The Report and Recommendations of the Review of Children's Services in Poole 004 - 1St
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The Report and Recommendations of the Review of Children’s Services in Poole 2004
Executive Summary
Purpose of Review
The Borough of Poole, Poole Primary Care Trust (on behalf of Dorset Healthcare NHS Trust, and Poole Hospital NHS Trust) and Connexions across Bournemouth, Dorset and Poole have conducted a full and joint review of services provided for children and young people in 2004 in order to:
- Improve outcomes for children, young people and their families - Meet key government and legislative requirements
Process of Review
1 The process of the Review has been to identify and develop a mutual understanding of: Government guidance and legislation Demographic information and performance indicators Financial information and to Hear key messages from: children and young people Parents and adults employees and Learn from experience and best practice elsewhere
Key Messages from Children and Young People are that they want us to:
Be clearer about confidentiality. Offer unbiased information and support to give them more choices. Not judge or stereotype young people.
Parents and Adults want:
Services to be local at flexible times. Professionals to be more co-ordinated so parents don’t have to keep repeating their information. More information and a range of services so they can make better choices.
Six Consultation Conferences for Employees and Voluntary and Independent Organisations have told us:
2 We already have a range of good These are the areas which practices and skills in specialist and should be developed as a multi agency work we need to retain, priority value and build on.
There are some things we could do A shared vision and leadership differently or more effectively, including Better information about services understanding each other’s roles better and Locally based services which can be developing a shared language. accessed directly and without stigma Improved communication with the public
Engage communities more in A common referral and assessment shaping services and becoming process with a key worker volunteers Pooled budgets which can be used Create multi-agency teams in creatively neighbourhoods, building on Retain specialist skills and develop existing good practice and involving multi-agency teams and outreach more than children’s services services Continue working with the Improve the links between local and voluntary sector in sharing ideas and specialist services and be able to shaping services fast track referrals Be aware that the short-term and Increase the work with and the limited funding of voluntary capacity of the voluntary sector organisations makes it difficult for Develop mutual trust, a shared them to plan strategically and be as culture and more joint training. fully involved as they would like Avoid jargon and use language Feedback from the voluntary sector on easily understood by all 16th July 2004 reinforced these Voluntary organisations have points and added: creative ideas and experience of Children and young people must be joining up services effectively. For involved and issues about example older generation and confidentiality need to be clearer younger people supporting each Sharing information is vital but other. protocols need to be clear and understood by all
This learning has led to the following:-
Shared Outcomes and Principles
3 The Borough of Poole, Poole Primary Care Trust, Poole Hospital NHS Trust, Dorset Healthcare NHS Trust and Connexions across Bournemouth, Dorset and Poole have agreed to co-operate and work together to improve well being and achieve the five outcomes for children and young people in Poole as set out in the Children’s Bill which are: Be Healthy Stay Safe Enjoy and Achieve Make a positive contribution Achieve emotional, social and economic well-being
4 Strategy for the Development of Integrated Children’s Service in Poole
As a result of the Review, the Partner agencies have agreed the following strategy: 1) Develop a Children’s Trust which a) Jointly plans and commissions services b) Pools money where this would improve outcomes c) Ensures clear lines of accountability through Governance and Management arrangements which include: Children’s Services Governance Board Elected members leadership Senior Officer Executive Group Director of Children’s Services Children & Young People’s Strategic Partnership Joint planning and commissioning through a Single Plan for Children’s Services which also addresses areas where geographical boundaries of the partner agencies are not co- terminous.
2) Involve children, young people, parents and communities through co- ordinated consultation and participation work.
3) Develop the voluntary, independent, community and private sector through the Children & Young People’s Strategic Partnership and joint planning and commissioning.
4) Develop the multi-agency workforce through: Joint workforce strategy Joint training programme Work shadowing
5) Develop multi-agency high quality and inclusive universal services by: Developing a shared inter-agency framework for ensuring outcomes and quality in universal services.
6) Provide locally based preventative and support services Which are developed first in areas of highest need and co-ordinated by a lead senior manager and Developed through Children’s Centres, Extended Schools and Youth Centres and effective co-ordination of existing professionals and community development activity.
5 7) Provide specialist services which are high quality, value for money and easier to access. Develop multi-agency teams where these would improve outcomes.
8) Establish a Local Safeguarding Children’s Board To ensure all agencies discharge their duty to safeguard children effectively. Ensure good liaison with Adult Services especially in mental health, drug and alcohol prevention and disability.
9) Develop the Information Sharing & Assessment (ISA) model of: Early identification Common initial assessment Joint assessment Multi-agency single plan Lead professional Develop IT systems which interface (speak to each other)
10) Provide information to parents, young people and professionals through: Directory of Services A range of easily accessible methods
Next Steps
Detailed Action Plans on how each of these ten elements will be implemented have been developed.
The timetable for future action is set out below.
Nov 04 Formal reports to Borough of Poole Joint Learning & Community Support Overview Groups and Cabinet and Health Trust Boards Dec 04 Senior Officers Executive Group and terms of reference in place Jan 05 Final report to Connexions Board Briefing sessions for employees in all agencies. Director of Children’s Services (John Nash) in post. Children’s Governance Board in place. Mar 05 Review role, Terms of Reference and working methods of Children & Young People’s Strategic Partnership and other related planning groups. Apr 05 Introduction of Local Common Assessment Form and Multi- Agency Plans for children and young people Apr 05 Lead Senior Manager in place and project to develop locally based preventative and support service begins
6 Sept 05 Training and Workforce Plan agreed Jan 06 Integrated Children’s IT System in place for Children’s Social Services Apr 06 Single Plan for Service Planning & Commissioning Apr 06 Extended Schools and Children Centre in place Apr 06 Local Safeguarding Children’s Board in place 07/ 08 Establish Children’s Trust. latest
Members of the Steering Group : Jan Thurgood – Policy Director (Leading Review) Sarah Elliott – Director of Poole Primary Care Trust Andrew Williams – Chief Executive, Connexions Service for Bournemouth, Dorset and Poole Fred Davies – Policy Director (Social Services) John Nash – Policy Director (Education) Neelam Bhardwaja – Head of Children & Families Services Jane Portman – Head of Schools Advice & Support Services Peter Read – Head of Youth Services Vicky Wales – Acting Head of Pupil & Parent Support Services Jan Sayers – Project Manager
7 Contents
Executive Summary
1. Introduction to Review...... Page 10
2. Summary of Terms of Reference of the Review ...... Page 10 - Purpose - Process
3. Structure of the Review Process...... Page 10 - Governance of the Review
4. Shared Vision Principles and Outcomes...... Page 11 Co-terminosity a. Outcomes...... Page 11 b. Principles...... Page 12
5. Hearing the views of children, young people, parents and carers and stakeholders...... Page 13 a. Messages from Children and Young People...... Page 13 b. Messages from Parents and Families...... Page 13 c. Messages from employees and stakeholder daysPage 14 d. Conclusions from employee and stakeholder conferences ...... Page 15 e. Overall Conclusion...... Page 16
8 6. Demographic and Performance Information – Key Priorities to Improve Outcomes...... Page16 a. Demographic Information...... Page 16 b. Conclusion on Demographic Information...... Page 18 c. Performance Outcome Data...... Page 18 d. Priorities to Improve...... Page 19
7. Government Requirements and Legislation...... Page 22
8. Pooled Budgets...... Page 22
9. Analysis of learning from Pathfinder Trusts and other initiatives...... Page 23
10. Principles of Change Management...... Page 23
11. Recommendations for Change...... Page 24 a. Governance and Management...... Page 24 b. Joint Planning and Commissioning of Services. .Page 24 c. Development of multi-agency/locally based preventative and support services...... Page 25 d. Development of multi-agency/locally based preventative and support services...... Page 27 e. Development of multi-agency targeted/specialist services...... Page 28
12. Development of multi-agency workforce and process to support implementation...... Page 28
13. Strategy for the Development of integrated Children’s Services in Poole...... Page 29
14. Action Plan for Implementation of the Strategy...... Page 30
15. Chronological Milestone Table...... Page 31
9 Appendices
Appendix
A. Terms of Reference of the Review (referred to p.10)....Page 32 (deep yellow pages) B. Local Strategic Partnership (p.12)...... Page 37 (white pages) C. Priorities from Children and Young People’s Strategic Partnership (P.13)...... Page 39 (pink) D. Summary of messages from Children and Young People (p.13)...... Page 43 (peach) E. Summary of messages from Parents and Adults (p.13)Page 45 (blue) F. Summary of Employee Stakeholder Days (p.14)...... Page 46 (green) G. Maps of indices of Deprivation (p.16)...... Page 53 (white) H. Government Requirements and Legislation (p.22) including Summary of Children’s Bill and National Service Framework (NSF)...... Page 64
(lilac) I. Draft Structure for Integrated Children’s Services Governance and Management (p.24)...... Page 66 (ivory) J. Striving for Excellence – Borough of Poole Corporate Strategy and Business Plan...... Page 69 (buttercup) K. The Vision for Poole – Poole Primary Care Trust (PCT) Local Delivery Plan 2003-2006...... Page 71 (salmon) L. Connexions across Bournemouth, Dorset and Poole. .Page 77 Business Plan Strategy
10 Sub regional priorities – addressing the national perspective (orange) M. Glossary of Terms and Abbreviations...... Page 81 (white) N. Summary of Budget Information (p.22)...... Page 82 (beige) O. Actions Plans (p.30)...... Final (light yellow)
document
11 1. Introduction to Review
The Borough of Poole, Poole Primary Care Trust (on behalf of Dorset Healthcare NHS Trust and Poole Hospital NHS Trust) and Connexions across Bournemouth, Dorset and Poole have conducted during 2004 a joint review of services provided for children and young people in order to respond to The Children’s Bill and Every Child Matters and agree how to implement these requirements in Poole.
2. Summary of Terms of Reference of the Review (in full in Appendix A)
Purpose To improve outcomes for children, young people and their families. To meet the requirements of local agencies and national government. To take account of other review work being undertaken locally. To produce a two year implementation plan for the closer integration of services between agencies in order to improve outcomes for children and young people.
Process The process has included the following elements: To include perspectives and views of children, young people, parents and carers, employees in all partner agencies and other relevant local statutory and voluntary, and independent sector agencies. Identify key outcomes partners are collectively seeking to achieve and other key priorities for individual agencies. Evaluate how well current services achieve the agreed outcomes and make recommendations for future service developments. Consider the requirements of any new legislation in relation to political and other structures of the governance of inter-agency services in Poole. Examine the concept of a Children’s Trust and whether or not this could add value in achieving better outcome for children and young people.
3. Structure of the Review Process Governance of the Review
The Terms of Reference of the Review were approved by and the final recommendations and improvement plan will be approved by:
- The Cabinet of the Borough of Poole - The Partnership Board for Connexions across Bournemouth, Dorset and Poole - The Boards of Poole Primary Care Trust, Dorset Healthcare NHS Trust and Poole Hospital NHS Trust.
12 A Reference Group for the Review was established to provide guidance to the Senior Officers Steering Group in relation to developing proposals on the governance of Children’s Services.
- The group comprised: - Chief Executive, Borough of Poole - Portfolio Holders for Learning and Social Services, Borough of Poole - Representation of Liberal Democratic Group, Borough of Poole - Non-executive member of Poole Primary Care Trust
The Management of the Review has been led by a Senior Officers Steering Group with members as follows:
- Policy Director – Co-ordinating Review } - Policy Director – Social Services } - Policy Director – Education } - Head of Children and Family Social Services } Borough - Head of Schools Advice and Support Services } of Poole - Head of Pupil and Parent Support Services } - Head of Youth Service } - Director of Service Delivery Primary Care Trust (representing also Poole Hospital NHS and Dorset Healthcare Trusts) - Chief Executive of Connexions across Bournemouth, Dorset and Poole - Project Manager
4. Agreed Shared Vision, Principles and Outcomes
The Borough of Poole, Poole Primary Care Trust, Poole Hospital NHS Trust, Dorset Healthcare NHS Trust and Connexions in Bournemouth, Dorset and Poole have agreed to co-operate and work together to improve well-being and outcomes for children and young people in Poole.
Co-terminosity The partner agencies acknowledge that for agencies (such as Poole PCT, Poole Hospital NHS Trust, Dorset Healthcare NHS Trust, Connexions across Bournemouth, Dorset, Poole, the Youth Offending Team and Police), their catchment areas are not co-terminous with the Borough of Poole. This needs to be taken into account in planning on a multi-agency basis. Where possible staff deployment and service development will be based on the needs of children and families in the area.
(a) Outcomes
The partner agencies will adopt shared outcomes for children and young people as established in the Children’s Act when it becomes law. The outcomes are anticipated to be:
13 Be Healthy – physical and mental health Stay Safe – protection from harm and neglect Enjoy and Achieve – education, training and recreation Make a positive contribution – to society Achieve social, emotional and economic well being
(b) These outcomes are supported by the Children and Young People’s Strategic Partnership (CYPSP) in Poole, which have agreed the following Principles underpinning work with children and young people in Poole.
Children’s needs being paramount: their wishes and feelings should be listened to and acted on. Emotional well being: Children have the right to grow up in a loving, stable family environment with positive and continuing relationships. Equality of opportunity: every child should have the opportunity and support they need to fulfil their individual potential. Inclusivity: policies and services will be sensitive to the individual needs and aspirations of every child and young person, taking full account of their ethnicity, gender, sexuality, ability or disability. Empowering children, young people and their families: so they are as fully involved as they want to be in consultation, design, delivery and evaluation of policies and services and their views listened to and acted upon in individual care planning. Ensuring that children are safeguarded and protected: and systems and skills are in place to support this. High aspirations: and encourage all children and young people to have high aspirations of themselves and enable them to promote and celebrate achievement. Integration and collaboration: we should all work together for the benefit of all children and develop services and practices that are shown to work well. Community enhancement: enabling communities to meet the needs of children and young people locally and in a way that can be sustained. High quality policies and services: developed that are respectful and supportive of families, children and young people.
The Children and Young People’s Strategic Partnership (CYPSP) is the current strategic lead for all planning groups for children and young people in Poole. It reports to the Local Strategic Partnership (LSP) which is the overarching Strategic Planning Group for all services and the communities living and working in Poole. The vision for the LSP is in Appendix B.
The LSP has agreed 9 priority areas, one of which is:-
Investing in Young People.
14 The CYPSP has been given the remit to develop these into more detailed priorities and Action Plans. These were agreed on 26 January 2004 and were added to by the young people from the Youth Forum who sit on the LSP on 4 August 2004. They are in Appendix C.
5. Hearing the views of children, young people, parents and carers and stakeholders
The Steering group for the review recognised the importance of hearing the views of those who are or may receive services and from stakeholders delivering the services.
5a. Messages from Children and Young People
A number of different consultation and participation pieces of work have been undertaken during 2002 – 2004 with children and young people aged 5 – 19 and have been collated by a multi-agency sub group of the Children and Young People’s Strategic Partnership.
A fuller summary is attached in Appendix D and key messages are:
Provide easily accessible and unbiased information locally and at times convenient to us. Be clear about confidentiality and when and why information will be shared. Offer support in the way we say we need it. Help with relationships, bullying, preparation for life and work and practical information. Provide more things to do out of school. Don’t judge or stereotype young people. We have things we can offer as well.
5b. Messages from Parents and Adults
A range of consultations have been carried out with parents and families during 2002-2004 through the SEN and Disability Review questionnaires and focus groups in Children and Family Social Services, Poole Opinion Panel and mothers of children born in 2003/2004 and parents about health service availability.
A fuller summary is attached in Appendix E and key messages are:-
Services should be local and at flexible times.
15 Be co-ordinated, so we don’t have to repeat our information. Be non-judgemental, listen and give us enough information and advice so we can make informed choices. Join up your resources and decision making. Offer us a range of services so we have choice. The child’s needs should be the focus, not the convenience of the organisation.
5c. Messages from employee stakeholder days
The Children’s Services Review group arranged 1 meeting with senior managers, 3 full day conferences for employees from all the agencies and 1 evening meeting for those unable to attend in the day. Approximately 280 employees attended. Presentations were made to explain the purpose of the review, the proposed legislation and guidance changes, demographic and outcome information and messages from consultations with children, young people and parents. Delegates were given opportunities to discuss in multi-agency groups their views on the good practices and skills we need to keep and the best way of delivering services in Poole in the future.
These views have been collated and summarised as follows with a fuller summary attached in Appendix F. Full feedback is available on request.
What are the good practices and skills we need to keep?
Universal advice and Information Key worker led multi-agency case planning Multi-agency meetings which plan services to meet needs The involvement of users and providers in influencing service development Joint training with other agencies
What can be done differently and more effectively?
Shared language Better information Understand each other’s roles better Develop a clearer, common referral and assessment route Improve joint working Improve information sharing Improve access to services Develop more integrated and flexible locally based services Develop joint training Improve use of technology Improve communication Develop joint funding Improve anti-discriminatory awareness and services
16 Priorities to put in place to achieve the development of Local Preventative Multi-Agency Services
Vision and leadership Locally based integrated services linked to specialist services Common assessment framework Adequate budgets that can be used flexibly ICT Workforce issues Consultation and Participation Implementation and Action Plan
Conclusions from employee conferences are that:-
We already have a range of good practices and skills in specialist and multi- agency work which need to retain and value. We do need to understand each other’s roles better and develop a shared language. We need to develop as a priority - shared vision and leadership - Better information about services - Locally based, directly accessible services without stigma - Common referral and assessment process and keyworker - Pool budgets and use creatively - Retain specialist skills with core teams and outreach services - Improve links between local and specialist services and be able to fast track. - Increase use of voluntary, independent sector. - Develop mutual trust, a shared culture and joint training.
5d. Consultation with Local Agencies and Stakeholders
In July 2004, a conference was held for voluntary and independent organisations working with children and young people in Poole and employees of organisations represented on the Children and Young People’s Strategic Partnership who were not able to attend other conferences. Approximately 30 people attended this conference. The feedback from this conference reinforced the points made in 5a, 5b & 5c and added:
Children and young people must be involved and issues about confidentiality need to be clearer
17 Sharing information is vital but protocols need to be clear and understood by all Engage communities more in shaping services and becoming volunteers Create multi-agency teams in neighbourhoods, building on existing good practice and involving more than children’s services Continue working with the voluntary, independent sector in sharing ideas and shaping services Be aware that the short-term and limited funding of voluntary, independent organisations makes it difficult for them to plan strategically and be as fully involved as they would like Avoid jargon and use language easily understood by all Voluntary, independent organisations have creative ideas and experience of joining up services effectively. For example older generation and younger people supporting each other.
5e. Overall Conclusion
The messages from children, young people, parents and employees have helped to shape our vision and priorities for outcomes and will continue to do so.
6. Demographic and Performance Information – Key Priorities to Improve Outcomes
The Steering Group for the Review have analysed information about deprivation factors in Poole from the 2001 Census and the 2004 Indices of Deprivation from the Office of National Statistics and the Office of the Deputy Prime Minister. They have also looked at performance data collected by each agency.
On the basis of this information, recommendations for priority actions to improve outcomes have been made.
6a. Demographic Information
Poole is an area of contrasts with areas of extreme wealth and pockets of disadvantage. Overall, Poole ranks 225th out of 354 districts in England (where 1st is worse) in relations to deprivation indices. In most of the domains a quarter of Poole’s neighbourhoods are in the least 25% deprived in England.
* See attached maps Appendix G
The 2004 “Indices of Deprivation” based on neighbourhoods called “Super Output Areas,” together with service performance indictors show that there are clearly some wards/ neighbourhoods where there are concentrations of need and vulnerable children. These are:-
18 Alderney Parts of Alderney are in the worst 10% Index of Deprivation for: Income Education, Skills and Training Income Deprivation affecting children and in the worst 25% Index of Multiple Deprivation and Health and Disability, and worst health deprivation rank in Poole (Department of Environment Transport and Regions (DETR 2001).
It also has the: Highest proportion or number of: - dependent children. - children in overcrowded conditions (300) - children living in households on benefits. - children newly registered on Child Protection Register. - children newly looked after from 4/01 to 2/04. - referrals to Children and Families Service Unit - children on school roll with a statement of Special Educational Needs (SEN) Statements.
Hamworthy West Turlin Moor is in the worst 10% Index of Deprivation for: Education, Training and Skills and in the worst 25% Index of multiple deprivation, employment, health and disability and 4th worst health deprivation rank in Poole (DETR2001).
It also has the: - 2nd highest proportion of children aged 0-19 in households on benefit. - Highest proportion of Looked after Children and young offenders. - 2nd highest number of referrals to Children and Families Service Unit and Children in Need. - 3rd highest proportion of children newly registered on Child Protection Register.
Hamworthy East 2nd highest proportion of children newly looked after and young offenders.
Newtown Worst 10% Index of deprivation for:- Education, Training and Skills 2nd worst rank of health deprivation in Poole (DETR 2001)
19 3rd highest proportion (and highest number) of children with fixed term exclusions and - SEN Statements. - young offenders - referrals to Children and Families Service Unit
Poole Town Worst 10% Index of Deprivation for:- Employment Health and Disability Worst 25% Index of multiple Deprivation
3rd worst rank of health deprivation in Poole (DETR 2001) 2nd highest proportion of fixed term exclusions 3rd highest proportion of children aged 0-19 in households on benefit and Children in Need. Highest proportion of Children in Need from Black and Minority Ethnic Groups (BME).
Canford Heath East Worst 25% Index of Deprivation for Health and Disability Highest proportion of children with fixed term exclusions (and 4th highest number) 5th highest proportion of children newly registered on Child Protection Register and young offenders (and 3rd highest number).
Canford Heath West Highest proportion and 3rd highest number of children newly registered on Child Protection Register. 5th highest proportion and 3rd highest number of children newly looked after. 5th highest proportion and 3rd highest number of children newly looked after.
Branksome East Parts are in worst 10% Index of Deprivation for Income Deprivation affecting children.
6b. Conclusion on Demographic Information
This information indicates that if we are to make a difference in improving outcomes, it would make sense to begin with integrated delivery of service in parts of Alderney and Hamworthy West, followed by Newtown, Poole Town and Canford Heath.
20 6c. Performance Outcome Data
In many areas, we are doing very well compared with national indicators and in the south west.
Health - above average immunisation rates - good dental care - low teenage pregnancy rate - health of Looked After Children (LAC) has improved considerably since appointment of specialist Health Visitors. The percentage of children with up to date medical and dental checks has risen for 15-17 year olds from 31% to 94%. - 6 out of 9 Youth Clubs and 1 voluntary Youth Organisation are currently engaged in the Healthy Youth Club Scheme.
Staying Safe - Permanent exclusions have reduced over 3 years and the number of hours of alternative tuition provided for pupils who are permanently excluded has increased. - Number of Looked After Children (LAC) has fallen and is lower than the national average - Number of Looked After Children (LAC) being adopted has increased to 9.3% of those who have been looked after for at least 6 months. - All LAC and children on Child Protection Register (CPR) have an allocated social worker and are reviewed on time. - Youth service have exceeded the national target of 30% working with vulnerable young people.
Enjoy and Achieve - 3 year olds with access to good quality free early years education has increased over the last 3 years. - There has been a reduction in the percentage of pupils with a statement of Special Educational Needs (SEN) against the total population to 2.1%. - There has been a reduction in the number half days missed by pupils from school. - Poole has better than the national average of those with 5 or more A* - C grades in GCSE. - Youth Service exceeded national target of 13-19 year olds reached in population. - Percentage of Care Leavers with at least 1 GCSE has improved and is about the same as the national average.
Positive Contribution - The offending rate for young people has fallen from 2.6% of the population in 2001 to 2.4% in 2002-2003.
21 - The ratio of LAC offending to the local population is lower than England and all our comparators. - Youth Service well on way to achieving targets of young people undergoing personal and social development resulting in national or local accredited outcome.
Economic Well-being - 92% of pupils completing year 11 continued in full time education, training or employment - LAC in full time education beyond 16 is slightly above national and regional average.
6d. Priorities to Improve
But there are also some areas where we could consider how we can improve:
Health – a recent report from Poole Hospital A & E admitted 24 intoxicated children aged under 16 to hospital between June 2002 and May 2003, 7 of whom had a previous intoxicated related attendance to Poole General. Paediatricians concluded that a significant number of children were re-attending A & E with alcohol intoxication requiring admission. 50% of those had consumed spirits which were causing serious related harm and 42% had documented social problems.
‘ Reception’ aged children were screened in 2002-2003 to determine whether any children were overweight, whilst the numbers were small (36 out of 1080) more were from Oakdale, Canford Heath West and Penn Hill.
The Young Adults Drug and Alcohol Service (YADAS) received 122 referrals in 2003/04 of which 9 were re-referrals. The highest number of referrals came from BH12 which covers Alderney, Branksome East and West and Newtown. The most common drugs used were Cannabis and alcohol, and males between 14 and 17 showed the highest referral rate. The local Child and Adolescent Mental Health Service (CAMHS) reports an increase in drug related psychosis.
Staying Safe - the number of children on Child Protection Register in proportion to our population (37.8 per 10,000 on 31st March 2004) was above the national average for the previous year (24 per 10,000 on 31st March 2003). The re- registration rate for 2003/2004 is very high (33%). Area Children Protection Committee (ACPC) has reviewed this and will make recommendations for action to address this.
Enjoy and Achieve – KS2 results have not compared as well as similar local authorities though considerable improvement has been achieved in the last years. Although 3 year olds accessing free early years education has increased, Poole still provides a smaller % than England, other unitary authorities and our 3 statistical comparators.
22 Achieve Economic Well-Being - About 8% of 1,718 young people aged 16- 19 who completed Year 11 in the summer, were not in full time education, employment or training. This is slightly below the England average but compares with unemployment in the general population in Poole of less than 1%. A substantial amount of employment in Poole is in service and tourism areas, and compared with the national picture, there are a high proportion of young people going into jobs without training.
Positive Contribution – although youth offending rate has fallen, 20% of young offenders are persistent offenders.
The actions we wish to take to improve these outcomes are as follows.
Outcome Action to Improve Be Healthy Increase the numbers of Healthy Early Years and Schools focussing on Healthy Eating and Exercise. Reduce alcohol and drug abuse. Promote positive mental health.
Be Safe Ensure robust planning and review systems and good multi-agency support to promote welfare and safeguard children in need and reduce need for Child Protection Registration.
Achieve and Enjoy Sustain and improve results at KS2 by schools working with assigned advisers and subject consultants to identify and work with pupils who need additional support and intervention (to enable them to make more rapid progress during Yr 5 and 6).
Positive Contribution Reduce persistent youth offending by working closely with the Poole Police Division Prolific and Persistent Offenders Scheme. - using the Intensive Support and Surveillance Programme (ISSP). - providing more intensive and tailored supervision through Suspension Orders with specified conditions.
Achieve Economic well-being Work with employers to develop training programmes for young people in their employment and
23 “Right for Time off for Study”. Work with Learning and Skills Council and training providers to market apprenticeship training programmes to local employers.
In addition we need to continue to strive for more improvement in areas where we have improved but could do better.
These areas will be considered within an integrated framework of planning and commissioning services.
7. Government Requirements and Legislation
In addition to the new duties under the proposed . Children Bill . National Service Framework (NSF) for Children Members of the Steering Group have identified the statutory responsibilities which will need a continuing robust focus of attention by the partner organisations.
A summary of these key requirements are attached in the Appendix H, and a full copy is available on request.
8. Pooled Budgets
Members of the Steering Group and Finance Officers in the different agencies have identified current expenditure on services for Children and Young People in Poole, and considered whether any actions could be taken which could improve outcomes for Children and Young People by pooling budgets and/or spending them in a different way.
See summary of Budget Information in Appendix N.
The Chartered Institute of Public Finance and Accountability (CIPFA) published guidance on pooled budgets in 2002 and the group used this to identify principles to developing pooled budgets in Poole. These are as follows:-
It is possible to plan, commission and co-locate services without formally pooling budgets and all agencies are committed to this where it could improve outcomes. We should consider setting up ‘pooled budgets’, when to do so would deliver better outcomes. When pooled budgets are set up, the following will need to be in place:- - Clear joint aims and outcomes for the service at the start.
24 - Openness and transparency across agencies. - Clear arrangements for accountability and governance. - Expenditure to be based on the needs of users. - Infrastructure costs must not be prohibitive. - Learning from experience and developing confidence.
The Children Act (2004), when in force, will remove legislative barriers to pooling budgets. The benefits of pooling budgets are as follows:- One budget holder being able to commission or purchase the full range of services to meet an individual or a group of children’s needs. Increased flexibility or creativity which is more focussed on children’s needs. Reduction of inter-agency debate on who is responsible. Requirement for inter agency clarity and agreement at outset on aims and outcomes to be achieved. Economies of scale across agencies.
It is also recognised that each agency has its own statutory responsibilities and accounting requirements which still have to be met and will mean that not all budgets can and should be pooled.
9. Analysis of learning from Pathfinder Trusts and other initiatives Members of the Steering group recognise the importance of learning from other areas. Messages include:
Do not underestimate the importance of achieving cultural change. Massive structural change creates its own problems and some organisations which have done this, have not ensured that a strong infrastructure and preparatory training is in place with continuing focus on basic statutory work. Achieving an effective balance between universal and targeted services is vital. Services need to be centred round the needs of the child, not the convenience of the organisation. Change can be achieved through common processes and systems and ‘virtual’ teams.
Poole as a small unitary authority with a good record of partnership work should be well placed to develop into joint working without some of the problems of other authorities.
10. Principles of Change
One of the lessons is the importance of effective change management to develop and facilitate understanding. The principles will include:
25 a) Highlight the benefits and facilitate understanding. b) Create a shared vision. c) Keep it practical, look for common sense solutions. d) Break into bite size pieces and learn from experiences. e) Enable children and young people, service users and employees to shape developments. f) Build solid foundations, keep core services going. Structural change needs to facilitate, not lead. g) Prioritise communication which is key to bringing about positive change – recognise employee skills and experience and give them opportunities to express concerns and opinions.
11. Recommendations for Change
The information collected and the work undertaken by members of the steering group and the messages received from consultations have underlined the view that there is a considerable amount of good practice, partnership work and new initiatives in Poole which are working really well. There is support from stakeholders to build on this strong foundation and take the opportunity to develop further joint working. This will address some of the areas for improvement which have been identified, and concentrate particularly in the areas with more needs in Poole.
The following are the key proposals from the review.
11a. Governance and
The principles of working towards joint planning, commissioning and development of services with pooled budgets has been agreed where this is needed to enhance services. To achieve this the following will be established.
Board – Chief Executive of Borough, Health Trusts x 3 and Connexions, Elected Member(s) from Borough, Members of 3 Health Trusts’ and Connexions’ Boards, and representative of Dorset Police Force.
Executive Group – of Senior Officers from relevant services in Poole
Appointment of Director of Children’s Services
Elected member leadership for Children’s Services
Relationship with Children and Young People’s Strategic Partnership and other key professional and planning groups
*See proposed draft structure – Appendix I
26 11b. Joint Planning and Commissioning of Services
Agree principle of jointly planning through a new single Children and Young People’s Plan covering Education and Social Services and broadening to include Health, Connexions, Youth Justice and voluntary, independent services for children and influencing core budgets.
Establish “virtual” multi-agency team for analysis, planning and commissioning of joint services through Executive Group.
27 To include - representation from all agencies - data analysis, identification of need and planning of joint services - budget information and implications of co-location, single line management and pooled budgets - shared property strategy - IT development linked to Information, Sharing and Assessment Project - commissioning of agreed joint projects
11c. Development of multi-agency, high quality and inclusive Universal Services
The Review of Children’s Services acknowledges, and is taking account of a number of other major reviews and initiatives which are taking place and will underpin, and be relevant to the work planned from this review. These include:-
DfES Five Year Strategy
This brings together the range of plans emerging from the DfES.
The 5 key principles of reform are:-
greater personalisation and choice with children and parents at the centre opening up services to new and different providers more freedom and independence for Head teachers and Managers with more secure, streamlined funding arrangements commitment to staff development partnerships with parents, employers, Local Authorities and voluntary organisations to maximise life chances of children, young people and adults.
The focus of change from the DfES include:-
Early Years - The development of one-stop Children’s Centres offering multi-agency support on a single site - “Educare”, bringing together nursery education and children in a single integrated provision for pre-school children from 8:00 am to 6:00 pm, 48 weeks a year.
14-19 Education and Training This will include a reconsideration of qualifications, an extension of vocational options across schools and a re-launched Apprenticeship Programme.
28 There will also be a Green Paper on Services for Youth People published in the autumn 2004.
In Poole these will be developed through:-
The SureStart Early Years Development and Child Care Plan 2004-2006. A bid will be made for Children’s Centre funding as well as development and creation of new child care places and training for child care workers.
Schools for the Future This is about the opportunity to simplify schools organisation, and boost the role that they play in their communities by developing Extended Schools that offer a range of services.
Current milestones are: . Engage all partners in a wide ranging debate about the role and organisation of schools by September 2004. . Work with partners and the community to develop models for extended schools by December 2004. . Develop plans for a new structure based on the outcome of the debate and consult on these plans by July 2005. . Secure the necessary financial support from Government to carry through the agreed plans for change and then implement them by September 2009.
14-19 Strategy This has been developed with Schools and other Partners to create curriculum opportunities which are:-
responsive to the needs of learners reducing gaps in academic attainment promoting personal development raising standards within individual schools raising achievement across Poole
Health Visitor and School Nurse Review Poole PCT is conducting Service Reviews for the Health Visiting and School Nursing Services to ensure optimum deployment of the skills and resource associated with the services in line with the emerging policy agenda.
Health Visiting Service likely proposals:-
More flexible working alongside GP practices to enable more locality based partnership work. Clarification on balance of work with children and families vis a vis public health work. Resources allocated on the basis of identified needs.
29 School Nursing Review will address similar issues and:- Named School Nurse Model probably adopted. Review workload of School Nurses. Consider low resource intensive aspects of work such as immunisations are organised.
The two reviews are due to be complete in Autumn 2004.
Tackling Health Inequalities in Poole This takes forward the national agenda to:- . reduce the gap in health status, outcomes and access to service between different groups in society . in particular to reduce the gaps in infant mortality and life expectancy at birth between different socio-economic groups and . to reduce the number of teenage pregnancies . health resources are to be targeted at individuals and communities who have traditionally been under-served in order to redress the balance . and health service planning is to be informed by equity audits.
Priorities for Poole include – . Implementing Healthy Early Years, Healthy Schools and Healthy Young Clubs Programme. . Improve CAMHS Services . Reduce teenage pregnancy . Contribute to implementation of Review of Services for children with a disability. . Improve breastfeeding initiative and continuation rates. . Reduce smoking rates among pregnant women.
11d. Development of multi-agency / locally based preventative and support services
Parents, children and young people have indicated the importance to them of having locally based multi-agency services which are easier for them to access. It is proposed to develop this model first in the areas of highest need, which are the Rossmore Schools Pyramid Area and Turlin Moor. The aim is to then extend the model across most of Poole in the longer term.
A senior manager will be appointed to lead a Neighbourhood Development Project in Turlin Moor and the Rossmore Schools Pyramid Area. This person will engage with the local residents and those working in the area in order to identify priorities in the community, and develop multi-agency services which respond to need. These services may include Education Welfare, Family Support, Health Visitors, School Nurses, Pastoral Support workers in Schools, Connexions employees, Youth Workers, Children’s Fund Projects and Day Care Providers.
30 The model will include and work with Children’s Centres, Extended Schools and Youth Advice Centres which will bring together services on one site.
11e. Development of multi-agency targeted/specialist services
It is recognised that maintaining the quality and integrity of specialist services is of paramount importance. This will mean ensuring that statutory requirements continue to be a high priority for all agencies and specialist expertise and skills are in place to meet needs. Specifically this will mean:-
A multi-agency Child Protection Service which ensures that arrangements are in place to safeguard and promote the welfare of services and training. The establishment of a Local Safeguarding Children’s Board which holds all agencies to account in discharging their duties in relation to Child Protection. Implementation of the CAMHS module of the Children’s NSF to establish a comprehensive CAMHS service which is easily accessible at the point of need. This will include implementing the recommendations of the review of the Maple Service for young people aged 13+with more complex mental health needs. A service for Looked After Children and Care Leavers which provides safe and secure care and services to promote and improve their life chances. An enhanced local educational provision for pupils with special educational needs. Implementation of the outcomes of the Pan-Dorset Review of Services to Children with Disability. Work with specialist services for young offenders (YOT) and those with substance misuse issues (YADAS) to support them in the development of this. Ensuring that Children’s Services work effectively with services for adults in terms of clear identification of need and referral for services and seamless transition of young people to adult services when necessary.
Consideration will be given to whether co-location of some specialist services would enhance delivery and improve outcomes for children and young people.
12. Development of multi-agency workforce and support implementation
Valuing, retaining and developing skilled and experienced employees across all agencies will be vital to the delivery of an effective Children’s Service. Employees in the stakeholders conferences have said they need to understand each other’s roles more and to develop mutual trust and a common language.
This will be developed through a multi-agency workforce strategy which will include:
31 Establishing a multi-agency workforce and Training Development Group Profiling the existing workforce Agreeing core competences Arranging opportunities for work shadowing Reviewing workforce targets Developing recruitment and retention strategies across all sectors Considering opportunities for new changing roles Sustaining and developing existing specialist skills Developing a multi-agency leadership development programme.
13. Strategy for the Development of integrated Services in Poole
The Review of Children’s Services in Poole has developed a strategy through which it is intended to achieve integrated Children’s Services which improve outcomes for children and young people. This strategy has 10 elements as follows:
(i) Develop a Children’s Trust which (a) jointly plans and commissions services (b) pools money where this would improve outcomes (c) ensures lines of accountability are clear through Governance and Management arrangements which include: Children’s Services Governance Board Elected member leadership for Children’s Services Senior Officer Executive Group Director of Children’s Services Clear relationship with Children and Young People’s Strategic Partnership Joint planning and commissioning and development of single plan for Children’s Services and address areas which are not co-terminus
(ii) Involve children, young people, parents and communities - through consultation and participation work which is co-ordinated and facilitated through the Children and Young People’s Strategic Partnership.
(iii) Develop the voluntary, independent community and private sector - through the Children and Young People’s Strategic Partnership and joint planning and commissioning.
(iv) Develop the multi-agency workforce - through developing a joint workforce strategy, training programme and work shadowing across agencies.
(v) Deliver Multi-agency high quality and inclusive Universal Services - develop a common inter-agency framework for ensuring improved outcomes and quality in universal services.
32 (vi) Provide preventative and support services - which are developed first in areas of highest need and co- ordinated by a lead senior manager.
- developed through Children’s Centres, Extended Schools and Youth Advice Centres, effective co-ordination of existing professionals and community development activity.
(vii) Provide high quality value for money specialist services - which are easier to access and develop further those which would benefit from working together in multi-agency teams.
(viii) Establish a Local Children’s Safeguarding Board - to ensure all agencies discharge their duty to safeguard children effectively.
- Ensure good liaison with Adult Services especially in Mental Health, drug and alcohol prevention and disability.
(ix) Further develop information sharing - and implement the Information Sharing and Assessment (ISA) model of early identification common initial assessment joint assessment multi-agency single plan lead professional
- support this via further development of integrated IT systems which interface (or speak to each other).
(x) Provide information on services to parents, young people and professionals - through the Directory of Services and a range of easily accessible methods.
14. Action Plan for Implementation of the Strategy The Action Plans have been developed to implement each element of the strategy. The full Action Plan is presented in Appendix O.
33 15. Chronological Milestone Table Timetable for Implementation of the Action Plan from Review of Children’s Services. The following sets out key milestones for implementation:
Nov 04 Formal reports to Borough of Poole Joint Learning & Community Support Overview Groups and Cabinet and Health Trust boards Dec 04 Senior Officers Executive Group and terms of reference in place Jan 05 Final report to Connexions Board Briefing sessions for employees in all agencies. Director of Children’s Services (John Nash) in post. Children’s Governance Board in place. Mar 05 Review role, terms of reference and working methods of Children & Young People’s Strategic Partnership and other related planning groups Apr 05 Introduction of Local Common Assessment Form and Multi- Agency Plans for children and young people Apr 05 Lead Senior Manager in place and project to develop locally based preventative and support service begins Sept 05 Training and Workforce Plan agreed Jan 06 Integrated Children’s IT System in place for Children’s Social Services Apr 06 Single Plan for Service Planning & Commissioning Apr 06 Extended Schools and Children Centre in place Apr 06 Local Safeguarding Children’s Board in place 07/ 08 Establish Children’s Trust. latest
34 APPENDIX A
REVIEW OF SERVICES FOR CHILDREN AND YOUNG PEOPLE IN POOLE: 2004
Terms of Reference
Section 1
1. Context for the Review
The Borough of Poole; Poole Primary Care Trust and the Connexions Service across Bournemouth, Dorset and Poole have agreed to conduct a full and joint review of services provided for children and young people. The aim of the review is to improve outcomes for children, young people and their families.
The review process will be inclusive of the perspectives and views of children and young people; parents and carers; employees in all partner agencies and of other relevant local statutory and voluntary sector agencies.
The review is intended to meet the requirements of local agencies and those from national Government. At the national level, the review will take into account and address the key elements of new legislation following from the Green Paper: “Every Child Matters” (2003) and of the “National Service Framework for Children” being initiated in 2004.
It is also recognised that other review work is already being undertaken locally (such as the PAN Dorset Review of services for Children with Disabilities and the Borough of Poole’s review of SEN provision). These pieces of work will inform this comprehensive review.
It is recognised that the geographical boundaries of the Borough of Poole; Poole Primary Care Trust and Connexions Service across Bournemouth, Dorset and Poole are different. Neighbouring local authorities will be consulted as part of the review and recommendations will take into account any issues arising from differences in geographical boundaries.
35 Section 2
2. Focus and aim of the Review
The primary focus of the review will be on improved outcomes for children, young people, their families and carers. The first step in the review process will be to identify the key outcomes the partners are collectively seeking to achieve.
It is recognised that the three partner agencies, while seeking the same agreed outcomes for children and young people, will have key priorities which are at times the same and at times different from each other.
The review will look to evaluate how well current services achieve the agreed outcomes and make recommendations for future service developments. These will include recommendations for better integration of services between agencies as the review is based on the premise that closer multi-agency working will deliver more effective and efficient services.
Following from the work on outcomes and service development, the review will consider the requirements of any new legislation in relation to political and officer structures and the governance of inter-agency children’s services in Poole. It is, therefore, intended that any proposed changes in organisational structure and governance should support improved services, not lead the agenda of the review. The review process will examine the concept of a Children’s Trust and whether or not this would add value in achieving better outcomes for children and young people
Section 3
3. Structure of the Review Process
i) Governance of the Review
Both the Terms of Reference of the Review and the final Recommendations and Improvement Plan from the review will be approved by:
- The Cabinet of the Borough of Poole - The Board of the Connexions Services (Bournemouth, Dorset and Poole) - The Boards of Poole Primary Care Trust; Poole Hospital NHS Trust and Dorset HealthCare NHS Trust
It is recognised that the new legislation planned as a result of ‘Every Child Matters’ could have implications for the structures of political governance in local authorities. These issues need to be considered a part of the review process. It is therefore proposed that a ‘Reference
36 Group’ to the review is established within the Borough of Poole comprising of the Chief Executive; Portfolio Holders for Learning and Social Services and a representative of the Liberal Democrat Group. The purpose of the ‘Reference Group’ will be to provide guidance to the Senior Officers Steering Group, in relation to developing proposals on the governance of Children’s Services. ii) Management of the Review
The review process will be managed via a Senior Officers’ Steering Group with representatives as follows:
Borough of Poole Health Trusts
Policy Director (Review Lead) Director of Service Delivery, Policy Director (Social Services) Poole Primary Care Trust Policy Director (Education) Any other representative of the Head of Children & Families Social Health Trusts as agreed by the Services Health Trust Boards Head of School Advice & Support Services Connexions Service Head of Pupil & Parent Support Services Chief Executive Head of Youth Services
The role of the Senior Officers’ Steering Group will be to devise and implement the project plan for the review and produce a final report, recommendations and a three year Improvement Plan as an outcome of the review process.
A project officer will be appointed to work for two days per week on the review. This post will be funded by Poole Primary Care Trust and the Borough of Poole and will be offered as a secondment opportunity open to employees in the three partner agencies.
37 iii) Process of the Review
The main stages of the review will be:
Target Date
Formal inter-agency agreement to the Terms of Early March Reference 2004
Agreement on inter-agency basis of key outcomes Early March sought for children and young people 2004
Evaluation of the outcomes of current services March and April 2004 Learning from others, including Pathfinder March to May Children’s Trust 2004
Development of proposals for changes in services May to June 2004 Development of proposals in relation to officer May to June structures, and political governance 2004
Approval of recommendations and a three-year July 2004 joint Improvement Plan
Monitoring of implementation and outcomes from September Improvement Plan and up-dating of plan as 2004 to appropriate September 2007 iv) Timescale for Review
It is intended that a Review Report (with key findings and recommendations and an Improvement Plan) will be produced by July 2004 with initial service developments being implemented in Autumn 2004. v) Consultation and Communication
It is recognised that the perspectives of a wide range of stakeholders need to be included in the Review.
These stakeholders include:
Children and Young People Parents and carers and other family members Employees in all partner agencies
38 Relevant statutory and voluntary sector agencies Schools
The Senior Officers Steering Group will devise and implement a consultation and communication strategy which will include:
Full use of consultation information already available. Use of existing forums (such as, Youth Forum; Head Teachers Conference; Children and Young People’s Strategic Partnership) Specific consultation with children, young people, parents and carers if required by the review process Enabling employees in the partner agencies to contribute actively to the review and proposals Regular and timely communication with all stakeholders and the media as appropriate.
Jan Thurgood Policy Director (on behalf of Senior Officers’ Steering Group) 2 February 2004
39 APPENDIX B AN INTRODUCTION TO POOLE PARTNERSHIP
The Local Strategic Partnership, bringing together the different parts of the public sector as well as the private, business, community and voluntary sectors.
Poole Partnership enables different initiatives and services to support each other and work together.
A Community Strategy will bring about improvements in the economic, social and environmental well-being of Poole and its residents.
The Partnership strives to be responsive to the needs and concerns of local communities: it recognises the importance of inclusion and seeks to give opportunities for all, in the spirit of equality. Sustainable development is the basis for its activity.
It was established in May 2002 after a period spent listening to the views of nearly 2,500 organisations and local people. A Steering Group of 26 Partners meets regularly and an Inclusive Forum which involves over 500 organisations meets at least once a year.
Poole Partnership aims to: Establish what is important to Poole people in the long-term; Identify what would improve their quality of life; Develop a Community Strategy - which includes an action plan for improvements; Ensure the actions take place and monitor and report progress.
Groups and organisations which have an interest in the future of the Borough are encouraged to join the Partnership. Contact: Telephone: (01202) 633080 Fax: (01202) 633077 e-mail: [email protected] Poole Partnership, Freepost SWB21148, BH15 2ZZ.
POOLE PARTNERSHIP Framework for Action including aspirations in the Vision booklet, Shaping Poole’s Future, which come from the people of Poole and form the basis for the work of the Partnership.
Making Poole a Better Place to do Business - a place with a robust economy where innovation is promoted and supported and where businesses prosper and contribute to the well being of the town. Pride in Poole - a place that is clean and cared for that people feel proud to live in and share with visitors; a place where people are committed to maintaining the unique character of the town ñ now and in the future. Better Housing for All - a place where there are homes to suit the means and hopes of all. Being Safe and Secure - where people feel confident and relaxed in their homes and when out and about. Healthy People Healthy Places - a place where our lifestyles protect the resources essential for living; a community where people are offered help to enjoy healthy and independent lives and one that recognises and responds to global challenges. Building Active Communities - a place where community spirit is high and we all respect diversity and care for one another; where businesses prosper and contribute to the well being of the town. Access and Skills - a community where all have equal access to learning and leisure and where all may develop skills; where people continue to enjoy the rich mix of peace, variety and convenience. Supporting Independent Living - a community where people are offered help to enjoy healthy and independent lives; where family and friends look out for one another and where we know how to get help and advice if we need it.
40 Investing in Young People - where young people have the best start in life and are involved in shaping their future.
Community Strategies are being developed as part of the reform of local government and other public services; they aim to promote better co-ordination and improved responsiveness to the needs and concerns of local communities.
The Local Government Act 2000 set out the statutory duty for local authorities to work in partnership to prepare a Community Strategy - a plan to secure the economic, social and environmental well- being of an area. A number of other strategies will be subsumed within the document as part of the streamlining which reduces the number of plans and rationalises the links between them.
The Community Strategy is intended to be the over-arching and lead plan for every area: other strategies and plans will have a clear relationships with it. In the same way, the Community Strategy will “drop down” from relevant regional strategies. As the process develops there will be clearer links between the Community Strategy and other plans.
A significant new discretionary power under the Local Government Act 2000 is “to do anything which they consider is likely to achieve the promotion or improvement of the social, economic and environmental well-being of an area”. This gives considerable potential, requiring innovative and visionary action by agencies working together.
The main tasks of Community Planning are: The Community Strategy (or Plan) which allows communities to articulate their aspirations, needs and priorities; co-ordinates the actions of organisations from all sectors operating locally; shapes existing and future activity to meet community needs and aspirations; contributes to the achievement of sustainable development both locally and beyond; The Community Strategy gives a long-term vision with outcomes to be achieved and an action plan for shorter-term priorities: there is shared commitment to implement the action plan; The implementation of the action plan is monitored and progress is reported to local stakeholders; Agreed outcomes are delivered by partners as mainstream budgets are influenced to make change happen; As the Partnership develops, there will be improved ëjoined upí working in such areas as consultation and involvement, and intelligence gathering and sharing.
Partner organisations represented on the Steering Group include:- Community & Residents Associations Cultural Representative Poole Primary Care Trust Daily Echo Dorset Business Borough of Poole Federation of Small Businesses Wilts & Dorset Dorset Race Equality Council Environment Agency South West Regional Development Agency Connexions Government Office of the South West Dorset Police Poole Youth Forum Poole Council for Voluntary Service Faith Communities Member of Youth Parliament Tourism Partnership Dorset Fire and Rescue Economic Partnership Learning & Skills Council Learning Partnership Poole Town Centre Management Board www.poolepartnership.info
41 Appendix C
The Poole Partnership Steering Group 4th August 2004
Investing in Young People
Priorities from Children and Young People’s Strategic Partnership agreed 26th January 2004
incorporating priorities from young people added 4.8.04
1. Improve efficiency of Partnership work in order to improve outcomes for children and young people, and achieve Government targets and local initiatives.
5 outcomes in Children’s Bill are: Be Healthy Enjoy and Achieve Stay Safe Make a Positive Contribution Achieve Social and Economic Well-Being
Action - through Children’s Service Review group recommendations to develop a Children’s Trust model which jointly plans, commissions and integrates services and pools money where needed to improve service delivery.
2. Improve participation and involvement of children, young people and service users in the shaping and developing of their community and services.
Action - Multi agency group have developed a strategy and are working on implementation. Young people will be invited to the group and also raise and discuss issues through the various forums which exist for children and young people including the annual Youth Conference. Ensure that young people are consulted on the proposed school changes.
3. Improve Information Sharing, Assessment and Information available to Parents, Children and professionals in order to identify need early and offer appropriate support.
Action - through implementation of ISA (Information Sharing and Assessment) model and Directory of Services.
4. Increase and improve preventative work and tackle health inequalities through multi-agency collaboration.
42 Action - work taking place through Health Promotion activities and Children’s Service Review to build capacity locally and in a more co-ordinated way through voluntary organisations and development of Children’s Centres, Extended Schools and Youth Service.
5. Improve Family Relationships and support for Parents.
Action - through multi-agency group developing a Parenting Strategy, identifying unmet need and developing a response to agreed priorities within available resources.
6. Promote a sense of inclusion and responsibility towards their local community from young people and reduce anti-social behaviour.
Action - through multi-agency work to promote a positive view of young people, improve communication between them and their community, identify issues early and take action at the appropriate level to resolve them.
Raise awareness with young people about Anti-Social Behaviour Orders. Promote positive news about young people through a media campaign. Promote inter-generational projects.
7. Reduce child poverty by making work possible, providing financial security and inclusion and tackling inequality by improving public services for all.
Action - through a range of multi-agency actions co-ordinated by Housing and Community Services and Health Promotion team.
8. Support the work of the Children’s Fund in providing preventative services for vulnerable children aged 5-13.
Action - through Children Fund Management Group supporting the development of new and additional services and monitoring their effectiveness.
9. Improve services for Children with disabilities and their families.
Action - through Pan Dorset review of services and implementation of recommendations for action.
10. Fairtrade to be promoted in schools and youth clubs.
43 Priorities from Young People presented to Poole Partnership on 4th August 2004
consultative role of annual Youth Conference (29 October this year) – also give opportunity for young people to raise and discuss issues Fairtrade to be promoted in schools and youth clubs raising awareness with young people about Anti Social Behaviour Orders ensure that young people are consulted on the proposed school changes promote inter-generational projects media campaign promoting positive news about young people
44
2. 3. 4. 5. Participation and involvement of Multi-agency collaboration on Improve family relationships Promote responsible citizenship children and young people and preventative work and parents’ abilities and reduce anti-social behaviour service users
AGREED ON 26.01.04 1. 6. a&b Achieving government targets Reduce Adverse Impact of and local initiatives through Poverty CHILDREN & YOUNG efficient Partnership work PEOPLE’S STRATEGIC PARTNERSHIP
7. ALREADY TAKING PLACE Improve Information 9. Sharing, Assessment and Improve Services for Families Information Available to and Children with Disabilities Parents, Children and 8. Professionals Support the work of the Children’s Fund in providing additional preventative services for vulnerable children aged 5- 13
45 APPENDIX D
Summary of Messages from Children and Young People
Provide better and easily accessible and unbiased information on all services at times and places which are convenient to us.
Specific information and advice on:- benefits and entitlements alcohol and substance misuse sex and relationship education and sexual health
Confidential advice in schools but not linked to schools eg. easier access to school nurses. Confidentiality policies are not consistent Professionals who need to improve communication with young people Police GP surgeries
Services and support needed Family and relationship problems Teenage parents Male only Peer education Training Lifeskills – Understanding the world of work Dealing with bullying Affordable Housing Help with tuition fees Better study rooms at school More IT facilities with open access Training and information on young people’s rights
46 Recreation and Leisure Needed More facilities and things to do out of school More sports facilities Open access Youth facilities – minimal supervision More informal areas to meet – minimal supervision Clubs for children and young people with disabilities Play areas, parks and other areas which are safe.
For looked after children and young people and care leavers More support and advice when they come into care Improved involvement in review meetings Clearer sleep over policy 2 bed accommodation for care leavers so they can share and be less isolated
How should children and young people be treated Offer support in the way they say they need it Break down stereotypes Don’t judge young people Don’t discriminate on age but on crime Young people should not be ‘named and shamed’ Be clear on what we are consulting on and what can be changed and what can’t
What can young people offer? Contribution to training Influence policies Involvement in staff appointments Involvement in local democracy / political education ‘Why Vote’? Parents and young people can help each other when they have difficulties.
47 APPENDIX E
Summary of Messages from Parents and Adults
How should people provide the service In a friendly welcoming and non-judgemental way. In a co-ordinated way with a keyworker, so information doesn’t have to be repeated lots of time. In easy to reach locations or home visits and at flexible times. A listening and co-operative approach, which offers information and advice and enables parents to make informed decisions. Joined up decision making on resources Know about each others roles Involve parents in planning for our child Transfer information about our child between settings well Provide a multi-agency response to issues
How can information be provided Leaflets and posters From Health Visitors, GP surgeries, schools or library
What information is needed Benefits Options about care for pregnant mothers
What support and services are needed Stay in Maternity until mothers are confident in care of their babies Locally based Health Visiting Services Information, emotional and practical support in early years Advice about child’s worrying behaviour from school, family friends or doctor One to one support for child, counselling or written information. Effective behaviour management services that work in the home Day care and play schemes in holidays, after school and weekends.
48 APPENDIX F
Summary of Employee Stakeholder Days Held 17th and 24th May, 15th and 17th June (with about 280 employees attending)
What are the good practices and skills we need to keep? a) Universal advice and information
We have workers in universal services who offer a range of information, impartial advice, guidance and support and signpost on to more specialist help when needed. Important to retain choice.
Connexions in schools and centre Quay Advice Centre Elbow Room (Hamworthy) Parent ‘pop in’ through partnership with schools receiving Support in a multi-agency informal setting School Nurse drop ins for young people in secondary schools and for teachers and parents in primary schools Youth Service – range of informal learning and open sessions Ante-natal classes Health Visitor links to GP’s Pre-school Health Visitor support for Early Years POPS Healthy Schools promotion Children’s Information Service Sexual Health Education Birth to 3 years mother’s training being developed via Early Years. Better Access to Leisure
49 b) Key worker led multi agency case planning
Information sharing improving with confidence and mutual trust with families. Experience of employees with good multi-agency links, shared planning and key worker systems. Educational Psychologists Portage workers and Child Development Centre Family Support Service – co-ordinating service for Children in Need Children and Families social workers co-ordinating services for LAC and CP School liaison pastoral support meetings Maple
c) Multi-agency meetings which plan services to meet needs
Poole ethos – willingness of agencies to work together to support child / family CAMHS Poole Operational Group Domestic Violence Group Meetings in pre-schools and nurseries Termly meetings in Rossmore organised by Connexions Pupil and Parent Support Meeting (fortnightly) Resource Panel (weekly) CP Conference LAC Reviews Care Leavers Pathway Planning meetings and Steering group Liaison meetings Child Development Centre Multi Agency Assessment Group (MAAG) SEN processes
50 Integrated Care Programme Approach– CAMHS inter agency reviews, joint assessment and quick response MDT meetings – children with disabilities and psychological services d) User Provider involvement
Focus groups for young people - Youth Forum Schools Council Focus groups for LAC & CL Public and patient involvement in governance issues Users and carers members of Children’s Mental Health governance team. School nurse consultation with young people in years 8/9 and parent user groups. Young people involved in interview panels. Total Respect Training e) Joint Training with other agencies. f) Specialist seconded workers with call off time. Health Visitors for LAC and CL and offering support and training for Foster Carers and Social Workers. Outreach from CAMHS for hard to reach groups. Family therapist working with Children and Families Service Unit. g) Multi Agency Teams YOT Early Years
h) Existing Universal Service Developments Toy Library Service Directory Healthy Eating awards
51 School Sports Co-ordinator initiative Poole College links with local employers Steps and Breakthrough programme i) Vulnerable Service Developments Housing Services for vulnerable young people Children’s Fund in targeted areas Homestart Developing support in schools – EWO’s, Pastoral workers Restoration justice in Rossmore and Oakmead pyramid Early Years intervention team ISA developments on common assessment etc. Breakfast Clubs j) Specialist Service Development YADAS
What can be done differently and more effectively? a) Shared Language Develop a common, comprehensive language. b) Better Information Develop leaflets about what we do which are parent and child / young person friendly and also for professionals. Develop awareness of all services – produce a clear map of provision, including voluntary, independent services. Better advertising of services Develop skills and resources to inform and allow for choice. Extend Children’s Information Service. c) Understand each other’s roles better Multi-agency induction
52 Work shadowing Better networking Simplify current complexity of range of services for public and professionals. Broaden elected members understanding of function of services.
d) Develop a clearer, common referral and assessment route Early intervention needed before things get too bad. Common referral Clear route Common assessment tool More flexible child focussed inter-agency review process Fast track complex cases – access to medical / mental heath assessment and services needs to be quicker. Currently children can be out of school for several weeks while waiting. Better links CAMHS and Adult Mental Health services e) Improve Joint Working Multi-agency representation on groups at different levels (not just Heads of Service) Shared responsibility for development of joint services. Key worker role Co-ordinated packages of care More area liaison multi-agency meetings and patch working in ward based localities Virtual multi-agency teams for complex cases Address physical and psychological barriers to multi skill / agency / service teams Joint funded initiatives and pooled budgets and resources. Involve Police and hospital staff more
53 f) Improve information sharing Improve understanding of confidentiality and who needs what information. Develop electronic data base g) Improve access to services Develop locally based, directly accessible services without stigma eg. Parenting Support. Services available in holidays and out of schools hours. More peer mentoring All schools need to work with a multi-agency approach. Develop confidential help-lines run by professionals. Improve teenage friendly approach in GP Surgeries Affordable and accessible public transport More school nurses, pastoral workers based in schools. SW’s locally based reflecting the needs of communities. Access to leisure and youth centres for children with additional needs and disabilities. CAMHS need to be more accessible and stay on board.
h) Develop more integrated and flexible locally based services More flexible services and shared resources. Integrated and cohesive approach with services more targeted to need and areas. Develop healthy eating schemes and breakfast and lunch in schools Avoid duplication (eg. YOT, Connexions, Family Support Services) Develop parent mentoring and non-stigmatising parent education from Health and Education, including for parents of teenagers. More whole family based interventions Young people need consistent adult role model – without changes of worker. Develop Connexions ability to work with disability, care leavers and hard to reach and integrate them into other services.
54 Therapists for children with special needs and behaviour management in schools
Question – where do bought in services eg. in Education, fit? i) Develop joint training Multi-agency training with joint training budget. Better training for front line staff so they can ask relevant questions, do an initial assessment and sign-post to appropriate service. Need to keep knowledge up to date and support professional development at all levels. j) Improve use of technology Better access to IT and e-mail for all professionals. Communication by text messaging for young people. k) Improve Communication This is about strategy and not just information. Improve transfer of information from school to school. Need better understanding and consistency about confidentiality. l) Develop Joint Funding Pool budgets with better use of funding and agreement over who pays for what – Less squabbling ! m) Improve anti-discriminatory awareness and services Better translation services.
55 Development of Local Preventative Multi-Agency Services
What are the Barriers to this?
Lack of overall clarity of vision, leadership and co-ordination. Different professional identities, culture and language. Fear of change. Inequalities in conditions of services. Lack of building space. Lack of capacity in agencies Too much paperwork Not enough access to IT Lack of knowledge and understanding of each others roles and services. Duplication – eg. Social Services and Health OT. Not every child / family who needs a service, wants it. Concern local services would mean change of worker if family moves. Ensure services are not all in places some parents won’t go to eg. schools, playgroups. Different geographical boundaries. Different thresholds and definition of “need” and lack of screening. More services needed for ‘vulnerable’ children. Current thresholds too high
Government divisions (DoH, DFES, H.O.) and therefore agencies have different performance indicators and targets, which drive services more than needs. Funding sources are different. Some service environments are not practically accessible – for parking, pushchairs and public transport. Insufficient services at the lower, vulnerable level. Young people can’t access apprenticeships – education requirements too high.
Priorities to put in place to achieve the aim
Vision and Leadership
56 Define priorities for Poole – identify need, develop Shared Vision, objectives / clear goals and protocols. Look at research and what works. Agree a common name and identify for the whole service while retaining individual professions / specialisms, Leadership – appoint Director of Children’s Services by 4/05.
Locally based integrated services linked to specialist services Co-locate Services in a Children’s Trust model. Identify needs early and provide preventative services. Consult with the community. Develop geographical local focus based on need to reduce stigma and improve access – trial in 1 area. Consider ‘virtual’ teams. Make services inclusive and not tokenistic. Centres within a community would encourage understanding and provide easier access. Develop drop ins, community based centres in places relevant to location eg. shop, youth centre, school, library. Proactive search for those who need support and are reluctant to access it. Link with core teams and outreach services. Retain specialist skills – can’t all be placed in schools. At a very high level, there may need to be regional resources. Retain choice for young people with as much continuity of worker as possible. Integrate services to avoid duplication – eg. OT’s. Increase the use of the voluntary, independent sector. Develop different approaches for different age groups. Don’t get out of what works – some of it’s not broke !
Common assessment framework Share information with a common joint initial assessment and keyworker. Track young people out of Local Authority area with a single central data base.
Budget Pool budgets on a needs-led basis. Be innovative about using the budget.
57 ICT Must be in place and working for all.
Workforce issues Develop common induction based on common philosophy. Develop mutual trust and a shared culture based on core skills. Develop a career structure to retain skilled practitioners. Retain individual professional expertise, with respect and understanding of each other’s skills. Develop networking and joint training.
Consultation and Participation Continue to consult with and involve service users.
Implementation and Action Plan Devise - strategic plans and resource development - a structure within which to develop geographical services - clarify time scales, appointment and location for new teams and management structures - and roll it out !
58 APPENDIX G
Map of Indices of Deprivation
The 2004 Index of Deprivation
1. Introduction
1.1The Office of the Deputy Prime Minister has published the 2004 Index of Deprivation. This updates and revises the previous (2001) index. The main revisions are: The 2004 Index uses a new geography. Rather than the ward-based index that was used last time, this Index has been published at Super Output Area The 2004 Index is broken down into seven deprivation domains (compared to five in 2001). The domains are: Income Employment Health deprivation and disability Education skills and training deprivation Barriers to Housing and Services Living Environment Crime There are two supplementary Indices. These are Income deprivation affecting Children and Income deprivation affecting Older People.
2. Super Output Areas 2.1Super Output Areas are the new geography that the Office of National Statistics have adopted for the release of statistics. They are based on aggregates of the Output Areas that were created for the release of small area census statistics. 2.2 ONS’s intention was to create a set of areas that were consistent in size nationally (unlike wards which range from less than 1000 population in some rural areas to over 30,000 in cities like Birmingham). 2.3Within Poole there are 91 Super Output Areas. Within England there are 32,482 Super Output Areas.
59 3. The Index 3.1The following summarises the main results for Poole. At the District level, Poole ranks 225th out of 354 local authorities (between 50% and 75% of rankings). Its rankings for the employment and income domains is shown in the following table.
Domain Poole’s ranking out of 354 local authorities (where 1st =worst) Rank of average score 225 Income Domain 144 Employment Domain 166 3.2Multiple Deprivation. There are no SOAs within the worst 10% in the Country for the overall IMD score, however there are 4 within the worst 25% of SOAs nationally. These are in Hamworthy West (Turlin Moor), Alderney (Melbury Avenue/Arne Avenue Area and the Bedford Road and Belbin Avenue Area), Poole Town Centre.
3.3Over a third of Poole SOAs fall within the 25% of SOAs that are the least deprived in England. Number of Poole SOAs in each range Worst 10% in England 0 Worst 10-25% in England 4 Worst 25-50% in England 23 Worst 50-75% in England 32 Worst 75-100% in England 32
60 61 62 3.4 Income Domain: There is one Super Output Area (SOA) in the worst 10% in the country and a further 8 in the worst 25% of SOAs. The SOA in the worst 10% is within Alderney (Melbury Avenue/Arne Avenue area). 3.5Over a quarter of Poole’s SOAs fall within the 25% of SOAs that are the least deprived areas nationally on this measure. Number of Poole SOAs in each range Worst 10% in England 1 Worst 10-25% in England 8 Worst 25-50% in England 25 Worst 50-75% in England 33 Worst 75-100% in England 24
63 Domain includes:
Adults and children in Income Support households (2001). Adults and children in Income Based Job Seekers Allowance households (2001). Adults and children in Working Families Tax Credit households whose equivalised income (excluding housing benefits)3.6Employment is below 60% of Domainmedian before: There housing is costsone (2001).SOA in the worst 10% in the country and a further two in the worst 25% (see fig 2). The Adults SOAand children in the in worstDisabled 10% Person's is in Tax Poole Credit Town households centre, whose covering equivalised the income Skinner (excluding Street, housing Lagland Street and New Orchard areas. The two benefits)other is below areas 60% inof medianthe worst before 25% housing cover costs parts (2001). of Turlin Moor and the Melbury Avenue/Arne Avenue part of Alderney ward Nationaldescribed Asylum Support above. Service supported asylum seekers in England in receipt of subsistence only and accommodation3.7Over a supportquarter (2002). of Poole’s SOAs fall within the 25% of SOAs that are the least deprived areas nationally on this measure.. Number of Poole SOAs in each range Worst 10% in England 1 Worst 10-25% in England 2 Worst 25-50% in England 29 Worst 50-75% in England 36 Worst 75-100% in England 23
64 Domain includes:
Unemployment claimant count (JUVOS) of women aged 18-59 and men aged 18-64 averaged over 4 quarters (2001). Incapacity Benefit claimants women aged 18-59 and men aged 18-64 (2001). Severe Disablement Allowance claimants women aged 18-59 and men aged 18-64 (2001). Participants in New Deal for the 18-24s who are not included in the claimant count (2001). 65 Participants in New Deal for 25+ who are not included in the claimant count (2001). Participants in New Deal for Lone Parents aged 18 and over (2001). 3.8Health Deprivation and Disability Domain. There is one SOA in the worst 10% in the country and a further three in the worst 25%. The SOA that is nationally in the worst 10% of SOAs is in Poole Town Ward, covering the Lagland Street, Skinner Street and New Orchard area. The three other areas that feature in the worst 25% of SOAs are part of Turlin Moor, the Melbury Avenue/Arne Avenue part of Alderney and the Puddletown Cresent, Redhoave Road and Knowlton Road parts of Canford Heath East. 3.9Just under a quarter of Poole’s SOAs fall within the 25% of SOAs that are the least deprived areas nationally on this measure. Number of Poole SOAs in each range Worst 10% in England 1 Worst 10-25% in England 3 Worst 25-50% in England 23 Worst 50-75% in England 42 Worst 75-100% in England 22
66 Domain includes:
3.10 Education,Years of Potential Skills Life andLost (1997-2001).Training Deprivation Domain. There are four SOAs within the worst 10% within England and a Comparative Illness and Disability Ratio (2001). further Measures twelve of withinemergency the admissionsworst 25%. to Twohospital of (1999-2002).the SOAs that are amongst the worst 10% nationally are within Alderney – the Melbury Adults Avenue/Arne under 60 suffering Avenue from mood area or and anxiety the disorders Belbin Road/Bedford (1997-2002). Road areas. The other two are in Newtown, adjacent to Trinidad School and parts of Turlin Moor in Hamworthy West. 3.11 Over a quarter of Poole’s SOAs fall within the 25% of SOAs that are the least deprived areas nationally on this measure.. Number of Poole SOAs in each range Worst 10% in England 4 Worst 10-25% in England 12 Worst 25-50% in England 28 Worst 50-75% in England 24 Worst 75-100% in England 23
67 Domain includes:
Average points score of children at Key Stage 2 (2002). Average points score of children at Key Stage 3 (2002). Average points score of children at Key Stage 4 (2002). Proportion of young people not staying on in school or school level education above 16 (2001). Proportion of those aged under 21 not entering Higher Education (1999-2002). Secondary school absence rate (2001-2002). 68 Proportions of working age adults (aged 25-54) in the area with no or low qualifications (2001). 3.12 Barriers to Housing and Services Domain. There are no SOAs within the worst 10% of SOAs nationally, however there are eight within the worst 10% of SOAs nationally, however there are eight within the worst 25% of SOAs nationally. These are spread over six wards: Merley and Bearwood, Canford Cliffs, Canford Heath East, Creekmoor, Hamworthy West and Poole Town. 3.13 Just under a fifth of Poole’s SOAs fall within the 25% of SOAs that are the least deprived areas nationally on this measure. Number of Poole SOAs in each range Worst 10% in England 0 Worst 10-25% in England 8 Worst 25-50% in England 23 Worst 50-75% in England 42 Worst 75-100% in England 18
69 Domain includes:
Household overcrowding (2001). LA level percentage of households for whom a decision on their application for assistance under the homeless provisions of housing legislation has been made, 3.14 Crimeassigned Domian. to SOAs There (2002). are no SOAs within the worst 10% of SOAs nationally, however there are 8 within the worst 25% Difficulty of Access to owner-occupation (2002). of SOAs. Road These distance are in to TurlinGP premises Moor, (2003). within the Town Centre area, along the northern side of Ashley Road, Sandbanks and parts of Newtown.Road distance to a supermarket or convenience store (2002). 3.15 Over Roada third distance of Poole’s to a primary SOA schoolare amongst (2001-2002). the 25% of SOAs nationally that are least deprived by this measure Road distance to a Post Office (2003).Number of Poole SOAs in each range Worst 10% in England 0 Worst 10-25% in England 8 Worst 25-50% in England 22 Worst 50-75% in England 30 Worst 75-100% in England 31
70 Domain includes:
Burglary (4 recorded crime offence types, April 2002-March 2003). Theft (5 recorded crime offence types, April 2002-March 2003, constrained to CDRP level). Criminal damage (10 recorded crime offence types, April 2002-March 2003). 71 Violence (14 recorded crime offence types, April 2002-March 2003). 3.16 The Living Environment. There are no Poole SOAs amongst the worst 10% within England. However 6 are within the worst 25% nationally. These are within Poole Town, along Sterte road, Parkstone around Castle Hill and the railway station, Penn Hill around Vale Road and Crescent Road and areas of Branksome East and West along the north side of Ashley Road and Poole Road. 3.17 Over a third of Poole’s SOAs fall within the 25% of SOAs that are least deprived by this measure. Number of Poole SOAs in each range Worst 10% in England 0 Worst 10-25% in England 6 Worst 25-50% in England 27 Worst 50-75% in England 23 Worst 75-100% in England 35
72 Domain includes:
Social and private housing in poor condition (2001). Houses without central heating (2001). Air quality (2001). 73 Road traffic accidents involving injury to pedestrians and cyclists (2000-2002). 3.18 Income Deprivation affecting Children. There are two SOAs within Poole that are within the worst 10% in England. These are in Alderney (the Melbury Avenue/ Tollard Close area and in Branksome East (the Princess Road area). There are a further seven SOAs within the worst 25% of SOAs nationally, these are in parts of Alderney the two Canford Heath Wards, Hamworthy West and Poole Town Wards. 3.19 Over a quarter of Poole’s SOAs fall within the 25% of SOAs that are the least deprived areas nationally on this measure.
Number of Poole SOAs in each range Worst 10% in England 2 Worst 10-25% in England 7 Worst 25-50% in England 30 Worst 50-75% in England 28 Worst 75-100% in England 24
74 3.20 Income Deprivation affecting Older People. There is one SOA that features in the ranking of the worst 10% nationally. This is in Newtown ward, adjacent to Trinidad school. There are an additional seven SOAs that are within the worst 25% nationally. These include parts of Poole Town, Oakdale, Canford Heath West, Alderney and the two Branksome wards. 3.21 Over a third of Poole’s SOAs fall within the 25% of SOAs that are the least deprived areas nationally on this measure.
Number of Poole SOAs in each range Worst 10% in England 1 Worst 10-25% in England 7 Worst 25-50% in England 25 Worst 50-75% in England 27 Worst 75-100% in England 31
75 76 APPENDIX H Government Requirements and Legislation - Summary
Be Healthy
o Reduce health inequalities by: - reducing pregnant women smoking annually by 1% - reducing mortality in children under 1 year by 10% by 2010 - increasing breastfeeding annually by 2% - reducing teenage conceptions by 50% by 2010 o Improve access to antenatal and child health screening in disadvantaged areas o Increase numbers of primary care health professionals and improve facilities in deprived areas. o Improve life chances for children and young people by: - promoting secure attachment of children to carers - improving education, training and employment for care leavers - reduce offending by LAC o Improve access to CAMHS services o Reduce harmful effects of substance misuse o Reduce proportion of young people reporting use of illegal drugs o Engage fully in cross-agency preventative work
Staying Safe
o Duty of every local authority to safeguard and promote welfare of children in need within their own area and promote the upbringing of such children by their families when safe to do so. o Provide accommodation for any child in need who the local authority considers requires it. o Duty to investigate if a child is suffering or is likely to suffer significant harm
77 o Apply to a court for a care or supervision order if they are suffering or likely to suffer significant harm which is attributable to: - the care not being what a reasonable parent would give - the child being beyond parental control o Duty to support Care Leavers by keeping in touch and support with accommodation in vacation for those in higher education. o Duty to maintain an adoption service and provide post adoption support.
Enjoying and Achieving
o Provide early education places for all eligible 3 and 4 year olds o Ensure every child has a school place o Schools responsibility for raising standards through improving quality of teaching and learning o Governing body set broad strategy for schools development and is responsible for budget o LEA supports schools, monitors information, shares best practice o Reduce unauthorised absence o Promote good behaviour and discipline o Administer statutory framework for SEN: - Early intervention - Personalised learning - Education more children with SEN in mainstream schools - Special schools become centres of excellence o Extended schools to provide range of services and activities o Youth service – focus on young people’s social and educational development, their voice and influence and inclusion and engagement in society.
78 Making a Positive Contribution
o Promote personal or social development o Promote citizenship o Develop youth involvement in democratic processes o Promote acceptable behaviour o Support parental responsibility o Support positive family relationships
Achieving Economic Well-being
o Provide integrated information, advice, guidance support and access to personal development opportunities for all 13-19 year olds o Help young people engage in learning, achieve their full potential and make a smooth transition to adult life o Enable all households to live in decent, warm, affordable homes within safe communities.
APPENDIX I
79 DRAFT STRUCTURE FOR INTEGRATED CHILDREN’S SERVICES GOVERNANCE AND MANAGEMENT
1. Children’s Services Governance Board
Remit To oversee development of integrated planning, commissioning and service delivery which achieve agreed outcomes for children and young people across Borough of Poole, Health Trusts and Connexions, Youth Offending Team and Dorset Police Force.
To agree principles, overall direction and resourcing.
To monitor progress.
Membership Borough of Poole - Elected Member(s) - Chief Executive
Health Trusts x 3 - Lead Senior Manager (Chief Executive or Director level) - Board Member
Connexions - Chief Executive - Board Member
Dorset Police - Senior Officer
2. Senior Officers’ Executive Group
Remit To agree strategies to deliver key outcomes for children and young people.
80 To develop the single Children’s Services plan and commissioning strategy. To develop integrated business and resource plans to achieve outcomes. To commission specific services for children and young people on a multi-agency basis (particularly locality based services). To monitor implementation of plans. To ensure effective communication with employees and all key stakeholders. To ensure children, young people and parents and communities shape services.
Membership
Senior Officers from: Borough of Poole Poole Primary Care Trust Dorset Healthcare Trust Poole Hospital Trust Connexions Bournemouth, Dorset & Poole Bournemouth & Poole Youth Offending Team Dorset Police Force Representative of the voluntary/independent sector.
Chaired by Policy Director (Children’s Services).
3. Children and Young People’s Strategic Partnership
Remit
To work on behalf of the Poole Partnership on the Framework for Action relating to ‘Investing in Young People’ by recognising the many individuals and organisations who work for the benefit of children and young people in Poole, and
81 providing a broad forum within which statutory, voluntary, independent sector, community and faith organisations and children and young people and their parents work together in order to :
Contribute to the identification of the needs of vulnerable children and young people Contribute to the establishment and development of further more co-ordinated inter-agency services which meet the needs of children and young people and families, including the needs of families from diverse ethnic backgrounds and children and parents with disabilities Contribute to the evaluation on a continuous basis of the effectiveness of services and ensure services are developed on the basis of the views of children and young people and their families / communities.
The function and working practice of the Partnership will be reviewed in early 2005.
4. Planning and Commissioning Function
Remit
To collate and analyse relevant data on demographics, need, outcomes and performance.
To support the Executive Group to develop an integrated plan for Children’s Services and commissioning strategy.
To assist communication and co-ordination between all partnership/ inter-agency groups developing children’s services.
To put in place and use systems to monitor implementation of plans and achievement of outcomes.
To ensure young people, children and parents shape services.
To administer the Executive Group; the Governance Board and Children’s and Young People’s Stratgeic Partnership.
To plan and commission specifically identified multi-agency children’s services.
Draft Staffing Requirements
82 Children’s Planning and Commissioning Principal Officer Technical support on performance/finance and contracting Administrative support
(Funding on a multi-agency basis and contributions from all agencies by drawing together relevant staff into a “virtual” team.)
Director of Children’s Services
The Director of Children’s Services, has been appointed from January 2005 initially within the Borough of Poole. The key role of this officer will be to ensure that there is effective inter-agency planning in place to deliver a strategic plan to achieve the agreed outcomes for children and young people in Poole. The Director of Children’s Services will therefore chair the Children and young People’s Strategic Partnership. Within the Borough of Poole, the Director of Children’s Services will have accountability for ensuring that management structures systems and resources are in place to deliver safe and quality services for all children and young people. The mixed Portfolio model of Corporate Directors will be continued.
Elected Member Leadership
The Children Act when law will establish the responsibilities of the Lead Member for Children’s Services. Work will be undertaken to clarify the requirements of the role and how these can be best fulfilled within the context of the Borough of Poole during 2005.
83 APPENDIX J
BOROUGH OF POOLE – “STRIVING FOR EXCELLENCE”
In July 2004, the Borough of Poole published it’s medium-term Corporate Strategy and Business Plan – “Striving for Excellence”. This sets out the Borough’s Vision, Mission, Values, Priorities and major Strategic (XL) Projects.
The Strategy for improved and integrated Children’s Services will contribute significantly to all of the Council priorities and to the XL Projects. In particular it will underpin the priority of “Supporting Young People – giving them the best possible start in life”.
The following sets out the Borough’s Vision, Mission, Values, Priorities and XL Projects. The full detail is contained in “Striving for Excellence”.
Our Shared Vision
Poole is a town of opportunity of which we are proud. We will tackle its problems, shape its development and maintain its beauty for this and future generations.
Our Mission
Our Priorities
… a number of long-term issues that have an impact on the future balance of the town. The Council wants to provide leadership in dealing with them and grasp the opportunities on offer. Our priorities provide a sense of direction for us and our work with partners by being clear about what is important in further improving quality of life and securing the future of the town.
84 Supporting young people – giving them the best possible start in life Vibrant economy – balanced, strong and sustainable Clean, green & safe – making a difference to our environment Strong sense of community – encouraging togetherness and shared action Health & well-being – helping people to keep fit and active
Our Values
… supporting the way we work
Public Focus – we put the public first Efficiency – we want to be more efficient in everything we do Openness – we do things openly and honestly Partnership – we will make Poole a better place by working with others Leadership – we will tackle difficult decisions about the future of Poole Equality – we believe in equality of opportunity for all
XL Projects
… designed to support the Council’s Corporate Strategy and Business Plan and to achieve our priorities.
Customers First – a commitment to be a Council that is easy to do business with, at a time and in a way that suits the customer. Full Sail Ahead – regeneration with an emphasis on the Twin Sails bridge, providing more jobs, affordable housing and a vibrant Town Centre with new public waterfront.
85 Schools for the Future – a central role in the life of communities delivering improved standards, opportunities and a wider community involvement. Poole Connects – Active Communities – effective new partnerships empowering communities and building local enthusiasm, identity and decision making. Pride in Poole – working with the community and partners to care for our environment and build our pride in the town.
86 APPENDIX K LOCAL HEALTH PLAN 2004/05
SECTION 2: THE VISION FOR POOLE
1. INTRODUCTION
1.1 Poole Primary Care Trust is committed to working closely with its partners in health and social care, including GPs and practice staff, Poole Hospital NHS Trust, the local authorities, local voluntary organisations and neighbouring Primary Care Trusts and NHS Trusts, to deliver the vision and objectives contained in The NHS Plan. This means providing a full range of primary health care services, and commissioning hospital and other services, to the population of the Primary Care Trust. As far as possible services will be provided according to health needs and tailored to individual circumstances and preferences, within the constraints of the resources available. There will be a focus on reducing inequalities of access to services and of health outcome, and an emphasis on initiatives to prevent ill health and assist people in taking more responsibility for their own health.
1.2 This commitment is reflected in the mission statement of the Primary Care Trust which is:
“Poole Primary Care Trust will work in partnership with the local population to promote good health in the community and to provide holistic care. The Trust will strive to be a caring and supportive employer ensuring all staff have the opportunity for personal development.”
1.3 The values of the Primary Care Trust are to:
respect and value diversity in both the workforce and the population;
support, recognise, value and reward the achievements of all staff;
empower individuals and communities to take responsibility for their own health;
87 encourage and support team work throughout the organisation;
ensure a shared vision throughout the organisation;
develop a high calibre leadership at all levels of the organisation;
listen to staff and develop mechanisms through which they can influence the agenda;
provide good working conditions for all staff and an environment where they can learn;
work in collaboration with partner organisations and local people to achieve added value;
meet all NHS and Trust objectives;
be one of the best Primary Care Trusts in England for high quality health care;
progress the integration of social and health care provision;
through prudent and effective financial management ensure the organisation achieves best value for money;
be at the forefront of service development around patient care.
1.4 In accordance with The NHS Plan, services to local people will be provided to the highest possible quality, both in terms of clinical standards and quality of experience for the patient. This will be achieved through developing a more patient-centred approach and a culture which promotes critical appraisal, benchmarking, innovation and aspires to best practice. Both health and social care services will be responsive to individual patient and carers’ needs, working in partnership to deliver seamless care.
2. DEVELOPING THE VISION
88 2.1 The Primary Care Trust is refining its strategic direction and has developed four key themes, each with a set of supporting principles, to establish the approach for developing and delivering services, and in improving health in the local population.
THEME 1: PRIMARY AND SECONDARY CARE DEVELOPMENT
2.2 The Primary Care Trust has the lead role in developing primary and secondary care together to improve and integrate services, focussing on enhancing the patient experience and making best use of resources to meet local need. There will be opportunity for new roles and ways of working.
Principles
2.3 The Primary Care Trust will seek to ensure:
that patients are supported to care for themselves; health services should be seen as one seamless service; closer integration with other elements of health and social care; quick, easy access with more than one entry point; a wide range of services provided close to the patient; that community services should provide all care where quality can be assured and clinical and cost effectiveness assessed as appropriate; that hospital services are considered as the expert resource; a strong Primary Care Trust, managing change.
THEME 2: ENGAGING LOCAL PEOPLE
2.4 Throughout the Trust we need to ensure that we have well-developed communication channels with local people so that we can learn from them how to improve their experience of the care we provide, and so that they can understand how to influence what we do.
Principles
89 2.5 The Primary Care Trust will engage in a genuine partnership with patients, carers and the public, so that:
patients and the public are involved in the way services are provided now and in the future;
a patient-centred culture supports the delivery of high quality care;
there is continual improvement in the patient and carer experience;
sound structures support integrated patient and public involvement at all levels of the organisation;
there is clear communication and explanation of how decisions are made in a style that is publicly accessible;
understanding and awareness of public involvement is promoted in all areas of the Trust’s work.
THEME 3: PARTNERSHIP WORKING
2.6The Primary Care Trust will not be able to deliver its objectives without forming strategic alliances (partnerships). The Trust is in a unique position to direct the development of these strategic alliances because of its particular characteristics:
registered population in routine contact with primary care services;
authority/responsibility as the lead agency for improving health and health care;
multiple access/intervention points throughout the community;
budget holder/commissioner of health care services.
90 2.7 The range of potential partners is large, including local authorities, service providers, business and industry, voluntary organisations, education commissioners and providers, as well as local people.
Principles:
2.8 The principles of partnership working are that:
partnerships must add value for patients, users and carers;
commitments to partnerships by all partners must be transparent, tangible, targeted and tested;
partnerships can operate at many levels, from individuals to full organisational integration.
THEME 4: QUALITY/CLINICAL EFFECTIVENESS
2.9 Providing high quality services requires not only professional (for example clinical) competence but also individual and collective effectiveness.
Principles:
91 2.10 The Primary Care Trust recognises that: there is a fundamental link between personal effectiveness, clinical effectiveness and high quality services;
personal effectiveness will require greater focus to be placed upon personal and emotional development;
staff development programmes will focus upon meeting personal and emotional needs;
the learning unit in modern organisations is the team. Therefore development programmes will also focus on team learning;
to improve clinical quality and effectiveness, training programmes will concentrate on an understanding and practice of audit and clinical appraisal skills.
3. DELIVERING THE VISION
3.1 Increasingly a whole systems approach is being taken across the local health economy to ensure the development of effective services and change management in primary, secondary and community care. This is reinforced by the creation of a Poole Health Community Modernisation Team to take forward joint work between the Primary Care Trust, Poole Hospital NHS Trust, Borough of Poole Social Services, and other appropriate agencies. This integrated approach is adopted in the implementation of all National Service Frameworks and Modernisation projects. Close working is also taking place with Dorset HealthCare NHS Trust in implementing the National Service Framework for Mental Health through the Local Implementation Team, and the vision contained in ‘Valuing People’ to improve services for people with learning disability.
3.2The Primary Care Trust is undertaking a series of initiatives to put the Vision for Poole into practice including:
engaging the public, patients and staff early in the planning process to ensure meaningful involvement and influence, improve the patient experience and increase choice and responsiveness;
developing a new approach to providing services for older people, including further development of the work of the Poole Modernisation Team on avoiding unnecessary hospital admissions and improving discharge procedures;
92 further development of the Primary Care Trust’s intermediate care services, continuing the work undertaken in conjunction with the National Association of Primary and Community Trusts to support independent living for older people, including better medicines management, risk assessment and community based support;
working through the Improvement Partnership for Hospitals to improve accident and emergency care and facilitate appropriate access to hospital;
improving the commissioning of mental health services and the functioning of the multi-agency Local Implementation Team, focusing on the identification of priorities for service improvement and development and the opportunities for improving service quality;
shifting appropriate work from secondary to primary care, taking advantage of the opportunities in the new GMS contract and working with Poole Hospital NHS Trust on the whole systems management of care to support the development of more services in the community;
improving the management of chronic disease by helping people to manage their own conditions, for example though the Expert Patients Programme. The aims are to reduce unplanned admissions to hospital for conditions such as diabetes, asthma and chronic obstructive pulmonary disease, and to provide more services at a local level;
developing the public health role of the Primary Care Trust by encouraging people to take responsibility for their own health, and promoting smoking cessation, healthy eating and lifestyle, breastfeeding and other initiatives to ensure that children are given a good start in life. In order to take this work forward, strategies are being developed focussing particularly on reducing health inequalities and obesity;
93 jointly conducting a review of children’s services with the Borough of Poole and other partners to take forward the government’s proposals in Every Child Matters: Next Steps.
3.3 Corporate development of a vision for Poole is also taking place through the active membership of the Primary Care Trust in the Local Strategic Partnership for Poole, led by the Borough of Poole. The Partnership aims to achieve the full potential of Poole, increasing opportunities and access for all and ensuring a better quality of life in a place where people are proud to live. Through the Partnership, the Primary Care Trust is an active participant in the work of the Drug Action Team and the Crime and Disorder Reduction Partnership.
3.4 In line with national trends, the local health service in Poole will increasingly rely on new technology, including NHS Direct, internet access, electronic booking, electronic record keeping and transfer, video and tele-links to specialists. Primary care premises will be replaced or updated where appropriate to provide the best possible environment for patient care and more services, including rehabilitation and elements of palliative care, will be provided in people’s own homes.
3.5 Delivering the vision for health and health services for Poole will entail achievement of the relevant objectives and national and local targets for each service area, as set out in the Government guidance ‘Improvement, Expansion and Reform: The Next Three Years’. This will be done in close collaboration with local primary care practitioners, NHS Trusts, social care providers and voluntary organisations. It will be necessary to increase or reshape the capacity of the local health care system in order to improve access to primary care, elective care, emergency and acute services and intermediate care. The capacity and capability of the Primary Care Trust itself will need to be managed carefully, particularly if it is to be effective in fulfilling its leadership role in the local health community.
3.6 We must make sure we take full advantage of the considerable opportunities offered by the NHS pay modernisation agenda included in implementing the new General Medical Services contract, the new Consultant contract and Agenda for Change.
3.7 Detailed objectives and tasks which will contribute towards the achievement of the vision for Poole are contained in the service plans which follow.
94 95 APPENDIX L
CONNEXIONS ACROSS BOURNEMOUTH DORSET AND POOLE
BUSINESS PLAN SUMMARY
“Transforming, modernising and fully integrating the delivery of services to support young people 13-19”
This summary provides an overview of the Partnership Business Plan for Connexions across Bournemouth, Dorset and Poole for 2004-6.
The Connexions Vision for 2006, Every Child Matters : Next Steps, our own self assessment process and Ofsted inspection (Feb 2004), and our strategic planning have determined our priorities for the coming year and beyond. The central focus nationally and locally continues to be reduction of the number of young people 16-18 who are not in employment, education and training. Reduction of current numbers will limit the damage on future life prospects for these young people; strategies to prevent future ‘NEETs’ will serve to improve many other key aspects of Connexions Partnership work.
1 Research and evaluation: 1.1 Whole cohort : Knowledge and understanding of the needs of the cohort is the foundation of the Partnership’s role in effective provision and intervention. In the coming year the methodology for gathering, analysing and disseminating this will be developed at Community Team and Area level. Fundamental to this will be ensuring that we have thorough knowledge of all 55,000 young people in our sub region. 1.2 Individual: we will implement the new assessment methods that have been developed and piloted in the past year 1.3 Partnership: we will map the “expert” sources of reference within the Partnership and establish the means for exchange of knowledge and insight across professional boundaries.
2 Young people in governance 2.1 At school college level We will develop the involvement of the full cross section of young people in the design and delivery of service via routine feedback and focus group work to supplement the work of our Youth Improving Connexions group. 2.2 In the community
96 We will develop the role of the Partnership’s youth participation workers in the Connexions Strategy, with the ambition of enabling young people’s views to affect provision across all services which impact upon them. 2.3 LMG and Board We will ensure consistency in emerging practice – looking to routine feedback from forums/councils and focus groups on whether young people’s voice is being perceived to be heard
3 Accessibility to Connexions Partnership services We will broaden access for all young people through a variety of media 3.1 Locations Schools Colleges Visibility and recognition assured for full provision of Connexions materials – innovative practice for eg inclusion in school websites and intranets – these locations will be central to provision for parents and young people outside school core hours Community We will further develop our premises strategy to provide a wide variety of access points which can serve the needs of a wide range of young people, sharing premises with partners in multi-agency outreach Opening hours We will diversify our accessibility, varying opening times to meet demand according to research
3.2 On line We will develop our current email back and Frequently Asked Questions elements of the website to give failsafe service with phone and text elements. We will continue the development of an excellent Partnership website to carry much of the basic Connexions information and signposting; and explore the possibility of including basic diagnostic tools as a threshold to more specialist advice and guidance. These complement the increasing profile of the national Connexions Direct on-line and telephone service to young people.
3.3 Equality and diversity issues We will ensure that provision and access meet equality and diversity good practice criteria – with particular regard to the key rurality issues facing large numbers of our young people. We will prioritise the needs of young asylum seekers, and young people from black and minority ethnic communities including travellers.
97 4 Developing the universal service The increasing focus of Personal Advisers in specialist guidance and support requires us to enhance existing, and develop additional, ways of providing information and advice – the general part of the service : via website, Connexions Direct on- line and telephone Personal Adviser support, IT based packages, and curriculum and pastoral support programmes in schools and colleges. We will develop the role of the Personal Adviser further towards being a holistic practitioner. The Connexions Partnership will look to develop the role of the following key groups in the development of the universal service: Teachers/tutors : via enhanced careers education and pastoral guidance knowledge and skills – this demands a rolling training programme on their part in the Strategy – a Connexions inset curriculum. Careers education programmes will require enhancement to meet the demands of the 14-19 proposals. Parents: eg. leaflet and school website outreach and input to parents’ information evening programme negotiated – crisp integrated campaign developed to illustrate the part parents can play Young people: PAs and key pastoral staff to train Connexions peer mentors and ‘signposters’
The universal service however extends well beyond educational institutions, and we look to define the developing involvement of Voluntary, independent sector Youth Services other partner agencies We will develop mechanisms for gathering and publicising information about personal development and volunteering opportunities, and train PAs for this aspect of our work.
We will work to further develop multi-agency teams – where necessary using ‘virtual teams’ – to pool expertise for specialist guidance services.
5 NEETs – those not in education employment or training 16-19 5.1 Understanding the problem We will develop our knowledge via mapping and analysis co-ordinated by Management Information team, development of the Connexions Customer Information System (CCIS) and Local Authorities’ Information Sharing and Assessment (ISA) arrangements : to understand and publish information on cause and effect to assist with : -
5.2 Safeguarding existing 16-19 cohort Triggering timely intervention : Partnership agreements will build in triggers for immediate action in anticipation of, or actual drop out from, employment training or education.
98 Follow up : development of cost effective tracking methods Activities (eg. uproject) Priority given to improving effectiveness of all such innovative interventions – targeting, programme and follow-up Develop innovative approaches in area teams and LMGs for hooking and securing in-year NEETs in EET provision; E2E; use of Connexions Card: need for hardware provision in Connexions shops.
5.3 Stemming flow into the NEET group Use of local and national Connexions research into causes of NEETs to develop local intervention strategies Influencing provision – LSC and young people’s views : Involvement in LSC Strategic Area Review to identify and tackle inappropriate provision Avoiding NEETs and IIEETs – In Inappropriate Education Employment or Training. We will look to - present to headteachers and governors an analysis of N/IIEETs, the personal, social and economic impact for young people, and its causes - the role of the curriculum (including CEG), teaching and learning approaches and pastoral provision in prevention - developing KS3 CEG programme, training materials – information materials to middle schools - influence on 14-19 curriculum routes and post school progression maps - family learning initiatives: to assist LEA work in this area - influence on approaches to student behaviour : beginning with excluded then potentially excluded – cooperative work with EWS and Youth Services developing innovative alternatives to exclusion - raising aspirations – widening participation activities; ProFile; signposting to developmental activities - work with LSC, Work Based Training Network and employers to improve retention in work based learning provision
6 Communications strategy We will develop effective means of communicating good practice within and beyond the Partnership.
Andrew Williams Chief Executive April 2004
99 APPENDIX M
GLOSSARY OF TERMS AND ABBREVIATIONS
ACPC Area Child Protection Committee BME Black and Minority Ethnic CAMHS Child and Adolescent Mental Health Service CCIS Connexions Customer Information System CIPFA Chartered Institute of Public Finance and Accountability CP Child Protection CPR Child Protection Register DETR Department of Environment Transport and Regions DfES Department for Education and Skills DoH Department of Health EET Educational Employment and Training EWO Education Welfare Officer EWS Education Welfare Service HO Home Office ISA Information, Sharing and Assessment ISSP Intensive Support and Surveillance Programme LAC Looked After Children LSC Learning and Skills Council MAAG Multi Agency Assessment Group NEET Not in Educational Employment and Training
100 NSF National Service Framework OT Occupational Therapist PAs Personal Advisers PACE Police and Criminal Evidence PCT Primary Care Trust SEN Special Educational Needs YADAS The Young Adults Drug and Alcohol Service YOT Youth Offending Team
101 SUMMARY BUDGET INFORMATION Poole’s Review of Children’s Services Inter-agency budgets for children – 2004/05
Agency Total Expenditure Key Areas of Expenditure
Education £66,995,000 School Budget: £54,036,000 of which £48,698,000 delegated to schools £ 1,248,000 independent schools LEA Central functions: £ 5,171,000 Youth Service: £ 916,000 Student Support: £ 119,000
Social Services (Children and £9,073,695 Salaries £3,938,800 Families) LAC placements and associated costs: Residential £1,217,700 Fostering and Adoption £2,103,970 Family Support £ 746,390 YOT £ 87,750 Policy/ ACPC/ Complaints/ Vol orgs. £ 36,600 Other support costs £ 942,485 Total Gross costs £9,073,695 Income from grants and contributions £ 673,500 Total Net expenditure £8,400,195
Connexions £718,180
Health PCT £1,880,000 Child Protection (advice, supervision / training for all East Dorset Trusts) £ 112,000
102 School Nursing £ 468,000 Health Visitors £1,300,000 (including adults) ------£1,880,000
Poole Hospital Child Health £7,545,908 See Appendix 1 for Directorate b r e a k d o w n CAMHS Grant £120,000 Children’s Fund (5-13 yrs) £415,000 See Appendix 1 for b r e a k d o w n YOT £537,785 See Appendix 2 for b r e a
103 k d o w n CAMHS £556,600 Poole Team at Child Development Centre - £342,865 Maple - £213,735 Sure Start £710,180 See Appendix 2 for breakdown Drug Action Team £350,000 approx
Teenage Pregnancy (14-19 yrs) £98,000 grant See Appendix 3 for breakdown £34,563 rolled over from 2003/04 for 1 year only Total: £132,563 Overall Total £89,034,831
104 Appendix 1
Poole Hospital Child Health Medical Staffing: £2,529,919 Directorate Children’s Unit: £2,078,986 - Budget breakdown Children’s Development Unit: £ 537,356 Community Nursing Team: £ 297,920 Neonatal Intensive Care Unit: £1,452,080 Drugs/M&S Equipment: £ 369,353 Support Staff: £ 280,294 Total £7,545,908
Children’s Fund Central Costs: £ 72,000 - Budget breakdown Development and Participation: £ 35,000 Support in schools: £ 96,000 (nurture groups, pastoral etc) After school and holiday activities: £ 59,000 Improving family relationships and parenting: £ 60,000 Services for Children with Disabilities: £ 17,000 Services for BME children and their families: £ 11,000 Peer mediation: £ 15,000 Restorative Justice in schools: £ 20,000 Domestic Violence – outreach worker £ 20,000 for children: Small Services Fund: £ 10,000 Total £415,000
Appendix 2
105 YOT Preventative Services: £ 32,267.25 - Budget breakdown PACE Services: £ 17,209.35 Pre Court: £ 36,569.25 Court Based Services: £155,975.90 Remand Services: £ 27,964.80 Community Based Disposals £211,349.30 Through Care / After Care £ 51,089.40 Other Orders £ 5,377.95 Total: £537,785.10
Sure Start SEN & Inclusion: £ 53,625 - Budget breakdown CIS: £ 58,026 Business Support: £ 22,878 Sustainability: £ 29,268 CCG General: £206,098 Sup C Minder Scheme: £ 30,488 Extended Schools 05/06: Recruitment: £168,127 Training: Foundation: New Child Care Places Rev £124,822 Start Up New Child Care Places Cap £ 16,848 Total: £710,180
Appendix 3
Teenage Pregnancy Co-ordination: £ 18,000 - Budget breakdown Media and Communications: £ 2,000 Sex and Relationships education: £ 21,500
106 Contraception advice and information services: £ 67,500 Support for Teenage Parents: £ 10,000 Other £ 13,563 Total: £132,563
107