Title: A World of Possibilities: The Vision for 21st Century Childrens Services
1A World of PossibilitiesThe Vision for 21st
Century Childrens Services
- Graham Badman
- Managing Director
2What is the problem we are trying to solve?
3(No Transcript)
4(No Transcript)
5Health Issues
- Obesity and Type 2 Diabetes
- Smoking
- Alcohol
- Low birth weight
- Chronic illness
- Accidents
- Pregnancy and STIs
- Drug misuse
- Emotional and behaviour problems
6Children with limiting long-term illness (LLTI),
2001. Number and percentage of all children,
percentage by tenure type
7Rate of Child Road Casualties per 1,000 0-15 year
olds, by Districts in Kent 2005
8Percentage of 0-18 year olds living in
accommodation with no central heating in Kent
districts, 2001
9Under 18 conception rates in Kent districts,
2003-05
Source Teenage Pregnancy Unit
10Under 18 conceptions leading to abortion in Kent
districts, 2003-05
Source Teenage Pregnancy Unit
11Number of infant deaths per 1,000 live births
12Why is there a need for statutory guidance?
13Essential Features of a Childrens Trust
- A child-centred, outcome-led vision a compelling
outcome-led vision for all children and young
people, clearly informed by their views and those
of their families - Integrated front line delivery organised around
the child, young person or family rather than
professional boundaries of existing agencies - Integrated processes effective joint working
sustained by a shared language and shared
processes - Integrated strategy joint planning and
commissioning, pooled budgets - Inter-agency governance, with robust arrangements
for inter-agency co-operation - (Childrens Trusts statutory guidance on
inter-agency co-operation to - improve well-being of children, young people and
their families, DCSF, 2008)
14Essential Features of a Childrens Trust
- Childrens Trusts must
- Place an emphasis on narrowing the outcome gaps
between children from disadvantaged backgrounds
and their peers, while improving outcomes for all - Focus rigorously on prevention and the early
identification of children with additional needs,
including those at risk of falling into
anti-social behaviour or crime, by working
closely with all partners, including the policy
and youth justice agencies - Involve and empower parents, and become more
responsive to children and young people
themselves - Ensure effective planning and commissioning of
services and the flexible use of pooled budgets - Drive effective integrated working between all
professionals working with children and young
people - Overcome unnecessary barriers to sharing and
using information systematically - (Childrens Trusts statutory guidance on
inter-agency co-operation to - improve well-being of children, young people and
their families, DCSF, 2008)
15Childrens Trusts as a delivery mechanism for the
National Childrens Plan
- Happy and healthy securing the wellbeing and
health of children and young people - Families are the place for nurturing happy,
capable and resilient children. Parents have
made it clear that they would like better and
more flexible information and support that
reflects the lives they lead - Safe and sound safeguard the young and
vulnerable - Keeping children and young people safe from harm
but also enabling them to learn, have new
experiences and enjoy their childhoods - Excellence and equity individual progress to
achieve world class standards and close the gap
in educational achievement for children from
disadvantage families - Every young person to achieve their potential and
enjoy their time in education
(Childrens Trusts statutory guidance on
inter-agency co-operation to improve well-being
of children, young people and their families,
DCSF, 2008)
16Childrens Trusts as a delivery mechanism for the
National Childrens Plan
- Leadership and Collaboration system reform to
achieve world class standards and close the gap
in educational achievement for children from
disadvantaged families - Create an early years and schools system where
all institutions are consistently achieving at
the level of the best - Staying on ensure young people are
participating and achieving their potential to 18
and beyond - Ensure an appropriately skilled workforce in
order to compete in the global economy - On the right track keep children and young
people on the path to success - All young children to enjoy happy, healthy and
safe teenage years and to be prepared for adult
life - Making it happen the vision for 21st century
childrens services - System wide reforms to the way services for
children and young people work together
17Childrens Trusts as a delivery mechanism for the
National Childrens Plan
- Poverty blights childrens lives and has
far-reaching effects on all outcomes, which is
why the government has committed to halving child
poverty by 2010 and eradicating it by 2020.
Poverty is not just about low income. Other
factors include access to high-quality health
care and social services, child care an
important enabler of parental employment family
support, decent housing and transport and the
quality of the local amenities, including
cultural and leisure facilities. The partnership
arrangements necessary to take a strategic
approach to tackling this wide range of issues
should be embedded within the Childrens Trust.
Links with the wider Local Strategic Partnership
will enable partners to focus on issues such as
economic development and job creation, especially
for the hard to reach securing sufficient
childcare for working parents skills and
training and community regeneration.
(Childrens Trusts statutory guidance on
inter-agency co-operation to improve well-being
of children, young people and their families,
DCSF, 2008)
18Ideas Ideals Aspirations
Pessimism
A source of child family learning multi
agency intervention and support
19Poverty - key facts
- 3.8 million children are living in poverty in the
UK today - Since 1999, 600,000 children have been lifted out
of poverty - In 2005/6 child poverty rose by 100,000 - the
first rise since 1999 - The majority of poor children (57) live in a
household where at least one adult works - The majority of poor children (58) live in a
household headed by a couple - Over two-thirds of those below the poverty
threshold at any one time have been in poverty
for at least three of the past four years - End Child Poverty 2007
20Indicators of disadvantage
- No parent in the family is in work
- Family lives in poor quality or overcrowded
housing - No parent has any qualifications
- Mother has mental health problems
- At least one parent has a long-standing limiting
illness, disability or infirmity - Family has low income (below 60 of the median)
- Family cannot afford a number of food and
clothing items - Families and Children Study (Social Exclusion
Task Force ) March 2007
21The Changed Nature of Society
- There were 236,980 marriages in 2006 - the lowest
number since 1895 - In 2006 there were 12.2 divorcing people per
1,000 married population - One in ten families are step families
- One in four families are lone parent families
- Nearly 200,000 children do not live with their
parents - The average use of the internet is 13.8 hours for
12 - 15 year olds - more important than
television - The average child sees at least 10,000
commercials a year - 87 of 12 - 15 year olds own mobile phones
22Key concepts for addressing poverty
- Learned optimism
- Capability (in families and communities)
- Resilience
23What is our vision?
24Positive About Our Future - Kent Children and
Young Peoples Plan Update 2008-2011
- In Kents successful communities, achievement
exceeds aspiration, diversity is valued and every
child and family is supported. Children and
young people are positive about their future and
are at the heart of joined up service planning.
They are - Nurtured and encouraged at home
- Inspired and motivated by school
- Safe and secure in the community
- Living healthy and fulfilled lives
25KCT Priorities for Children and Young People
- Priority 1
- To reduce the impact of poverty (generational and
situational) on - childrens lives by tackling the underlying
causes and mitigating - the effects
- Priority 2
- To draw on and improve resilience in CYP to help
them make - informed and healthy/safe choices and develop
coping strategies. - To include a focus on Children Young People
with emotional - and/or mental health problems
- Priority 3
- To improve parenting by implementing Every
Parent Matters and - developing more effective multi agency support
and early - intervention for families experiencing problems.
26KCT Priorities for Children and Young People
- Priority 4
- To improve the quality and stability of housing
provision for - vulnerable Children Young people through to
early adulthood - Priority 5
- Supporting Vulnerable Children to improve their
life chances - including improving the achievement and quality
of life for young - carers by implementing the Kent Young Carers
Strategy - Priority 6
- To ensure more young people have things to do and
safe places to - go in their leisure time and improve outcomes for
adolescents at - risk to themselves and potentially others,
through for example - implementation of the Integrated Youth Strategy
27KCT Priorities for Children and Young People
- Priority 7
- To increase engagement and participation by young
people in - education, employment and society in order to
prevent disaffection - and improve security
- Priority 8
- Children and Young People are safe and feel safe
in the - communities where they live, go to school, play,
and work - (Including CTB priority To take action to reduce
the incidence and - impact of bullying in school and the community.)
28The Purpose of the Kent Childrens Trust
- Core purpose KCT is a strategic partnership at
County level, as required by the Children Act
2004, with a key focus on commissioning improved
outcomes for children and young people in line
with the ECM framework - It will fulfil this core purpose by
- Agreeing priorities for improvement across
childrens services through the development of
the Children and Young Peoples Plan for Kent - Assessing needs through rigorous research and
performance management across childrens services - Engaging CYP and their families in service
development - Identifying opportunities for integrated
commissioning and developing stronger partnership
arrangements including pooled budgets to improve
outcomes - Working with the Kent Childrens Safeguarding
Board to keep children safe from harm - (The Kent Childrens Trust Partnership Agreement
2008)
29The Purpose of the Kent Childrens Trust
- Championing the needs of children and young
people particularly vulnerable groups - Focusing on preventative and early intervention
services for children, young people and families - Ensuring that joint commissioning agreements
between the PCTs and KCC are in place and
regularly reviewed to improve health outcomes - Ensuring that mainstream and additional funds are
used to improve outcomes for children, families
and young people and provide value for money - Maintaining excellent relationships with
providers including schools, hospital and
community health services, the criminal justice
system, youth services and the voluntary and
community sector - Taking account of the requirements of central
government and responding to external review and
inspection
(The Kent Childrens Trust Partnership Agreement
2008)
30KCT working through 23 Local Childrens Services
Partnerships
- Decision making at the most local level that is
consistent with excellent performance (outcomes
for children), value for money (quality and
infrastructure) and within the strategic
framework established by the Kent Children and
Young Peoples Plan - The Trust is committed to supporting a strong
network of LCSPs and partners will ensure their
agency is actively engaged at the locality level - The KCT will work closely with the LCSPs and
agree the Local Children and Young Peoples Plans
to ensure outcomes improve for local children
within the framework of the Kent children and
Young Peoples Plan - Strong performance management arrangements will
ensure clear reporting to and from the Trust to
Local Childrens Services Partnerships
(The Kent Childrens Trust Partnership Agreement
2008)
31Local Childrens Services Partnerships
32LCSP Arrangements for Team and Integrated
Working Preferred Model for Phase 1 development
from September 2008
LCSP Partnership Board (the local commissioning
group)
LCSP Manager
8 13 Team Leader
0-7 Team Leader
14-19/24 Team Leader
Existing cluster team members for example EWO
Existing cluster team members for example Early
Years SENCO
Existing cluster team members for example
Specialist Teacher
Proposed additional deployment from September
2008 for example Social Work Assistants
Proposed additional deployment from September
2008 for example Primary Excellence Project
Headteacher
Integrated working with partnership staff for
example CAMHS Primary Mental Health Workers /
District Community Development Managers
Integrated working with partnership staff for
example Health Visitors
LCSP Support Team Administration, Finance
Project Support
- Notes
- A preferred model for discussion NOT yet agreed
- Based on phases of childhood adolescence
following the National Childrens Plan - Team Leaders drawn from existing team members
NOT a new post - Team structure providing support for day to day
deployment and line management but NOT
restricting integrated working across and within
teams - Certain posts will be located in a team for line
management but will operate across all age ranges
for example Extended Schools Development Manager
G\ Trust Arrangements\LCSP General\LCSP
Structures\Kent Childrens Trust LCSP Preferred
Model March 2008
33The Local Childrens Services Partnership
Pathfinders
- Pathfinder LCSPs were set up in
- Maidstone 2
- Tunbridge Wells
- Rural Shepway and Shepway 1
- An independent review found that the Pathfinders
had made a major contribution to the future
partnership arrangements by committing themselves
and the resources at their disposal to developing
new ways of working together that will benefit
children, young people and their families in
their local areas - The evaluation has reflected a genuine learning
process, enabling us to learn from what has gone
well and less well
Sharing the Learning from the Pathfinder Journey
(Endersby) 2008)
34National Workforce Development
- The vision for the Childrens Workforce
- World Class, personalised and integrated services
need to be available to every child - The culture change needed to support further
development of integrated and personalised
delivery of services should not dilute the
specialist skills and knowledge, or focus of any
of the people who are coming together to deliver
the services - We need to ensure that people have a strong
understanding of their roles and
responsibilities, so that by working together as
a team, people from different parts of the
workforce can achieve more with individual
children and their families than they would be
able to do working on their own
35The core and wider childrens workforce everyone
who works with children and young people and
their families or who is responsible for their
outcomes
Building Brighter Futures Next Steps for the
Childrens Workforce, DCSF, 2008
36National Workforce Development
- Schools
- Increased investment in the quality and the
diversity of the school workforce - A new generation of school leaders
- Developing world class skills
- Social Work
- Various initiatives to attract trainee social
workers - Pilot a framework for professional development
- Test approaches to re-model roles and practices
- Attract more people into foster caring and
further improve the support provided - Explore the value of a social pedagogic approach
in childrens homes and consider the development
needs of residential care workers
37National Workforce Development
- Early Years
- Continue to up-skill and professionalise the
early years workforce focusing primarily on the
private, voluntary and independent sector - Improve the youth workforce in line with Aiming
High for Young People through improved
leadership and management, recruitment and
continuous professional development - Review the youth justice workforce and those
working in other agencies supporting youth
offenders and those at risk of offending - Health
- The Next Steps Review is considering how health
and social care will be delivered over the next
10 years and beyond - Another stream is looking at the need for a
flexible workforce which puts the patient at the
centre of care - Updating the framework for Children, Families and
Maternity Services to that it better reflects
Childrens Services
38How are we doing?
39Joint Area Review
4 outstanding 3 good 2 adequate 1
inadequate
40Joint Area Review
- Main Findings
- Multi agency child protection work is good, with
well managed and in some instances innovative
services - Early intervention and preventative services has
significantly reduced the number of children
being referred allowing social care services to
focus on identifying and work with those most at
risk of harm - CAMHS, though strengthening, still have areas to
be developed - Effective action has resulted in the majority of
looked after children living successfully in
stable and excellent quality family placements - KCC has demonstrated commitment to maximising the
life chances of LACs through the Pledge - Too few benefit from annual health assessments
- GCSE results have significantly improved
- Specialist services for UASC are culturally
sensitive and effective - Strategic direction for services to support
children and young people with learning
difficulties and/or disabilities is good - Strong commitment to change programme
- Multi-agency working in assessing needs and
planning and reviewing provision is good with
effective focus on early identification and
intervention - Good information for parents about education but
less so for other services
41Joint Area Review
- Main Findings
- Services to reduce teenage conception rates and
improve the sexual health of children and young
people are adequate overall - Provision of sexual health education has improved
and there is good support to young parents - Robust, up to date information is needed to
assess the impact of provision and target
resources - Partners have successfully focused attention on
underachieving and vulnerable groups and have
narrowed the participation and attainment gaps at
ages 16 and 19. Clear strategic objectives,
strong local planning structures and good, local
and flexible implementation plans are in place as
part of a strong overall 14-19 strategy - Service management is outstanding overall, with
strong leadership across the partnership, clear
political direction and a transformation agenda
that is well understood across the partnership
and drives the work of an enthusiastic and
skilled multi-disciplinary workforce - The capacity to improve is also outstanding. A
clear vision is supported by appropriate
priorities for the future and there has been an
impressive track record of effectively dealing
with problems whilst maintain good or better
value for money. There is clear evidence of
being able to deliver a range of well-managed and
quality assured service improvements.
42Joint Area Review Recommendations
- Immediate action
- The local partnership should
- Disseminate the report findings to children and
young people in the area - Ensure that all eligible young people have a
Pathway Plan that is regularly reviewed - Health partners should
- Improve IT infrastructure and data collection to
enable continuous assessment of performance and
early recognition of variations in teenage
conception rates and sexual health data so that
services can be more effectively targeted - Avoid young people in need of in-patient mental
health services being admitted to adult
psychiatric wards.
43Joint Area Review - Recommendations
- Action over the next six months
- Health partners should
- Commence work to ensure that there is sufficient
and accessible specialist CAMHS provision for
children and young people with learning
difficulties and/or disabilities - Other areas for development
- The provision of lead worker/professional for
some families - Improved timescales to secure housing adaptations
for children with learning difficulties and/or
disabilities and improvement publicity concerning
entitlements in such respects - Improved quality of accommodation and resources
in alternative education centres - Improve the quality of accommodation for care
leavers - Improve the consistency of leisure and recreation
provision for children and young people with LDD
and take further action to tackle transport and
cost barriers
44So what will the framework for Trusts look like?
- It wont just be for Trusts. It will make a
reality of Local Governments power of
well-being, influence and inform the whole of
economic, environmental and social policy - Centre around concept of learned optimism which
will pervade all multi-disciplinary training. It
will challenge the nature of professions and lead
to a new meta language for action not explanation - It will provide a new language of discourse that
bridges the gap between the casual and the formal - It will inform the development of Childrens
Centres so that children never lose their
curiosity
45So what will the framework for Trusts look like?
- It will inform teachers views of themselves as
role models, the norms they portray and predicate
school organisation - It will be centred on family learning seeking the
positive influence of parents on children and
children on parents - The crucial need for cognitive development and
emotional stability will be central to the
commissioning framework - It will provide mechanisms that deal with or
influence both income and physical conditions.
For example - Nutrition
- Housing
- It will define strategies to prevent progression
into the criminal justice system not use it
46So what will the framework for Trusts look like?
- It will provide and use information and data for
individuals, communities and the services that
support them - It will induce capability and resilience in both
individuals and communities - It will be outcome driven
- Immediacy will be the key component and all
agencies will do simple things well - Its success will be judged by the community
served who will have a voice in both
commissioning and decommissioning of services
47What else can we do?
- What are the simple things we can do? For
example - Every school in a deprived area to run a
breakfast club - Every Childrens Services professional to take a
family approach and be alert to the signs of
distress - Avoid inadvertent segregation eg every school to
have a clear policy re affordability of uniform,
school trips etc. - Major function in signposting/directing to
support and helping families to access benefits - Helping families to use their funds effectively
- Debt counselling and dissuade families from
getting credit at high interest rates - Ensure that PSHE includes the Hidden Rules to
ensure young people can escape poverty - Promote healthy living especially the benefits of
a balanced diet
48Moving Forward
- Next steps
- How can you help to make the Kent Childrens
Trust vision a reality at a local level? - What needs to change within the team in which you
work? - How can you contribute to the Local Children and
Young Peoples Plan? - What else do you need to know? Who else do you
need to talk to?
49- The Green Belt is a Labour initiative and we
intend to build on it. - (John Prescott)