Appendix 1 to Cabinet Report

Getting the Best for our Children: How integrating Children’s Services in Westminster will achieve this

Author: Michael O’Connor January 2009

Contents

1. Ten Core Principles 2. Priority Groups of Children and Young People 3. Integrated Working 4. Locality Working & Map of Locality Boundaries 5. Locality Teams 6. Specialist Teams 7. Overview Organisation Chart 8. Management, Governance and Commissioning 9. Staff Consultation 10. Equalities Impact Assessments 11. New Structure of Children’s Services 12. Detailed Organisation Charts 1. Ten Core Principles

We have agreed with service users and partner agencies that the following principles express the key ways in which we want to work more effectively, and against which our plans and their implementation should be tested.

• Early identification & prevention - by working closely with universal settings vulnerable children and families will be identified as early as possible in order to prevent problems before they develop or to intervene at the earliest possible stage. • User experience – in line with the newly launched Westminster Standard we will ensure our users have as positive an experience of our services as possible, recognising the unique needs of each of our clients and the principles of good customer care, always treating services users as we would wish to be treated ourselves. We will share information to ensure that service users only need provide information about their needs once. Services to a child and family will be co-ordinated by a single Lead Professional who will act as a single point of contact for the family. • Support across key transitions – we will ensure that children and young people are supported through the key transitions that occur during their lives that may cause disruption to their well-being, including transitions between schools, between services, between professionals and between localities. • Effective interventions – we will regularly review the effectiveness of our interventions to ensure that they are up to date and based on evidence of improved outcomes. • Single access point to services - service users and providers of universal services will know how to access services when they need them. Services will be easily accessible and located where they are most needed. Information on services will be accurate and up to date and accessible to all who need it. • Consultation & participation – Children, young people, their families and communities will drive the design and evaluation of our services and be involved in decision-making regarding the delivery of those services. • Integrated locality teams – we will integrate a range of children’s services within locality teams which will deliver early intervention together with universal services and which ensure the co-ordination of interventions. • Skilled workforce – we will develop our workforce with the appropriate skills to work together across institutional and professional boundaries focussed on the needs of children and young people. • Effective Commissioning – we will improve the commissioning of services by eliminating duplication, aligning spending in order to get best value for money and evaluating outcomes to ensure services are effective. • Integrated Working and Children’s Trust arrangements – we will bring together services for children under a common governance structure with shared vision, outcomes and objectives, joint commissioning and clear decision-making.

2 2. Priority Groups of Children and Young People

Research evidence and experience tells us that we can identify those children and young people whose difficulties are likely to become more profound or to lead to a range of poor outcomes if they are not addressed effectively at an early stage. However our services are not currently organised in a way that ensures that these needs are always either identified at the earliest point or if identified that they receive an effective response. A new approach will be led by the Integrated Locality Teams to work with universal settings both to ensure that needs are identified early and that interventions are then provided and followed through until those needs are met. The needs and indicators which have been identified as the priorities for this approach are listed below:

 Children not reaching Level 4 at KS2  Children missing education  Permanently excluded children  Children with 2 or more fixed term exclusions  Children with less than 80% school attendance  Young people who are NEET  Young people referred to ASBAG  First time entrants to the Youth Justice System  Children who are obese  Young carers  Children exposed to domestic violence  Children who are substance misusers  Children whose parents/carers are substance misusers  Children whose parents/carers suffer from mental health problems  Children who have a low birth weight  Children with delayed speech and language development at 18 months or 3 years  Children not accessing free learning entitlement at age 3 or 4  Younger siblings of children/young people receiving defined specialist services such as YOT

3. Integrated Working

The emphasis we aim to place upon early identification of need and early intervention necessitates an emphasis on integrating Children’s Services within and around universal settings.

Children’s Centres already provide an established and effective model of integrated services for children under 5 and their families, and we will ensure that we build upon and enhance the core offer of Children’s Centres by developing both the capacity of a range of services to provide early intervention and developing the coordination of services.

Primary Schools already identify children’s needs and work closely with a range of services. Each primary school will already have a linked Education Welfare Officer, Educational Psychologist, Social Worker, School Nurse and

3 Child & Adolescent Mental Health Service (CAMHS) Early Intervention Worker. We will join these workers into an Integrated Team Around the School, so that there is joined-up consideration of children’s needs and who is best placed to meet those needs, and so that interventions are co-ordinated. These Teams Around the School will meet proactively with the school’s own pastoral team to provide multi-agency consultation on children’s needs at the earliest stage, and will take responsibility for ensuring children needing a targeted response are followed up – this will include linking into the full resources of locality and specialist services, as well as supporting the completion of and tracking the outcomes of any Common Assessment Frameworks (CAFs) completed by the School, and brokering the co-ordination of services across local authority boundaries.

Secondary Schools already identify children and young people’s needs and work closely with a range of services. Each secondary school will already have a linked Education Welfare Officer, Educational Psychologist, Social Worker, School Nurse and CAMHS Early Intervention Worker, and some will have Intensive Work Connexions Personal Advisors as well as holding regular meetings with workers from the Youth Offending Team. We will develop these linked workers into an Integrated Team Around the School, so that there is joined-up consideration of children’s needs and who is best placed to meet those needs, and so that interventions are co-ordinated. These Teams Around the School will meet proactively with the school’s own pastoral team to provide multi-agency consultation on children’s needs at the earliest stage, and will take responsibility for ensuring children needing a targeted response are followed up – this will include linking into the full resources of locality and specialist services, tracking the outcomes of any CAFs completed by the School and brokering the co-ordination of services across local authority boundaries.

GP Practices already act as key identifiers of social and developmental needs, and refer to many other targeted and specialist services. Whilst there is no single way that GPs engage with the Children’s Services, many will have particular links with Health Visitors and some will have Practice Managers who have a co-ordinating role. We aim to develop an effective Team Around the GP Practice approach which provides an effective way of ensuring that GPs have quick and easy access to the full range of Children’s Services.

Youth Projects already work closely with Young People’s Services, who directly employ staff in some and provide grant funding and support and advice to others. Projects are monitored to ensure that the service is open to all young people; especially those from vulnerable groups and that activities meet national standards. Youth Workers working in projects and on the streets are able to identify vulnerable young people and offer support or refer to colleagues. Many of these projects are located in areas of high deprivation and work with some of the most vulnerable young people in the City. The Integrated Youth Support Teams will lead on developing a Team Around the Youth Club approach to ensure the most effective early identification of need and quick and easy access to targeted and specialist services.

4 4. Locality Working

Our analysis demonstrates that the best way of achieving integrated strategy, governance, commissioning, processes, front-line delivery and outcomes for children & young people is through a structure of localities. The primary reasons for this are:

 Better understanding of local needs: Local knowledge is important and having staff focused on a particular and manageable local area will ensure a better understanding of the particular needs that arise in each area.  Better co-ordination of local resources: Locality working means that professionals are able to develop a deeper understanding of the local resources available, with particular benefits coming from knowledge of the capacity of each universal setting to meet needs and of the wealth of local voluntary sector provision.  Manageable team size for building team working: Integrated working does depend on good communication between a co-located multi-agency team. A single city-wide integrated service would be too big to support the kind of personal relationships that really make integrated working effective.  Developing more responsive commissioning for local needs: The development of locality structures, including those for governance and commissioning (see below) will give the potential to devolve more commissioning powers to localities if this will be a more effective way of responding to local needs and local circumstances.  Reduced travel time & travel costs: Our working time analysis of Social Workers and Education Welfare Officers showed that front-line staff spent 11% of their time travelling. Once Locality teams are based in local buildings, there will be efficiency gains.  Ease of Service User access: Swift and easy access to targeted and specialist support will be improved by service delivery being provided through locality hubs and through universal settings in those localities.  Focus on universal settings: Locality Teams will have a primary focus on the universal settings in their locality, and will be responsible for delivering an integrated offer of early intervention in partnership with all these universal providers.

Determining the optimum size and location of localities is of necessity a compromise between a number of key factors, in particular:

 Aligning with ward boundaries: In order to achieve consistency with the development of neighbourhood management and ward budgets corporately; greater consistency with other departments and partners; and provide accurate performance management and planning as many data sets are only available at ward level.

5  Balancing numbers of universal providers: A particular issue is to ensure a spread of secondary schools in each locality to ensure that each can be given the same improved offer of support.  Aligning with existing networks: Taking account of those natural networks of need and services which encompasses a range of issues, such as the “pram-pushing distance” of Children’s Centres, the established

6 professional networks of the five Family Support Panels, or the relationships between Secondary Schools and their feeder Primary Schools.  Balancing levels of need: In order to ensure that resources are spread in such a way that we provide an equitable service in each locality.

Our plans are based upon three localities which include the following wards: North-West Locality: Queens Park, Harrow Road, Westbourne, Bayswater, Lancaster Gate. North-East Locality: Abbey Road, Maida Vale, Church Street, Little Venice, Byranston & Dorset Square, Hyde Park, Marylebone High St and Regents Park. South Locality: Churchill, Knightsbridge & Belgravia, Tachbrook, St James’s, Vincent Sq, Warwick, West End

5. Locality Teams

We will create six new integrated teams which will lead on the delivery of integrated children’s services together with the Children’s Centres: an Integrated Children’s Locality Team and an Integrated Youth Support Team in each of the 3 Localities.

5.1 Integrated Children’s Locality Teams The core of the team will consist of Social Workers and Education Welfare Officers. 17.5 Social Workers and 8 Education Welfare Officers, together with their associated management and business support capacity, will be fully redeployed from their current service specialisms into the new Integrated Children’s Locality Team. Three of the Social Work posts are part of the Remodelling Social Work Pilot until March 31st 2011 through grants from the Children’s Workforce Development Council, and it is anticipated that by that time it will be possible to deploy further Social Workers from the specialist teams. This team will provide the structure for the full or partial integration or linking of a range of other professionals from other services although their line management arrangements would remain unchanged. Negotiations are ongoing to finalise these commitments with the PCT, CNWL Trust and Voluntary Sector providers, and plans are in place for the following roles/services to be integrated or linked to these teams: School Nurses; Health Visitors; Speech & Language Therapists; CAMHS Early Intervention Workers; Action For Children Social Workers; Homestart Co-ordinators; Housing Officers; Family Support Panels Co-ordinator; Educational Psychologists; Child Protection Advisors; School Development Officers.

The primary tasks of the Integrated Children’s Locality Team will be:

- To ensure the effective co-ordination of early identification of need and early intervention through close partnership with Children’s Centres and Integrated Youth Support Teams - To lead and deliver effective Teams Around the Primary School and Secondary School, and Teams Around the GP Practice

7 - To provide an effective intake system to respond to referrals of individual children in need - To identify and track the needs, interventions and outcomes of children and young people, using the Common Assessment Framework - Ensure vulnerable children, young people and families receive a personalised package of support co-ordinated by a lead professional - Provide support for vulnerable children across transitions - Make services more accessible, attractive and relevant for vulnerable children and families

The following staffing changes will need to be implemented in order to form the three Integrated Children’s Locality Teams:

(a) The post of Head of Assessment & Duty will be re-designated Head of Assessment, Localities and Early Intervention and the current incumbent remain in post. (b) The posts of 3 Education Welfare Service Team Leaders, the Children’s Fund Programme Manager (0.5 FTE), Service Manager of one of the Social Work Local Children’s Teams, and the Remodelling Social Work Pilot Co-ordinator will be deleted and the post-holders ring-fenced for the new posts created. The posts of 3 Locality Managers and 3 Deputy Locality Managers will be created. (c) 8 Education Welfare Officers, 4 Social Work Senior Practitioners, 7.5 Social Workers and 6 Social Work Assistants will be relocated from the Education Welfare Service, the Duty & Assessment Team, and the 3 Local Children’s Teams to staff the Integrated Children’s Locality Teams. Their job descriptions remain unchanged. (d) The posts of the Education Welfare Service Team Administrator and one Business Support Assistant will be deleted and the post holders ring-fenced for the new posts created. The posts of 3 Locality Information & Access Officers will be created.

5.2 Integrated Youth Support Teams Young People’s Services will consist of 3 locality teams aligned to the Integrated Children’s Locality Teams, and two City-Wide Teams. The core of the team will consist of Positive Activities for Young People Workers, YISP Workers, Detached Youth Workers, Challenge & Support Workers, Intensive Connexions Personal Advisors (in schools and in the community), Connexions One Stop Shop Workers, Youth Workers and Connexions Careers Personal Advisors, Youth Opportunity and Youth Capital funds, accreditation, volunteering, parenting and mentoring City wide schemes together with their associated management and business support capacity, who are fully redeployed from their current Young People’s Service specialisms into the new Locality Universal Team and the Integrated Youth Support Team. (The final staff composition of each of the three IYSTs is yet to be finalised, but the management structure chart is attached at Appendix). These teams will provide the structure for the full or partial integration of a range of other professionals from other services although their line management arrangements would remain unchanged. Negotiations are

8 ongoing to finalise these commitments with the PCT, CNWL Trust and Voluntary Sector providers, and plans are in place for the following roles/services to be included in these teams: Secondary School coordinator; Youth Analyst; Substance Misuse; Teenage pregnancy; City Guardians; Police (Safer Neighbourhood Teams);Housing; PCT (Community nursing, Sexual Health); CAMHS.

The primary tasks of the Integrated Youth Support Team will be:

- To ensure the effective co-ordination of early identification of need and early intervention through close partnership and co-ordination with Integrated Children’s Locality Teams and Children’s Centres - To lead and deliver effective Teams Around the Youth Club and contribute to Teams around the Secondary School. - To provide an effective intake system to respond to referrals of individual children in need - To identify and track the needs, interventions and outcomes of children and young people, using the Common Assessment Framework - Ensure vulnerable young people receive a personalised package of support co-ordinated by a lead professional - Provide support for vulnerable young people across transitions - Make services more accessible, attractive and relevant for vulnerable young people

The following staffing changes will need to be implemented in order to form the three Locality Integrated Youth Support Teams and two City-Wide teams:

(a) The posts of Deputy Head of the Youth Service, Connexions Manager, 6 full-time Team Leader posts, 3 part-time Team Leader posts (1.3 FTE), one PAYP Service Manager post, one YOT Prevention Assistant Team Manager post, two full-time Youth Service Manager posts, one part-time Accreditation Manager (0.5 FTE)and one Connexions Operations Manager post . The posts of three Integrated Locality Managers, two City-Wide Managers, five Deputy Integrated Locality Managers and two Deputy City-Wide Managers will be created.

5.3 Children’s Centres Each Children’s Centre already has a defined core team consisting of: Children’s Centre Manager, Outreach worker, Health visitor, Midwife, Early years practitioner, and Childcare Development Officer. Working across each locality to support the core team are: Family Therapist, Social worker, Speech and Language therapist, Employability worker, Childcare development worker, Special needs support, Domestic Violence worker and Fathers Development worker. Early identification of need is systemised into the core offer delivered by Outreach Workers and Health Visitors.

The Children’s Centre Core Offer consists of: Childcare and Early Learning; Family Support and parental outreach; Child and family health services; Parental involvement; and Links with Jobcentre Plus.

9 6. Specialist Teams

Just as there is restructuring to create the Integrated Locality Service described above, so there will also be a corresponding restructuring of the relevant specialist services.

6.1 Child Protection Teams Long-term Social Work services to safeguard children at risk of significant harm and children with complex needs are currently provided by three Local Children’s Teams (Paddington, Victoria and Marylebone). It is proposed that these teams will operate more effectively as Child Protection Teams, with a clearer and more explicit focus on safeguarding as the children in need work moves to be the responsibility of the Integrated Children’s Locality Teams. It is proposed that these services are more effectively delivered as two teams, as their size reduces with 17.5 Social Workers moving to the Integrated Children’s Locality Teams.

We will therefore delete the three Local Children’s Team Service Manager posts and create two Child Protection Team Service Manager posts, who would lead the Child Protection Team (North-West) and the Child Protection Team (North-East and South). The job descriptions of all team members will remain unchanged. One Deputy Service Manager and a group of practitioners will continue to be based in the south of the borough.

The Duty & Assessment Team will remain, however it is planned that the children in need work currently undertaken by this team will move into the Integrated Locality Teams, so that the Duty & Assessment Team becomes an explicitly Child Protection service. In line with this change of emphasis, the Day Care service for Children In Need which is currently located within the Duty & Assessment will be more appropriately located within the Early Years Service.

6.2 Social Inclusion & Education Welfare Service In the short term, the professional line management and local authority lead for school attendance will remain in Social Inclusion, within the Schools & Learning Directorate. Poor attendance is one of the key factors linked with underachievement at school and it is therefore important that the links between the Education Welfare Service and School Effectiveness are retained. However it is anticipated that a review of School Inclusion services will take place in the next 18 months to review this position and ensure effective delivery across Children’s Services. The professional lead for Education Welfare will remain in the Social Inclusion team. One Education Welfare Officer post will be deleted and a Senior Practitioner for Statutory Action post will be created.

6.3 Specialist Young People’s Services While the local and city-wide Integrated Youth Support Teams will intervene earlier to prevent problems faced by young people becoming more serious there will remain the need to provide specialist services to young people with complex needs on a City Wide basis.

10 Despite all the efforts being made to intervene earlier there will remain the need to meet the more complex needs of young people whose life experiences require a statutory response from the Council.

The Westminster Accommodation and leaving Care Team (WALC) will continue to closely support Looked After young people who are transferred to the team around their 16TH birthday. The WALC team works closely with these young people to support them especially in such areas as education and training, health and accommodation to ensure they are prepared for the independence they will experience as adults. The WALC team works with all young people while they are in care or afterwards up until the age of 24 if necessary and wherever they live. These young people also benefit from specialist young people’s staff seconded from the Connexion Service, the Youth service and the Young people’s Substance Misuse Service.

The Youth Offending Team will continue to work with children and young people who offend and are subject to a statutory order from the courts. As with the WALC team the YOT is a multi- disciplinary team that works to stop children and young people re-offending by challenging their behaviour while assessing and meeting their particular needs. Young people who finish their statutory orders will be referred back to their locality IYSS team so support can be continued.

6.4 Integrated Working Team The implementation of the core elements of Integrated Working (Information Sharing, CAF, eCAF, ContactPoint and the Lead Professional) are led and supported by a small Integrated Working Team. It is proposed to restructure this team to reflect the new plans for integrated locality working and provide improved leadership for this work. The team is currently led by two managers and it is proposed to delete both posts and create a single Integrated Working Team Programme Manager and an Integrated Working Project Officer. It is proposed that the Programme Manager post be fixed-term for two years only, as it is expected that all the elements of integrated working will have been implemented within that period, and further embedding of these ways of working would then fall to the mainstream Locality Management posts. There will be three Project Officer posts ensuring the effective introduction of integrated working who will need to remain working as a specialist team for some time, but it is envisaged that these posts should in time devolve to become three Integrated Working Practice Advisors, one in each of the Localities.

11 7. Overview Organisation Chart

The Structure of Integrated Services

GP Practices Primary & Early Years Secondary Youth and Nurseries Schools Projects d L e t e a e Children’s Integrated Integrated d g

Centres Children’s C r Youth Support P A a Locality Locality r

Team o F T Cluster Team f e s s t i o s Child Protection Family Assessment i n l Education

Teams & Other & Intervention a a l i Welfare & Other Specialist Team – c Specialist Schools & Children,Young Family Recovery e Learning Tmeas Programme, Adults & p People & Families Other Services S Teams

8. Management, Governance and Commissioning

8.1 Locality Team Management The Integrated Children’s Locality Teams will be managed by a Locality Manager and a Deputy Locality Manager. These six posts will be filled by redeploying existing managers from the Social Care and Education Welfare teams. One of the Social Work Managers to be redeployed is the Co- ordinator for the Remodelling Social Work Pilot, a post funded until March 31st 2011 through grants from the Children’s Workforce Development Council, and it is anticipated that by that time it will be possible to deploy a further Manager from the specialist teams

The Integrated Youth Support Teams will be managed by three Locality Managers and five deputy locality managers. The arrangements for management of the Children’s Centres will remain as at present.

There will be regular meetings of the Locality Managers from the three areas of service. The lead responsibility for co-ordination will lie with the Managers for the Integrated Children’s Locality Teams.

8.2 Senior Management Structure The Integrated Children’s Services Teams will be managed by a new post – Head of Assessment, Localities and Early Intervention. The

12 current post of Head of Assessment and Duty will be deleted and the current incumbent redeployed into the new post.

The Head of Assessment, Localities and Early Intervention will together with the Head of Young People’s Services and the Head of Early Years have responsibility for delivery of an Integrated Locality Plan in each Locality as well as:

 Developing partnerships and building on existing networks within and around children’s centres, youth clubs and schools.  Implementing teams around universal settings, in the first instance schools, but eventually youth clubs and GP practices  Development of multi-agency working practice  Development of clear processes so that universal services can access targeted services quickly and efficiently  Developing a full understanding of the needs within a locality and creating nascent commissioning structures that can develop into Locality Commissioning Boards

The new post will continue to manage the front line Duty and Assessment (DAT) social work team as well as the locality teams in order to ensure robust safeguarding practice across locality teams and specialist services, and the appropriate allocation of work in either locality or specialist teams. The creation of this new Head of Service post together with the redeployment of Social Workers and Education Welfare Officers will offer an opportunity to both Social Care and Schools and Learning Directorates to review their line management arrangements. In order to ensure that the new post has the capacity to develop the localities, the Emergency Duty Team and St Mary’s Hospital Teams will now be line managed by the Head of Child Protection & Specialist Services.

The Integrated Youth Support Teams will continue to be managed by the Head of Young People’s Services who will have responsibility for:

 Developing the Locality Integrated Youth Support Teams.  Contributing to the development of teams around secondary schools.  Developing teams around the youth clubs.  Continuing the development of a joint response to anti-social behaviour by young people.  Ensuring that the newly formed Locality Youth Support Teams are integrated with the City wide and Specialist Young People’s Services.  Ensuring that the Integrated Youth Support Teams work in partnership with the voluntary sector.  Ensuring that young people and their families participate in the development of services.

The Children’s Centres will continue to be managed by the Head of Early Years, Extended Schools & Play who will have responsibility for:

13  Building on the existing achievements of Children’s Centres.  Contributing to the development of teams around GPs and primary schools.  Ensuring that the Children’s Centres work in partnership with the voluntary sector.  Ensuring that children and their families participate in the development of services.

8.3 Locality Governance & Commissioning Multi-agency governance and commissioning structures will be created in each locality, reporting to the Children & Young People’s Strategic Partnership. Commissioning arrangements within Children’s Services are currently under review, and a new post has been created with the PCT for an Assistant Director responsible for Joint Commissioning. Further consultation with our partners is planned to determine the exact governance and commissioning arrangements which will be most effective and which will need to be in place by the time the new locality teams become operational in September 2009.

9. Staff Consultation

Extensive consultation to date across service users, other organisations, staff, schools, Youth workers

Overview of proposals for Integrated Locality Working June 08- Primary Heads conference 3rd July - Half-day Conference for Family Support Panel members (all agencies), Remodelling Social Work Pilot Team and community-based Social Workers 20th August - Remodelling Social Work Pilot Team Awayday 27th August - Extended Children's Services Board - including initial proposals on new senior management structure 23rd Sept - Extended CSB 25th Sept - Meeting with Regional Director of NCH - now Action For Children 1st Oct - Children's Services Management Conference October x4 Open Staff Briefings - Michael O'Connor presenting proposals to open staff sessions, c 20-30 attending each one, able to ask questions 21st October - Partners Conference 23rd October - Children’s Centres Strategic Group 10th November - Workshop with Young Peoples Services Managers 11th November - Duty & Assessment Team Meeting 12th November Education Joint Consultative Committee (trade union group) 13th November - Meeting with Jackie Rosenburg re Voluntary Sector 17th Nov - Central Children's Centre Cluster Board 18th November - Extended Children’s Services Board 1st December - Workshop with Children's Centres on Team Around 9th December - South Children’s Centre Cluster Board 16th December - Workshop with Social Workers linking to Schools

Plus throughout the year:

14 Social Work Service Managers consulted in fortnightly management group meetings, and taking discussion back into their team meetings Primary Headteachers executive given monthly briefings

Consultations on detailed proposals for Integrated Locality Working 7th January - Victoria Family Support Team 13th Jan - Marylebone Family Support Team 27th Jan – Half-day Conference for all services Arranged: 20th Jan - Duty & Assessment Team 28th Jan – Social Work Teams 28th Jan - Remodelling SW Pilot Team 30th Jan – Paddington Family Support Team 5th Feb and 3rd March - Duty & Assessment Team 10th Feb – Integrated Working Team

Consultations on detailed proposals for Education Welfare Service Meeting with team leaders - December 08 Meeting with team leaders - 9th Jan Invitation to workshop - 21st Jan CS conference/workshop - 27th Jan Supervision meetings with team leaders 16th Jan Consultation with S&L managers at fortnightly management meetings - ongoing Workshop planned for 24 Feb

Young People's Services Consultation to date. March 2008- Conference for all managers in Young people's Services to discuss roll out of IYSS and TYSS. July 2008 - Conference for all staff in young people's services to explain roll out of IYSS and TYSS. July 2008- EB attended Connexions annual conference to explain forthcoming changes. July 2008 - Meeting with partners to explain new structure. September 2008 . Every month- Meeting of Young Peoples' Services Management group. September 2008- Meeting with Connexions Management group to discuss proposed changes and roll out of IYSS and TYSS. September 2008- Meeting with Youth Service Management Group to discuss proposed changes and roll out of IYSS and TYSS. October 2008 - ongoing. Regular meetings with senior management group in young people services to discuss roll out of new structure. November 2008- EB attended the Youth project providers City Wide meeting to explain new structure. December 2008 -EB attended the Youth project Providers City wide Meeting to provide update on new structure. December 2008- Young People's Services Management meeting at Archives Centre to discuss impact of new structure.

15 January 2009- Start of weekly meetings to discuss development and progress of TYST Trial.

Proposed Consultation regarding Trial TYST and New Structure for Young People's Services. Late January 2009- Young People's Management Awayday to discuss TYST Trial and roll out of IYSS. 12Th January for 2 weeks- Group and 1 to 1interviews with young people's staff carried out by independent facilitator. February 2009- All day consultation event with young people. March 2009- All day staff conference for Young People services staff. January 2009- Weekly TYST Trial meetings continuing. January 2009 - Monthly Young People's Management Meetings continuing.

10. Equalities Impact Assessments

See attached at Appendix 2 and Appendix 3.

16 11. New Structure of Children’s Services The two charts below show current and future overall structure for Children’s Services as it is affected by this cabinet member report.

17 12. Detailed Organisation Charts

Below are the detailed organisation charts with current and future structures.

Current Structures

(a) Young People’s Services (b) Duty & Assessment Team (c) Integrated Working Team (d) Marylebone Family Support Team (e) Paddington Family Support Team (f) Victoria Family Support Team (g) Education Welfare Service

Future Structures

(a) Young People’s Services (b) Duty & Assessment Team (c) Integrated Working Team (d) NE& S Child Protection Team (e) NW Child Protection Team (f) NE Integrated Children’s Locality Team (g) NW Integrated Children’s Locality Team (h) S Integrated Children’s Locality Team (i) Education Welfare Service

18 19 20 21 22 Future Team Structures

23 24 25 26