Borough of Stockton-on-Tees · Web viewThere have been a number developments over the past year within Stockton on Tees review of the enting and parenting programmesback of the proplsational

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Stockton on Tees Families First Outcome Plan.

April 2020

1 April 2020


Stockton on Tees Revised Troubled Families Outcome Plan.

Introduction

There have been a number developments over the past year within Stockton on Tees nd revised Council Plan and Children and Young People’s s Services Strategy. Alongside these there has been the development of a transformation plan for Children’s Services. Troubled families continues to play a major role in influencing the development of a new approach to delivery and the financial support to pilot new approaches and initiatives. Such as Family Group Conferencing, Valuing Care and developing new ways to help children both remain in Stockton with their families and return home to their families from out of area placements.

The Stockton on Tees Council Plan

This Plan sets out our vision and hopes for the Borough looking forward to 2023, and the key priorities we will be working on a Council in the coming year to do our part in bringing the vision to life.

We want the Borough to be:

A place where people are healthy, safe and protected from harm A place that is clean, vibrant and attractive A place with a thriving economy where everyone has opportunities to succeed

Whilst this plan focusses on what we plan to do as a Council, it also includes the work we are doing with our partners in these partnership plans which, alongside our Council Plan, are bringing our vision to life:

The Community Safety Strategy The Health and Wellbeing Strategy The Economic Growth Strategy The Children’s and Young People’s Strategy The Adults Strategy The Communities Strategy

2 April 2020


Our Vision for the BoroughWe want the borough of Stockton-on-Tees to be….

We will play our part in making sure this is achieved by being ….

3 April 2020

A place where people are healthy, safe and protected

from harm

A place with a thriving economy where everyone

has opportunities to succeed

A place that is clean, vibrant and

attractive

A Council that is ambitious, effective and proud to serve


Our Vision and what it means We want the borough to be….

A place where people are healthy, safe and protected from harm

A place with a thriving economy where everyone has opportunities to succeed A place that is clean, vibrant and attractive

This means the borough will be a place where:

People live in cohesive and safe communities

This means that the borough will have :

A growing economy

This means we will enjoy:

Great places to live and visit

People are supported and protected from harm

Improved education and skills development Clean and green spaces

People live healthy lives Job creation and increased employment Rich cultural experiences

We will play our part in bringing about this vision for the Borough by being a Council that is ambitious, effective and proud to serve

This means that we will make sure that we provide:

Financial sustainability and value for money

Dedicated and resourceful employees

Strong leadership and governance

4 April 2020


Working towards the vision over the coming year

Making the borough a place where people are healthy, safe and protected from harm means creating a place where:

People live in cohesive and safe communities

People are supported and protected from harm

People live healthy lives

We have identified these key priorities for 2020/21 to help us achieve this vision. This year we will:

Plan and implement new ways of improving children's emotional health

Improve the support we give to families to help them stay together

Help schools to improve pupil wellbeing and reduce exclusions

Improve the consistency and continuity of social work practice

Reduce the number of children who need to be in care

Increase capacity in our fostering service and residential children's homes

Review the quality and suitability of our ‘out of area’ adults placements to try, where possible, to support people to return to live in the borough

Continuously improve quality of care within adults residential homes

Progress integration opportunities with the NHS

5 April 2020


Develop and test a community pathfinder approach, to support people who are lonely and living in social isolation

Develop coordinated approach to identifying adults at risk of poor health and design coordinated offer of early intervention and support

Support voluntary sports clubs to build community capacity

Lead a consultation on community safety priorities

Continue with the Targeted Action Area pilots in Stockton and North Thornaby

Develop a whole-Council approach to improving health and wellbeing to address health inequalities

Develop and a pilot physical activity programme in target communities

6 April 2020


Children and Young People’s ’s Services Strategy:

This strategy sets out how partners in Stockton-on-Tees will work together for children and youngpeople and their families.

It is a partnership strategy, closely aligned to the Health and Wellbeing Strategy which is alsobeing renewed, and will operate over the same timescale.

The strategy is designed to provide a framework for action which complements the plans andpriorities of each partner organisation.

It therefore deliberately does not seek to replicate corporate plans, but to be clear about how weexpect partners to work together, and to share the same ambitions for children.

The Health and Wellbeing Strategy 2019-23

This strategy provides the detail of how we will deliver on the ‘Children and families have a goodstart’ ambition set out in the new Health and Wellbeing Strategy for children and families.

7 April 2020


What we want to achieve

We want to improve the life chances of all children, young people and their families inStockton-on-Tees through a good start in life. We want children and families to:

receive increased support during the antenatal and perinatal period to help them lay thefoundations for a best start

have a positive attachment to their parents/carers

have good emotional health and wellbeing and be resilient and aspirational

live healthy lifestyles and make positive health and wellbeing choices

live safely and be protected from harm

Having a focus on children, young people and families provides a significant opportunity to improvehealth and wellbeing across the borough. A good start in life provides important foundations forhealth and wellbeing throughout the life-course.

8 April 2020


The Basis of Our ApproachWe are basing our new approach on an evidence-led framework which recognises that the experiences children have in early life and the context in which they experience them, shape them for the rest of their lives. The ability to thrive and live a productive life is affected by the nature of our relationships and the extent to which they are healthy, supportive and secure. These are the fundamental building blocks on which we can build a strengths based approach and one which acts quickly to target and support the most vulnerable.

Our new approach is based on the following: A commitment to new ways of working. We believe a four year vision, linked to the new Health and Wellbeing Strategy

and backed by annual delivery plans is required, though the basis for our new approach is a long-term vision which extends beyond this initial four year timescale.

A recognition of the collective role of agencies and organisations, and a shift towards a more concerted and integrated way of working which puts children and young people at the heart of everything we do.

A shift away from a focus on specific programmes and projects and into the development of a different way of working, which recognises the limitations of traditional forms of commissioning and service delivery and which is based on a set of common values and principles and a way of working which is based on prevention,

learning and the importance of a whole system. A fundamental re-appraisal that the role of agencies is to enable children and young people to discover and develop

their own sense of self, their ability to cope and learn, to overcome adversity and to find their own self-expression and to be supported in this by safe, stable and trusted relationships. Our role is therefore to support this at the heart of our approach.

A refocused and strategic approach to the identification of vulnerability, using an agreed and shared vulnerability and risk

assessment approach which helps us to identify issues early and relies less on the traditional model of referrals into services.

The commitment to share data and information to support the implementation of this approach.

9 April 2020


The Principlesals of Our Approach

We are basing our approach on a consistent and relentless focus on four main building blocks to create the right conditions for children, young people and families to thrive in Stockton-on-Tees:

1. Sense of self, and the life skills to cope

a) The fundamental basis of our new approach is that all partners need to work towards supporting all children and young people to develop their own sense of self, life skills and resilience. This element is based on a whole system approach to supporting young people to:

I. Be able to cope with adversityII. Be able to weigh up evidence and take decisions - self-efficacyIII. Be able to self-regulateIV. Have empathy for others

b) Central to this approach is an understanding that all children and young people are different are individuals, and therefore have the right not to be considered as a homogenous group.

2. Supportive, safe and trusted relationships

a) Responsive, positive relationships with adults promote healthy development and act as a protective factor against stress. This is especially important in the early years, where a consistent, warm and loving relationship provides the essential basis for healthy brain development and underpins a preventative approach. In childhood and into young adulthood, the single most common factor for children who develop the capacity to overcome hardship, is having at least one stable and committed relationship with a caregiver. This relationship provides the basis to buffer from shocks, to learn, to regulate behaviour.

10 April 2020


b) For most children and young people, the family provides the basis for this essential stability. However, for those where this is not the case, our role is to restore this relationship, by finding it in family or community networks, or through the role of agencies and organisations.

c) This element also includes a need to ensure that agencies are able to find a trusted lead individual around which networks of support can be built. This approach is sometimes known as a team around the worker, the worker with the best relationship with the young person and the constant relationship into which other agencies need to be brought.

The principles for our new approach 3. Communities which value and are positive about children and young people - a strengths based approach

a) The extent to which wider community and environmental factors support the ability to cope and to form supportive relationships, and are geared towards supporting young people to develop their skills, access opportunities and play a wider role in society - the wider environment should respect, support and nurture every child and young person.

b)These elements include the extent to which children and young people feel they have a role in wider society and decision making, have the opportunities to engage in their communities and form wider networks and are supported to achieve outcomes through high quality education, access to services, including creative, cultural and recreational activity, and the transition to productive employment.

4. Targeting adversity, stress and vulnerability

a) Chaotic, unpredictable and threatening environments cause toxic stress. Many children and young people experience these environments in their lives. The multiple risk factors such as those associated with the research on the impact of Adverse Childhood Experiences (ACE) can create excessive stress responses, which can lead to risky or harmful behaviours or result in adverse outcomes later in life.

11 April 2020


b) Our approach should therefore be to identify sources of stress and adversity, through a structured approach to targeting vulnerability, and with an emphasis on restoring the core sense of self, and the trusted and supportive relationships which enable children and young people to flourish.c) This approach requires us to be more proactive and explicit about working across partners to identify vulnerability, and to respond in ways which focus on a coherent approach in response, on which emphasises the need to focus on the young person and their sense of self, and which seeks to restore the supportive, trusted relationships which we know are critical to overcoming trauma.

12 April 2020


13 April 2020

CHILDREN WHO NEED HELPCIOC/CP/CIN

- EHA- TAF Plan

- Step Down Document- CHUB recommendation

Help Point Request 527225

Reduction in number of looked after children

Reduction in number of children on child protection plans

Reduction of Children in Need

- Family Stepped down from CIOC, CP, CIN for 6 months with

no repeat referrals.- All needs are met on the EHA

Support Plan.- Lead professional or family

agree to close EHA as they have achevied SSP.

- Family Closed to EH no repeat referrals for 6 months

Population Level Family Level

Strategic GoalFamily Problem S & S Outcome

Stockton on Tees Outcomes Plan Area 1

Sources of Data: Liquid Logic and Capita 1 Children’s Services Data bases, Vulnerable Child Data Base (VCDB).


14 April 2020

FAMILIES AFFECTED BY DOMESTIC VIOLENCE

AND ABUSEDomestic abuse plus- Missing from home

- Parental conflict- Family Relationships

- Housing Issue- Behaviour Issue

Safeguarding andsupporting children

and familiesensuring all children are

safe Reduce incidents of

domestic abuse within families

- No incidents of Domestic Violence or Abuse involving any member of the family or having

been reported to Police for 6 months.

- Lead professional or family agree case should be closed due

to progress made.


Strategic GoalFamily Problem S & S Outcome

Sources of Data: Liquid Logic and Capita 1 Children’s Services Data bases, Police Data Base and FLARE ASB Data Base, VCDB, Health Systems


15 April 2020

PARENTS AND CHILDREN WITH A RANGE OF HEALTH PROBLEMS

- Drug/alcohol misuse- Behaviour issues

- Child routines/boundaries- Child illness

- Development delay- Family bereavement- Family relationships- Missing from home

- Parental illness- Self esteem/confidence

- Self-Harm/Self Injury- Social Development

- Family isolated/Social Opportunities- Teenage pregnancy

Parental Conflict

Reduction in child mortality ratesIncreased rates of Breastfeeding -

initiation and6-8 weeks

Reduction in low birth weightReduction in maternal smoking

prevalenceReduction in hospital admissions forunintentional/deliberate injuries to

childrenunder 5

Increased numbers of children who are school

ready as measured by Early Years Foundation

Stage programmeReduced rates of hospital admissions

for selfharm

- Self-reported wellbeing of family has significantly improved and

remained for at least 6 months. - Reduction in hospital admission for injuries to children or young people.- No under age conception within

family for at least 12 months.- Reduction in incidents of self-harm

within family. - Lead profesional and family agree

case should be closed due to progress made.

- Completion of drug and/or alcohol treatment programme.

- Engagement with mental health services with care packages.

- Completion of smoking cessation course.


Family Problem Strategic Goal S & S Outcome

Sources of Data: Liquid Logic and Capita 1 Children’s Services Data bases, , Health Systems, Public Health (incorporating acute and CCG datasets), VCDB.


16 April 2020

CHILDREN WHO HAVE NOT BEEN ATTENDING

SCHOOL REGULARLYAttendance issues plus- Anti Social Behavior- Education/Learning

Training- Missing from education

- Teenage Pregnancy

Improved attainment by:- Good academic

performance.- Progression to

Education, Employment and Training

- Narrowing the Gap and increase levels of

attainment by looked after children

- Child has achieved a minimum of 90%

(Authorised Included) attendance over three

terms in mainstream or Alt Ed.

- No fixed term exclusions for 3 months.

- No permanent exclusions for 6 months.

- Child is <40% with a 40% improvement on distance travelled. Ex, started 10%

increased to 50%



Sources of Data: RAISE Liquid Logic and Capita 1 Children’s Services Data bases, , Health Systems SBC ONE Data Base, SBC CORE Data Base, VCDB


17 April 2020

PARENTS AND CHILDREN INVOLVED IN CRIME AND

ASBAnti-social behaviour plus- Risk taking behaviours

- Housing issues- Parental imprisonment

Reduce the number of families involved in crime and

anti social behaviour

- The child or adult has not committed an offence in the

previous 6 months- The child or adult has no

incidents of ASB in the previous 6 months.



Sources of Data: RAISE Liquid Logic and Capita 1 Children’s Services Data bases, Police Data Base and FLARE ASB Data Base, YOT Data Base, Health System VCDB)


18 April 2020

ADULTS OUT OF WORK OR AT RISK OF FINANCIAL

EXCLUSION AND YP AT RISK OF WORKLESSNESS- Education/Learning and

Training- Financial issues- Housing issues

- Teenage pregnancy

Reduce the number of young people aged 16-19 who are

NEET.Improve the economic well-

being of families through working aged adults entering

sustained employment

- If claiming ESA/IS, Young person/adult must reach the earnings

threshold (AET) continuously for 13 weeks or, if JSA , they must reach the earnings threshold continuously for 26 weeks out of the last 30 weeks where

they are required to look for employment.

- Young person idetified as being at risk of being NEET (RONI) leaves school and

is enrolled in further or higher education or on an apprenticeship for

at least 13 weeks or completes an accredited course if shorter.

- An income and debt re-payment plan is in place and implemented for 13

weeks.- Progress to work. Any three

of...Engaged with Third Party Support Agencies,Attended training, work

experience/volunteering, Sanction Prevention/Removal, Soft Skills

(CV,Interview Techniques, IT skills),With an employment agency



Sources of Data: Liquid Logic and Capita 1 Children’s Services Data bases, DWP Data Base, CORE data Base, VCDB.

Documents

Borough of Stockton-on-Tees · Web viewThere have been a number developments over the past year within Stockton on Tees review of the enting and parenting programmesback of the proplsational