What are we doing now?


We have a vision

“To develop a culture of emotional wellbeing and mental health support for children and families that is based on strengthening early intervention and prevention and building resilience. We will listen to and work in partnership with our community to give children and young people the best start in life.”


Our strategy

We have produced a Emotional Wellbeing and Mental Health Strategy for Children and Young People which represents our collective ambition for focused improvement across services. A child friendly version of the strategy, authored by members of the Surrey County Council Rights and Participation Team for CAMHS (Child and Adolescent Mental Health Services) and SEND (Special Educational Needs and Disability) is also available.

Emotional Wellbeing and Mental Health Strategy for Children and Young People

Emotional Wellbeing and Mental Health Strategy for Children and Young People
easy read version


What we are doing now

Surrey County Council and the Surrey CCGs have now embarked on the next steps towards improving services.

Following engagement with children and young people, their parents, professionals, voluntary organisations and community groups we know that we need to focus change on the following areas:

  • Early intervention and community support to be more readily available to ease problems and avoid escalation
  • Collaborative working between professionals; sharing information vital to a child's recovery
  • Effective system navigation so that everyone knows what is available in the system, for whom and how to access it
  • Communication with parents and young people, focusing on what a referral means and what to expect from the system
  • Environmental design and making consultation areas child and young person friendly


Our Transformation Programme is looking at how health and care partner organisations can collaboratively make a change. Children and young people’s emotional wellbeing and mental health needs cannot be met by a single agency alone. The programme sets out to achieve successful solutions to issues and challenges that have been identified.

We need to work with everybody across health, care and education to make sure they understand the new ways we want to work together to care for and support children and young people. To achieve this in Surrey we need to act and work differently. We are in the process of creating a culture and environment in which we will be jointly responsible for using our resources to provide better results for children and young people.


The Transformation Programme timeline


Transformation priorities

There are five themes to our transformation work:

  1. Access and support to services
  2. Early intervention
  3. Vulnerable groups
  4. Social Emotional and Mental Health (SEMH/BEN)
  5. Crisis


Access and support to services (single point of access, joint front door)

Why we need to change

How we intend to change

  • To reduce long waiting times.
  • To help people better understand the system and how to navigate within it.
  • To enact an effective multi-agency triage.
  • To provide an appropriate response depending on need.
  • To enable a speedy and appropriate response to crisis.
  • To allow access to Therapies.
  • To improve outcomes.
  • Ensure alignment of SCC, SH and SABP front door and contact centre with the right professionals offering a graduated response at the right time. SCC and SABP have agreed an action plan for integration.
  • This new model will be part of system-wide changes to the front door across the council and health.
  • Deliver care in local settings where it makes sense to do so, instead of clinical environments.
  • Bring clinical expertise to triage.
  • Establish clear self-referral pathways; Self-Referral to the SPA pilot is being explored.
  • One Stop has transferred into the Children’s Single Point of Access and an improvement plan is in progress to improve decision-making and risk management.
  • Improve digital access to information and support, such as virtual counselling. Significant uptake of online tools and apps like Kooth (online counselling and emotional well-being platform) has been achieved.
  • Ensure swift access to crisis response where needed.


Access workstream - project mandate summary [pdf, 1Mb]


CAMHS SPA Improvement and Development – Quarterly Bulletins are available via the SABP website. Bulletins for June 2019 and September 2019 have been published to date.



Early intervention

Why we need to change

How we intend to change

  • To reduce unnecessary waiting times for children and young people.
  • To Increase care provision in the community and support resilience.
  • To recognise schools, children, young people and parents as decision makers in care solutions and address any disconnect with EWMH services.
  • To maximise the assets of the  Voluntary Sector.
  • To ensure services are more responsive to place based needs by working with integrated partners and primary care.
  • To be inclusive of Early Years care, Health Visiting services and Developmental Paediatrics.
  • To improved access to digital tools.
  • To lessen inappropriate demand on clinical services and combat the culture of referral-assessment-treatment as the only option.
  • To improve outcomes.
  • Work with newly proposed Early Help and Family Support Hub and align to the Early Help Outcomes Framework.
  • Identify Voluntary Sector providers and work together to provide early help.
  • Provide new service models in 3 school clusters (primary, secondary and special) as Accelerator Sites to deliver early help services differently.
  • Ensure participating schools also offer a culture of promoting resilience.
  • Consider digital models of self-help.
  • Test EWMH model as part of SHP Children’s Hub pilot.
  • Increase the number of Primary Mental Health Workers for consultation training and support linked to schools.
  • Establish a model for all schools to become Emotionally Healthy Schools.
  • Increase awareness in schools of what support can be offered by the Council and in local communities.
  • A bid has also been submitted for Surrey Heartlands to become a trailblazer.


Early intervention workstream – project mandate summary [pdf, 200kb]

Finalised Accelerator School Sites in Surrey [pdf, 100kb]



Vulnerable groups

Why we need to change

How we intend to change

  • To proactively align with the needs of vulnerable groups of children who are more susceptible to EWMH issues.
  • To identify the best places to offer treatment.
  • To recognise vulnerability in order to intervene earlier.
  • To improve outcomes.
  • Expand the remit of the existing service for LAC, Care Leavers, CSA, and post-adoption support to include other vulnerable groups including Children in Need, such as those who have experienced domestic violence, CSE, and those excluded from school.
  • Proactively offer targeted support. Work with this expanded cohort using tried and tested methods of support, as well as early intervention services such as music, sports, arts groups.
  • Change the daily lived experience of the young people in Surrey identified as being particularly vulnerable.
  • Offer support in non-clinical settings.
  • Work with the new Family Safeguarding Teams to explore a new model of delivery by co-locating a Primary Mental Health Worker and Community Connector within two of these 22 Teams (4 members of staff in total).


Vulnerable groups workstream – project mandate summary [pdf, 200kb]



Social and Emotional Mental Health (SEMH/BEN)

Why we need to change

How we intend to change

  • To better align with Special Educational Needs and Disability (SEND) services.
  • To reduce waiting times.
  • To Improve the experience of families in all circumstances, including pre and post diagnosis.
  • To enable multi-agency teams.
  • To clearly explain the requirement on attending a clinic.
  • To recognise schools, children, young people and parents as decision makers in care solutions.
  • To identify the right help for children with behavioural issues.
  • To improve outcomes.
  • Work with a cluster of schools to provide a different model of support for CYP with behavioural, emotional and neurodevelopmental disorders (such as Autism Spectrum Disorder or Attention Deficit Hyperactivity Disorder).
  • Front-load provision at the early intervention end of the pathway.
  • Construct a multi-disciplinary team around a keyworker model, in line with AMBIT principles (Anna Freud Centre).
  • Align to Surrey County Council SEND transformation programme.


Social & Emotional Mental Health workstream – project mandate summary [pdf, 200kb]

Finalised Accelerator School Sites in Surrey [pdf, 100kb]




Why we need to change

How we intend to change

  • To remove division between locally commissioned Children and Young People Mental Health  NHS services and nationally commissioned specialised services.
  • To test integrated mental health commissioning across the whole pathway for children and young people with mental health problems with NHS England.
  • To address unbalanced and inconsistent response to crisis.
  • To eliminate the disconnect which can exist between inpatient and community services impacting recovery and length of stay.
  • To improve outcomes.
  • Test a new approach as a result of the national New Care Models Programme to include the development of a local Tier 4 (crisis support) offer with the potential for in-patient bed provision in Surrey.
  • Ensure that CYP who are approaching or recovering from crisis and their families will be supported through a full range of services across all relevant agencies, building a robust multi-agency approach with joint accountability for outcomes; with integrated pathways and improved communication.
  • Ensure the right response is in place for incoming crisis referrals
    Improve communication, information sharing and close working with education and criminal justice.
  • Extend and develop the HOPE offer and Children’s Eating Disorder Services with robust wraparound community arrangements.
  • Provide more support for schools who are working with children and young people in crisis.
  • The Crisis Work-stream will be building on community crisis services such as Extended HOPE, the enhanced Eating Disorders pathway and the paediatric liaison service with the 3rd Sector.


Crisis workstream – project mandate summary [pdf, 700kb]


Page updated:14 August 2019
Next review due:10 February 2020
Model Publication Scheme:Class 6: How we make decisions
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