We will transform how services for children, young people and their families are delivered across our footprint, with a focus on prevention, early help, and targeted support, particularly for families with complex needs. The service model will be devised after insight and engagement with communities, patients and service users, public and partner organisations so that we can ensure transformed services reflect emergency needs and use of innovation.

Our vision is to work in partnership to improve the health and well-being of children, young people and their families through the provision of evidence-based care across services including transition points, delivered by a highly trained and well supported staff. 

Workforce Remodelling (Liverpool)

The 0 to 25 service in Liverpool has recently initiated a Workforce Remodelling project supporting the use of public health funding to create and recruit several specialist roles that are required to satisfy population need. These roles included education leads, an infant feeding nurse specialist, criminal exploitation specialist nurse and nurse associates with mental health experience.

Remodelling of the workforce has provided assurance that resource is aligned appropriately and therefore clinical time is being used in the most effective way. The remodel supports improved clinical outcomes as new roles are predicated on local population need. The addition of these roles to the workforce structure will offer staff development and career opportunities that do not currently exist and therefore staff retention can be anticipated. It is envisaged that all posts will be fulfilled by December 2024.

CYP – All Age Crisis Transformation

An All-Age Crisis Transformation Programme has been established as part of the wider CYP Transformation Programme. Recent progress with one of the workstreams includes the following:

Section 136 – By 1 April 2026, Cheshire and Merseyside will have a robust, timely, transparent and effective S136 process that is consistently applied across all services and provides improved patient care. Actions are progressing to meet this aim by ensuring stakeholders have access to information that enables timely and effective decision making, S136 is appropriately applied and only when alternatives have been considered, the S136 patient journey and flow is managed effectively and there is sufficient availability and access to S136 suites, there is sufficient assessment capacity – AMPHs, S12 doctors and  observational support and there is a robust S136 infrastructure and agreed processes that are consistently followed.

Work has been scoped for the following priorities that will be taken forward over the next 12 months:

    • Simplified Point of Contact
    • Workforce development
    • New model of care to support most appropriate care package is accessed
    • Telehealth and our digital offer
  • Building the foundations and ensuring basics are established
  • 18 to 25 year old transitions.