Targeted Youth Support Pathfinder

1
Targeted Youth Support Pathfinder

• London Borough of Southwark
• Case Study.

Presented by Soye Briggs Natalia Sali
2
Background

• Southwark Community Care Forum (SCCF) reps 400
  vol sec orgs
• Kickstart Youth Inclusion Programme. (Targeted
  intervention Early intervention)
• Partnerships are strong
• Strategic representation on various Boards and
  Subgroups.
• Voluntary Sector representative for youth.
• Cross Sector info sharing.

3
TYS Pathfinder objectives

• Test Locally relevant proposals in Youth Matters
• Develop and gain learning about workable models
  of delivery of TYS
• Inform Policy thinking
• Develop and test a change management toolkit

4
Scope for the Project as agreed by Southwark

• Geographic Target Rotherhithe
• Young people target Ages 8-14 (KS 2 3)
• Specific issues
• -White Caribbean boys failing
• -Teenage pregnancy
• Additional Objective Test the implementation of
  a single change process

5
The change process
Mobilise
Mobilise stakeholders and agree the local change
programme
Discover
Discover and assess the current situation
Deepen
Deepen understanding of the current situation
through the experiences of young people and their
families
Develop
Develop future service models and how to get there
Deliver
Deliver the service model
Repeat Sustain
Replicate the process for all children's trust
services
6
Mobilise discover

• VCS were not one of the initial stakeholders
  which were mobilised for discussions about the
  local change programme
• VCS identified early in discovery stage as very
  important to the process.
• VCS responsible for the delivery of a large range
  of services in Southwark.
• Average 39 of service delivery commissioned to
  VCS

7
Deepen understanding

• Vast cross section of professionals were
  interviewed and many users consulted
• Questionnaire format was used to conduct the
  interviews.
• Questions included-
• -Nature of relations between the VCS and
  statutory agencies.
• -Types of partnerships
• -Funding and finance
• -accountability through monitoring
• -Discussions of Issues and concerns as they were
  presented (i.e. unstable funding, capacity
  issues)

8
Develop

• Deepened understanding presented challenges
• Developed critical questions
• VCS How do we make our relationship with the
  voluntary Community sector more sustainable and
  linked with our strategic aims? How do we
  actively work with Rotherhithes to create
  integrated provision?

9
Change Teams

• Set up to address each question.
• VCS were invited to be a part of this process and
  come up with radical ideas.
• VCS general concerns.
• Regular meetings over several weeks
• Several ideas were fed back to an options
  workshop

10
Ideas

• Cross sector working Secondment
• Commissioning strategy involvement
• Re-align VCS with Locality Model.
• VCS to be part of train the trainer programmes.
• Larger VCOs to form consortiums
• Larger VCOs to commission smaller providers

11
Conclusion

• New Commissioning Framework for Voluntary Sector.
• VCS commissioning group to guide commissioning
  practise.
• Part of interview panels for Multi-agency teams
• Challenges going forward-
• Reconfiguring vol sec groups in terms of size and
  Locality (Locality Reps)
• Capacity build smaller orgs (accountability)
• Workforce development.