Agenda item

The CYP Mental Health Transformation Programme ("Your Mind Your Say") has progressed into the Mobilisation and Implementation phase following full business case approval and Phase 1 funding. Built around the THRIVE Framework, the programme represents a strategic, co-produced model for delivering integrated mental health support across NHS Dorset, Local Authorities, VCSE partners, and schools.

Key priorities include mobilising early help and crisis response teams, expanding community (VCSE) access, Governance has been identified to ensure oversight and alignment with BCP’s Early Help Strategy and the Families First Pathfinder.

Funding has been approved, with future investment prioritised for MHST expansion. A Population Health Management dashboard will support outcome tracking and equity monitoring.

CYP and family voices remain central, with feedback mechanisms embedded throughout. Interdependencies such as the Neurodevelopmental Review and Tier 3.5 services are acknowledged but remain outside the programme’s direct scope. Crisis alternatives are under review, with youth worker pilots informing future service design.

This transformation marks a significant shift in how mental health services are commissioned and delivered for children and young people in BCP.

The Head of Children’s Services, NHS Dorset, NHS Mental Health Programme Lead and the Consultant Clinical Psychologist/ Clinical Lead presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'A' to these Minutes in the Minute Book.

The CYP Mental Health Transformation Programme ("Your Mind Your Say") had progressed into the Mobilisation and Implementation phase following full business case approval and Phase 1 funding. Built around the THRIVE Framework, the programme represented a strategic, co-produced model for delivering integrated mental health support across NHS Dorset, Local Authorities, VCSE partners, and schools.

Key priorities included mobilising early help and crisis response teams, expanding community (VCSE) access, Governance had been identified to ensure oversight and alignment with BCP’s Early Help Strategy and the Families First Pathfinder.

Funding had been approved, with future investment prioritised for MHST expansion. A Population Health Management dashboard would support outcome tracking and equity monitoring.

CYP and family voices remained central, with feedback mechanisms embedded throughout. Interdependencies such as the Neurodevelopmental Review and Tier 3.5 services were acknowledged but remain outside the programme’s direct scope. Crisis alternatives were under review, with youth worker pilots informing future service design.

This transformation marked a significant shift in how mental health services were commissioned and delivered for children and young people in BCP.

The Committee discussed the report, including:

• Members found the presentation insightful and appreciated the context behind the sharp rise in demand and service gaps.
• It was noted that financial constraints were acknowledged, but the focus remained on adapting service delivery to support as many young people as possible.
• The Thrive model was praised for recognising individual journeys and offering a more personalised approach to care.
• Positive developments included reduced assessment and waiting times and increased face-to-face interventions.
• In response to a query about how feedback from users was being gathered, the Committee was advised that engagement with young people and families was embedded throughout the rollout, including regular check-ins and challenge sessions.
• Clarification was provided on how the Thrive model would be practically implemented and how staff were being brought on board.
• Officers explained the four needs groupings within the Thrive model and highlighted the current gap in early help provision.
• Plans were shared to create an integrated front door service, offering a single point of contact for families and professionals across health, education, and social care.
• The Committee was advised that the new service would operate seven days a week, with extended hours to improve accessibility for children and families.
• Recruitment of over 100 staff was planned, alongside workshops and consultations to support the cultural shift required.
• The Committee welcomed the enthusiasm for the model and raised questions about barriers to self-referral and access to youth work and creative activities.
• Officers confirmed that youth workers would be integrated into the early help teams and that digital access options were being explored.
• The importance of trusted, safe information sources was discussed, with plans to involve young people in shaping digital guidance platforms.
• Cornwall and Berkshire were cited as influential partners in developing the model, with Dorset adopting best practices to suit local needs.
• The model was described as flexible and collaborative, with a commitment to whole-system change supported by leadership and the Integrated Care Board.
• In response to a query about the potential increase in referrals and their impact on waiting lists, the Committee was advised that there potentially would be an increased demand but it was emphasised that early intervention would help reduce long-term complexity.
• Efforts were underway to rebalance the system and reduce reliance on long-term therapy.
• In response to a query about transition arrangements from CAMHS to adult mental health services, the Committee was advised that a working group had been established to align transformation programmes and improve transition pathways.
• Concerns were raised about SEND needs and the interface between health and local authority services and it was highlighted that joint commissioning was not yet fully developed but details were provided about ongoing collaboration and future opportunities.
• A question addressed how the impact of the new model would be measured, with the Committee being advised that both internal and external data reporting mechanisms were in place, and that new outcome measures were being explored.
• Empowerment, understanding, and validation were identified as key indicators of success, with plans for regular reviews and family engagement.

RESOLVED that the Committee note the report and request an update be provided in 18 months. (ADD TO THE WORK PLAN).

Voting: Nem. Con.

The Parent Governor Representative and Cllr Armstong left the meeting after the conclusion of this item at 7:30pm.