only 45 are actually worked • You will design job plans according to what is currently being done

7. Job planning: Blank Diaries

8. Team Meeting

9. Admin Time

10. Specialist and specific time

11. Other Commitments

12. Free sessions for Choice and Core Partnership work TEAM TOTAL = 14 sessions Per week

14. Team Job Planning Example Anywhere CAMHS... • 4 full time staff (4 FTE) • 4 referrals per week

15. How many Choice appointments need to be added to those job plans? All accepted referrals are offered a Choice appointment • Number of referrals per week (that are accepted) = 4 • They need 4 Choice appointments. HOW? • Each staff member can do 2 Choice appointments in one 3.5 hour session / half day

16. Decide who will do Choice Think skills not profession or seniority • Good at engagement- to service and not clinician • Facilitator with expertise • Knows local services • Can communicate best practice • Confident but not overconfident

17. Choice Clinics TOTAL TEAM DEMAND = 4Choice appointments per week TOTAL TEAM CAPACITY = 4Choice appointments per week

19. What is the capacity for Core Partnership in the job plans? p88-89 Calculate capacity for each clinician • Count free sessions in job plan for Core Partnership work • Multiply by 3 (Partnership Multiplier) • This is number of new Core Partnership clients each clinician will take on in a period of 13 weeks

20. Andrew Down, systemic therapist Total sessions 10 Team meeting 1 YOT 1 Systemic Therapy clinic 1 LAC consultation 1 Management 1 Admin 1 Choice 1 Remaining Core sessions 10 – 7 = 3 Core Partnership new clients per quarter 3 x 3 = 9

21. Team Core Partnership CAPACITY per 13 week quarter

22. Team Core Partnership CAPACITY per 13 week quarter TOTAL TEAM CAPACITY = 36 new Core Partnerships per quarter

23. Why? 97-103 Why 3? • In 13 weeks each clinician is there for 11.25 weeks (leave etc) • So for each half day in their diary they do 11.25 half days per quarter • In each half day they can do 2 appointments • So over the quarter they can do 11.25 x 2 = 22.5 appointments • Each family and young person averages 7.5 appointments • This means that the 22.5 appointments divided by 7.5 appointments = 3 children and young people And We know this number works for most UK CAMHS teams But If your session average is more than 7 or you can only do 1 appointment in a half day e.g for LD The multiplier will be less

24. How many fixed appointments does Andrew offer? ie how much of his diary has he given up? 2 Choice appointments a week 9 new Core Partnership appointments over 13 weeks

25. How does he plan his work? Tue am Fri

27. Step 5 of 5:is there enough capacity? TOTAL TEAM CHOICE DEMAND = 4 Choice appointments per week Choice demand and capacity are matched... New Core Partnership Demand is provided 66% will need Core Partnership TOTAL TEAM CORE PARTNERSHIP DEMAND = 35 per quarter 4 x 13 x 0.66 =35 TOTAL TEAM CORE PARTNERSHIP CAPACITY = 36 per quarter TOTAL TEAM CHOICE CAPACITY = 4 Choice appointments per week

28. Reasons for Choice-Partnership Imbalance • Too many referrals • Too many referrals accepted • Transferring a high % from Choice • High need • Not full choice • “all need help” • Choice taking too large a slice of core • Long choice durations than planned for • Shirking • Lack of monitoring • Vague job planning: low core% of whole service • Vacant posts • Long average core partnership durations • Less than 2 appointments per session

29. Summary • Choice activity based on referrals (remember to flex…) • Core Partnership based on job plans • The number is 3 • Admin time based on core activity • Job plans should be reasonable based on what you and the team NEED to do • Shift to Team Job Planning and activity • May or may not be in balance

30. Core service Percentage It is useful to know what % of the service is given to all Choice and Core Partnership WHY? • 40% is the realistic ceiling; • this is challenging and needs excellent clinical and managerial leadership WE FIND: 40% in Choice and Core Partnership works for most teams: This could be... • 40% for Choice and Core Partnership work • 35% Specific work(i.e. 75% of time is in clinical work) • 25% in supporting work e.g. management, CPD etc

31. Flexing your Choice capacity • Each week count the number of referrals accepted for Choice • Add the number of accepted referrals from last week who have not yet opted in (they may yet come) • Then count the number of vacant Choice in the next 6 weeks. • If there aren’t enough find some more…

32. How could a rural service deliver CAPA? • A rural service example: • Single clinician • Long travel times • Lots of local relationship work • Many settings • Short contact durations (minutes)