National Remodelling Team with The Learning Trust in Hackney

1
National RemodellingTeam with The Learning
Trust in Hackney

• Extended Schools Remodelling Programme
• Workshop 2 Participants Pack

2
Todays agenda
Objectives and agenda Local authority
perspective Review and select opportunities Formin
g change teams Helping our teams work well Making
our opportunities happen What challenges do we
face? Review of the day

3
Workshop 2 objectives

• Select opportunities for the cluster/school
  groups for this programme and identify quick wins
• Form change teams around the opportunities
• Change teams begin to consider their
  opportunities in more detail and scope proposals
• Make clear the position of this programme in
  relation to the Every Child Matters and Extended
  Schools agendas
• Focus attention on the change process and
  outcomes
• Learn new skills and tools which can help to
  implement necessary change
• Network with colleagues to move forwards on this
  agenda

4
Workshop 2 - our journey today
Outcomes
Agenda
9.00 Arrival, registration and coffee 9.30 Objecti
ves and agenda The local authority
perspective Review and select opportunities 10.4
5 Coffee 11.30 Form change teams
Helping our teams work well 12.00 Lunch 12.30
Making our opportunities happen 2.45 Tea 15.15
What challenges do we face? Review and
wrap-up 15.30 Close
We will agree a set of opportunities to work on
for this programme and any quick wins
We will form change teams and consider how we
will work effectively together
We will begin to create a draft proposal for the
funding of our opportunities
We will consider the challenges we may face in
delivering our opportunities
5
We are now moving in to the Discover and Deepen
phases of the remodelling change process

• Outcomes
• Consolidate opportunities across the cluster
• Assess the opportunities and agree the priorities
• Create change teams to develop solutions and
  proposals
• Initial views on potential solutions
• Identify and begin implementing quick wins

• Outcomes
• Feedback on implementation of quick wins
• Agreements about solutions
• Detailed proposals for delivery
• A delivery plan detailing actions,
  responsibilities and milestones

• Outcomes
• Change teams ensure the services will be
  delivered
• Start to provide results and feedback

• Outcomes
• Identify clusters/ networks to organise work
  around
• Initial communications about programme
• Secure the right people to come together to work
• Understand the advantage in working together
• Create a view of the future
• Build a plan for community consultation

• Outcomes
• Understand needs of children, parents, families
• Describe specific opportunities for services that
  deliver the core offer
• Identify who needs to be involved in pursuing
  these opportunities

• Outcomes
• Continue to assess needs and adapt services
• Transition to a sustainable operational structure
• Continually review and monitor performance
• Establish ongoing feedback and learning process

6
Before we start

• Parking lot
• Ground rules

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Ground rules

• Acknowledge each other as equals
• Listen to each other
• Expect it to be messy at times!
• Minimise distractions (mobile phones off!)
• And?

8
Todays agenda
Objectives and agenda The local authority
perspective Where are we now? Collaboration is
key for this agenda Change works if you have a
process How it can be done A view of the
future Planning your community event Practical
next steps Review of the day
9
Local authority timeline for extended childrens
services 2005-2010
2005
2006
2008
2010

• 2005
• Development of Integrated Inspection Framework

• Mid-2006
• Children and Young Peoples Plans in all
  authorities
• Safeguarding Children

• 2006
• Most authorities have Childrens Trusts
  arrangements in place
• Most authorities have a Director of Childrens
  Services
• A lead member for Childrens Services in most
  authorities

• 2008
• Wraparound affordable childcare in at least half
  of all primary schools
• One third of all secondary schools open 8am-6pm,
  all year round and offering activities
• All authorities have Childrens Trusts
  arrangements
• All authorities have a Director of Childrens
  Services
• A lead member for Childrens Services in all
  authorities

• 2010
• Wraparound affordable childcare available for all
  parents of primary aged children
• All secondary schools open 8am-6pm, all year
  round and offering activities
• All 3-4 year olds receiving 15 hours of free
  early years education, 38 weeks of the year

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The Children Act 2004 places a duty on local
authorities in the following areas

• Cooperation local authorities will cooperate
  with other agencies and local partners to bring
  about joint planning, commissioning and delivery
  of services
• Accountability local authorities will
  appointment Directors of Childrens Services and
  lead members by 2008 latest
• Safeguarding local safeguarding Childrens
  Boards will replace Area Child Protection
  Committees to bring a sharper focus
• Inspection new Joint Area Reviews and an
  integrated inspection framework to be created
  beginning Sept 2005
• Information - sharing and retrieval of
  information to be enabled for all agencies and
  partners who care for children and their families

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How Children's Trusts will work to deliver the
Every Child Matters agenda
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Core offer extended services will contribute to
achieving the Every Child Matters outcomes
National agendas for local change
Every Child Matters outcomes
Extended Services Core Offer

• Raising standards achievement
• Support for vulnerable children and families
• Developing communities and partnerships
• A childrens workforce strategy

• Being healthy
• Enjoying and achieving
• Staying safe
• Making a positive contribution
• Achieving economic well-being

The impetus for which was The Laming Report
13
The core offer for parents and familiesto be in
or accessed through all schools by 2010
Community access
Community access
14
System-wide change requires a significant
investment to build relationships and connections
15
Remodelling offers a platform for delivering
extended services
by creating capacity and capability
16
The remodelling change process is embedded in the
structure of this programme
Workshop1 Mobilise Discover
Workshop4 Deliver Sustain
Workshop2 Discover Deepen
Workshop3 Develop Deliver
Identify Opportunities
DeliverServices
17
Todays agenda
Objectives and agenda Local authority
perspective Review and select opportunities Formin
g change teams Helping our teams work well Making
our opportunities happen What challenges do we
face? Review of the day

18
Opportunity template for community eventComplete
a template for each opportunity
19
Reviewing opportunities - instructions

• Post all of your opportunities on the five brown
  papers
• Form into your allocated groups around each of
  the brown papers
• Familiarise yourself with the set of
  opportunities for your brown paper, and
• group similar ones together
• add any new ideas on templates
• Prepare to feedback to plenary
• an overview of the opportunities
• the level of impact the opportunities have on the
  achievement of the core offer
• the implications for collaboration

20
Selecting opportunities - instructions
Swift Referral
Opp.
Opp.
Opp.
Opp.
Opp.
Opp.
Opp.
Opp.
Opp.
Quick Wins
Require Proposals
Level of Collaboration and/or Resources
and/or Funding required
LOW
HIGH
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Selecting opportunities - instructions
22
Consolidating quick wins and opportunities
requiring a proposal
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Todays agenda
Objectives and agenda Local authority
perspective Review and select opportunities Formin
g change teams Helping our teams work well Making
our opportunities happen What challenges do we
face? Review of the day

24
Forming change teams

• We now have a set of selected opportunities for
  our clusters/school partnerships
• To develop and deliver these opportunities we
  will form change teams around those opportunities
  where there is an agreed need to progress
• Change teams will be formed based on the
  volunteered energy of participants through a
  signup process
• The change teams formed will be embryonic teams
  that may need changes or additions in order to
  represent the diversity of input required to
  progress a particular opportunity an inclusive
  team will build better solutions

25
Why a Change Team?

• Utilise different skills and experience
• Tap into underutilised experiences and views
• Sharing workload
• Access to other networks
• Different ways of thinking
• Multi-departmental/agency
• Cascade information pass on information to
  different groups
• Problem solving/solutions led approach
• Takes away a hierarchy
• Avoids duplication
• Pooling ideas/finance

26
The role of change team members is to

• Contribute their own knowledge, skill and
  experience to the work of the team
• Actively involve others who are not in the change
  team as appropriate not everyone needs to be on
  the team
• Mobilise the necessary resources to develop the
  opportunity further
• Work as a team to complete a proposal (or draft
  proposal) and bring this to workshop 3
• Ultimately, to deliver and sustain new core offer
  extended services in and around schools

N.B. Your membership of change teams may change
over time as appropriate your commitment at
this stage is to contribute to the development of
a proposal
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The membership

• Who should be in a Change Team?
• Which key players
• Relevance to issues/ideas/outcomes?
• Consideration of communication styles
• Consideration of learning styles
• When to meet?
• Where to meet?
• How frequently to meet?

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Sign up for selected opportunities and quick wins
on the two brown papers
SELECTED OPPORTUNITIES
QUICK WINS
Opportunity
Opportunity
Opportunity
Opportunity
Quick Win
Name
Quick Win
Name
Name
Name
Name
Name
Name
Name
Name
Quick Win
Name
Name
Name
Quick Win
Name
Name
Name
Name
Quick Win
Name
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Forming change teams - instructions

• Consider the opportunities and decide which
  one(s) you would like to sign up for
• If you have come along with colleagues from your
  organisation, you may like to consider how you
  will distribute your involvement across several
  opportunities
• Also, review the quick wins and sign up for any
  that you wish to put in place this may reveal
  opportunities to support one another
• We will not be working on quick wins directly in
  these workshops, but there will be an opportunity
  at the beginning of Workshop 3 to report on
  progress

30
Todays agenda
Objectives and agenda Local authority
perspective Review and select opportunities Formin
g change teams Helping our teams work well Making
our opportunities happen What challenges do we
face? Review of the day

31
Helping our teams work well

• The things that we value personally are some of
  the most important drivers of our day-to-day
  behaviour
• What we hold to be important or value, has an
  impact on the effective working of a team
• Teams work more effectively when team members
• Recognise what different team members value
• Respect that others value different things
• Reconcile differences within the team

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What do we hold to be important or value?

• Good citizenship
• Authority
• Efficiency
• Family values
• Individual responsibility
• Creativity
• Hierarchy
• Achievement of goals
• Emotional intelligence
• Personal presentation
• Prevention rather than cure

• Respecting diversity
• Confidentiality
• Logical thought
• Knowledge
• Inclusion
• Reliability
• Equality
• Following rules
• Long hours
• Child centred
• Secrecy

• Learning
• Risk-taking
• Trust
• Teamwork
• Profit
• Accountability
• Politics
• Professionalism
• Integrity
• Status

33
Helping our teams work well instructions

• In your change teams
• Identify the different organisations represented
  in the change team
• Members of each organisation should identify
  three characteristics that are most valued by
  their organisation
• Share the results in your change team. Notice
  commonalities and differences
• For the successful working of the change team,
  what five characteristics will be most important?
• How might these characteristics inform the way
  you work?
• what would you hear people saying?
• what would you see people doing?
• Be prepared to give brief feedback in plenary on
  the last two questions

34
How to ensure effective team working

• We have found the following to be useful in
  helping to recognise and respect that others may
  have different values and to reconcile these
  differences to ensure effective team working
• Shared vision/goals/objectives
• Clear ground rules for team working
• Clear roles, responsibilities and
  accountabilities
• Clear decision-making process
• Regular feedback

35
Recap of this morning
Outcomes
Agenda
9.00 Arrival, registration and coffee 9.30 Objecti
ves and agenda The local authority
perspective Review and select opportunities 11.1
5 Coffee 11.30 Form change teams
Helping our teams work well 12.00 Lunch 12.30
Making our opportunities happen 15.00 Tea 15.15
What challenges do we face? Review and
wrap-up 15.30 Close
We will agree a set of opportunities to work on
for this programme and any quick wins
We will form change teams and consider how we
will work effectively together
We will begin to create a draft proposal for the
funding of our opportunities
We will consider the challenges we may face in
delivering our opportunities
36
And this afternoon
Outcomes
Agenda
9.00 Arrival, registration and coffee 9.30 Objecti
ves and agenda The local authority
perspective Review and select opportunities 11.1
5 Coffee 11.30 Form change teams
Helping our teams work well 12.45 Lunch 13.45
Making our opportunities happen 15.00 Tea 15.15
What challenges do we face? Review and
wrap-up 16.15 Close
We will agree a set of opportunities to work on
for this programme and any quick wins
We will agree a set of opportunities to work on
for this programme and any quick wins
We will form change teams and consider how we
will work effectively together
We will form change teams and consider how we
will work effectively together
We will begin to create draft a proposal for the
funding for our opportunities
We will begin to create a draft proposal for the
funding of our opportunities
We will consider the challenges we may face in
delivering our opportunities
We will consider the challenges we may face in
delivering our opportunities
37

• Lunch

38
Todays agenda
Objectives and agenda Local authority
perspective Review and select opportunities Formin
g change teams Helping our teams work well Making
our opportunities happen What challenges do we
face? Review of the day

39
Proposal/Commissioning Pack - Introduction

• This pack contains a number of questions to
  consider when developing your proposal
• Each opportunity will be different and therefore
  not all questions will be relevant or as
  important as each other
• There will be other questions that you may wish
  to ask
• You may decide to work on these as a team or
  allocate sections to individuals

40
Your proposal will include the following key areas

• A full definition of the service proposed
  including the benefits
• Description of similar services that are
  currently available in the market
• Possible solutions for delivering the service
• Resources needed
• Operational considerations
• Risks of offering/running the service
• Financial projections and assumptions
• Key milestones and proposed timings for the
  service to be up and running

41
Preparation for Workshop 3

• Be prepared to present on the key aspects of your
  proposal (draft proposal) at Workshop 3
• Ensure that you consider the 4-6 key milestones
  that would be necessary to deliver the proposed
  service as we will work with these milestones in
  more detail in Workshop 3

42
Making our opportunities for extended services
happen Part 1

• You have 25 minutes to begin work on developing
  your proposals work quickly in brainstorm mode
  for this session
• Use one sheet of flip chart paper to record
  everyones thoughts about the following four
  proposal areas
• A full definition of the service proposed
  including the benefits
• Description of similar services that are
  currently available in the market
• Possible solutions for delivering the service
• Resources needed
• Use the proposal pack questions to prompt your
  thinking

43
Making our opportunities for extended services
happen - Part 2
Breakfast club
What information do we need?
Where/how will we get it?
Who will get it?
What challenges do we face?
By when?
44
Todays agenda
Objectives and agenda Local authority
perspective Review and select opportunities Formin
g change teams Helping our teams work well Making
our opportunities happen What challenges do we
face? Review of the day

45
Fishbone Analysis and Five Whys

• These techniques assist teams to understand the
  underlying causes of problems or issues
• They encourage teams to find the root of the
  problem
• Without such analysis, teams can often move into
  fix it mode before they really understand a
  problem or issue. Often this means they end up
  fixing a symptom and either the problem remains
  or it reappears in another guise
• Fishbone Analysis and Five Whys share many
  characteristics. The Five Whys is derived from
  the Fishbone Analysis and is slightly more
  structured

46
Fishbone Analysis example
Dont respond to communications from school
Parents concerns not addressed
Agenda starts from schools perspective, not
childrens
Friends/family not invited
Impersonal invitations from a stranger
Agenda limited to educational issues
Etc ...
Issue
Parents not engaged
Negative experiences as children
Usually asked to come to school when there is
trouble
Learning seen as separate from everyday life
Think that school will tell not listen
Parents dont have a positive view of schools
Dont come to meetings at school
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Fishbone Analysis process

• Write down the problem on the right side of
  flipchart paper. The problem should be phrased as
  a statement rather than a question (when you read
  the statement you should be able to ask what is
  the cause/reason for this? and start to complete
  the fishbone)
• Draw a straight line to the left (like the
  backbone of a fish)
• Draw stems at 45 angle to the backbone line. At
  the end of each of these stems list all of the
  causes of the problem or issue that can be
  brainstormed
• Place branches on each stem for further
  breakdowns of each cause
• When the diagram is completed, begin to analyse
  the stems and branches to identify the real
  problems or issues that need to be solved

48
Five Whys example
Parents dont engage
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Five Whys process

• Clearly define the issue to be tackled and state
  it on the left side of the paper
• Phrase the issue or problem as a statement
• Complete the diagram by moving from left to
  right. Move from the problem/issue statement by
  asking the group the question why?
• Capture the responses this can be done by using
  Post-Its
• For each response, again ask the question why?
• Continue to record responses and move across to
  the right of the diagram. Try to go to five
  levels of whys

50
What challenges do we face instructions

• In your change teams, select a number of the
  challenges from your planning brown paper
• Use either Fishbone Analysis or Five Whys to help
  deepen the teams understanding of one of the
  challenges
• Record any actions or solutions that arise
• Move on to work other challenges when you have
  finished

51
Todays agenda
Objectives and agenda Local authority
perspective Review and select opportunities Formin
g change teams Helping our teams work well Making
our opportunities happen What challenges do we
face? Review of the day

52
ltInsert local authority slides heregt

• Closing comments

53
Today we set out to

• Select opportunities for the cluster/school
  groups for this programme
• Form change teams around the opportunities
• Focus our change teams to begin to consider their
  opportunity in more detail and think about what
  further information will be needed to complete a
  proposal
• Make clear the position of this programme in
  relation to the Every Child Matters and extended
  services agendas
• Focus attention on the change process and
  outcomes
• Learn new skills and tools which can help to
  implement necessary change
• Network with colleagues to move forwards on this
  agenda

54
Our journey revisited
55
At workshop 3 we will

• Share progress so far
• Review and consolidate proposals
• Continue to network and incorporate constructive
  feedback or support
• Develop detailed plans and allocate
  responsibilities
• Use tools which help to implement the plans
• Decide on, and commit to, the next practical step
  - for each team and each individual within it -
  towards delivery of the services

56
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