AT A GLANCE
THE CHALLENGE
Children and young people referred to Core CAMHS in Hull and East Riding were waiting too long to be seen. Average waiting times from referral to first appointment were considerably higher than national expectations, and experience varied by location.
High DNA rates placed additional pressure on clinical teams, reducing capacity and contributing to frustration for staff and families. Clinicians were often spending valuable time managing missed appointments rather than focusing on delivering care.
Referrals were also becoming more complex, with increasing numbers of neurodivergent children requiring tailored, flexible support. Families needed earlier involvement and clearer communication, but existing systems made this difficult.
Teams were working across separate sites with different ways of working. While staff commitment and expertise were strong, this variation limited consistency and made it harder to deliver a joined-up experience for children and families. A shared identity, clearer pathways and a more coordinated front end were essential.
WHAT CHANGED
Bringing teams together and simplifying first contact
With support from CLEAR, Humber redesigned the front end of its Core CAMHS pathway. Teams were brought together under one roof, improving communication and decision making.
The first point of contact became more streamlined and family focused, helping children and young people reach the right support more quickly.
Strengthening Family Partnership working
A renewed focus on Family Partnership aimed to address needs earlier and reduce unnecessary escalation into longer treatment pathways. Families were actively involved in understanding options and shaping next steps. For senior clinical leaders, this represented a shift in how quality and outcomes were defined and delivered.
Supporting engagement
Practical changes, including appointment reminders and clearer communication, helped families attend more consistently and understand what to expect.
Co-production with children and young people
Children and young people were embedded in service development through co-production, influencing how services were presented and experienced.
“Through CLEAR, we have strengthened our focus on outcomes that matter to children, young people, and families. This has supported more consistent, person-centred care and a clearer understanding of what ‘good’ looks like in practice.”
Sian Johnson, Senior Clinical Lead, Humber Teaching NHS Foundation Trust
THE IMPACT
Faster access to care
Faster access to support for those accessing the new Family Partnership with average waiting time from referral to first appointment reduced to 24.5 days, compared with 94 days in Hull and 57 days in East Riding at the start of the project.
Reduced escalation and better engagement
Phase 1 outcomes showed strong early results:
- Of 21 Family Partnership discharges, only 2 children (9.5 percent) required transfer to the treatment waiting list, compared with a previous rate of 56 percent.
- Engagement in Family Partnership interventions increased from 32 to 53 children in one month.
Improved staff experience
Staff reported clearer pathways, fewer missed appointments and a stronger sense of shared purpose.
WHAT THIS MEANS FOR CHILDREN AND YOUNG PEOPLE
Children and young people now access support more quickly and experience a more consistent service across Hull and East Riding, with clearer communication and fewer delays.
They are more involved in decisions about their care, helping them feel listened to and respected throughout their journey.
“Early results are very encouraging. Waiting lists for further interventions such as CBT and creative therapies are reducing, largely because the six sessions of Family Partnership offered at the outset are enabling many young people to move forward without needing additional input.”
Nikki Titchener, Service Manager, Humber Teaching NHS Foundation Trust
LEARNING AND NEXT STEPS
The Humber Core CAMHS redesign demonstrates the impact of combining structural change with family-centred practice and genuine co-production.
Young people are now accessing support more quickly, and their first experience of the service has improved significantly. Co-production has been central to the work, with young people actively involved throughout every stage of the process.
The Trust continues to build on Phase 1 learning, refining and embedding the model using feedback from children, young people, families and staff.
