Children Young People and Families - Prospectus 2012 - 2013

8/13/2019 Children Young People and Families - Prospectus 2012 - 2013

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Children,

Young Peopleand FamiliesaBRIGHTERfuture

Barnsley Children and Young Peoples Trust andDirectorate for Children, Young People and Famil ies

prospectus 2012-201312 June 2012


2/20

CONTENTS

PAGE

SECTION1 INTRODUCTION

Background 12

SECTION2 BARNSLEYANDITSPEOPLE

TheBarnsleycontext 2

Barnsleydemographicssummary 3

Servicedelivery 45

Progressupdate 56

SECTION3 THEVISION,STRATEGYANDPRIORITIESTHECHANGINGPICTURE

Driversforchange 67

OneBarnsleythelocalstrategicpartnership 7

Barnsley

Council

78

ChildrenandYoungPeoplesTrustprioritiesthegoldenthread 89

Thegoldenthreadexplained 9

Thegoldenthreaddiagram 1011

FutureCounciloutcomesframework 12

TheCYPTandCouncilChildren,YoungPeopleandFamiliesFutures

Programmedeliveringthegoldenthread

13

Embeddingacultureofequalitiesanddiversity 1314

SECTION4 AFOCUSONOUTCOMES

Developinganoutcomebasedapproach 1415

Prioritiesforimprovementsecuringbetteroutcomes 1618

CYPFutures 18


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1

SECTION1 INTRODUCTION

Background

ChildrenandYoungPeoplesPlan200912andProspectus201213

ThisprospectusexpressesthecommitmentofBarnsleyChildrenandYoungPeoplesTrusttoensure

continuousimprovement

in

the

commissioning

and

delivery

of

services

to

children,

young

people

andfamiliesthroughrigorousperformancemanagement,reviewandevaluation.

TheTrustpublishedthelastthreeyearBarnsleyChildrenandYoungPeoplesPlanin2009andhas

subsequentlyundertakenannualperformancereviews,thelastofwhichwasinJuly2011. Muchof

theChildrenandYoungPeoplesPlancontinuestohaverelevance. Howeverthisoneyear

prospectussecurescontinuityintheplanninglinethroughtoMarch2013,duringwhichtimethe

nextfullthreeyearChildrenandYoungPeoplesPlanwillbepublished.

Theprospectusisachievedthroughthecooperationofawiderangeofpartnersandsetsoutnew

plans,prioritiesandareasforimprovementinthisinterimperiodof201213. Itisshapedbythe

LocalJoint

Strategic

Needs

Assessment

(JSNA)

and

the

views

and

experiences

of

children,

young

peopleandfamilies,electedmembers,partners,otherstakeholdersandnationalandlocal

developments. Itreflectsourstrongambitionandthestrategyandstepsbeingtakentosupport

children,youngpeopleandfamiliestoachievetheirpotential.

Purpose

Thepurposeoftheprospectusisto:

ensurecontinuitybetweenthe200912ChildrenandYoungPeoplesPlanandthe201316ChildrenandYoungPeoplesPlantobepublishedlaterthisyear

providedetailsoftheupdatedstrategicpartnershipplanningframework,thenewapproachtoplanningandprioritisationacrossChildren,YoungPeopleandFamilyServicesandthe

strengthenedplanningGoldenThreadacrosspartnerships

showtherefreshedapproachtoplanningandcommissioningchildrensserviceswithafocusonoutcomebasedaccountabilitywork

reportprogresssinceJuly2011andsetimprovementprioritiesfor201213 contributetotheongoingrevisionoftheJSNA.

ChildrenandYoungPeoplesTrustarrangements

TheChildren

and

Young

Peoples

Trust

(CYPT)

brings

together

BMBC

education

services,

BMBC

childrenssocialcareservices,PCThealthservicescommissionedthroughthepooledbudget

arrangementsandarangeofpartnerservices.UndertheleadershipoftheDirectorofChildrens

Services,JudithHarwood,theCYPTprovidesintegratedservicesforchildrenandtheirfamiliesand

incorporatesthecouncilsroleasachildrensservicesauthorityundertheChildrenAct2004andthe

statutoryDirectorofChildrensServices(DCS)role. CouncillorTimCheethamhasrecentlytaken

overfromCouncillorLindaBurgessasthenewlyappointedstatutoryLeadMemberforChildrens

ServicesandChairoftheChildrensTrustForum,theconsultativebodyoftheCYPT.

BarnsleysLocalSafeguardingChildrenBoardisastatutorybodyforminganimportantpartofthe

overallchildrenspartnershiparrangements,whichisdirectlyrelatedtoOneBarnsleyandthe

developingHealth

and

Wellbeing

Board.


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2

ThefocusoftheCYPTistoimprovethewellbeingandlifechancesofeverychildintheborough.

Whatthismeansisthateverychildandyoungpersonshouldbeashealthyaspossible,feelsafe

andsecure,learnasmuchastheycanbothacademicallyandforpleasure,feelpartofandableto

contributetotheircommunities,andgrowupknowingthattheycanearnenoughmoneytohave

adecentlifeandsupportthemselvesandtheirownfamiliesinthefuture.

Ourjobistounleashandnurturethepotentialinallourchildrenandyoungpeoplebyprovidingthe

rightsupport

to

them

and

to

their

families,

at

the

right

time

and

in

the

right

place.

This

cannot

be

deliveredbyindividualservicesworkinginisolation.Familiesneedsupportacrossthewhole

spectrumofservices,includingsocialcare,education,health,police,voluntaryorganisations,

safeguardingandothers.Tothisend,theappropriateagenciesandstakeholdersworktogetherin

theBarnsleyChildrenandYoungPeoplesTrustarrangements. Afullerdescriptionofthedetailed

arrangementscanbefoundinthe200912ChildrenandYoungPeoplesPlanwhichalsocontainsthe

enduringvaluesandbeliefs.

ChildrensTrustOngoingChallenges

Raisingaspirationsandconfidence,anddevelopingenterprisingbehaviourarethefoundationsfor

tacklinghealth,

deprivation

and

social

concerns,

as

well

as

educational

achievement.

Though

outcomesforchildrenandyoungpeopleinBarnsleyareimproving,thegapbetweenusandthebest

inthecountryisstilltoowide.Thefocusisshiftingfromdealingwiththeconsequencesofdifficulties

inchildrenslivestoearlyinterventionandeffectiveprevention.Dischargingsafeguardingchildren

responsibilities,however,remainsattheheartoftheservice.

Ourservicesaresituatedlocally,wherechildren,youngpeopleandfamilieslive,learnandplay.

Localitybasedwellbeingdevelopmentsareenablingbetteraccessandclearerpathwaysforservice

deliveryinlocalcommunitieswhichpromotesbettercustomersatisfaction. Thisissettostrengthen

familysupport,earlyinterventionandeffectivepreventionofcomplexproblems.Theconclusionof

theBuildingSchoolsfortheFutureprogrammeisprovidingtheplatformforexcellencein

educationalopportunities.

Wearekeepingservicesasefficientaspossibleandmakingsurethatresourcesgotowheretheyare

mostneeded.Challengesinthisareaincluderisingandunavoidablecostsduetochangesin

legislationandmeetingthespecificneedsofchildrenwithspecialeducationalandorcomplexhealth

needs. ThisiscombinedwithpressuresarisingfromtheprogrammeofcutstoTrustpartner

agenciesfundingwhichareprofound.

SECTION2 BARNSLEYANDITSPEOPLE

TheBarnsleyContext

Barnsleyiswellknownforitsdeeprootedhistoryasacentreofcoalminingandglassmakingand

hashadamarketcharterforover750years.TheMetropolitanBoroughofBarnsleyhasapopulation

of227,600,withaconcentrationof82,300peopleintheurbanareasurroundingandincludingthe

towncentre.

ThegeographyofthetownrangesfromPenninehillstothewestoftheboroughthroughariver

valleytowetlandsintheeastoftheboroughandpopulationcentresarearrangedaroundthe

traditionalcommunitybasesthatsprunguparoundtheminingindustryandmarkettowns.

Thedemographicsofthetownaresummarisedinthediagramoverleaf.


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Barnsleyamarket

townsince13th

century

11,350childrenin

poverty(inworkless

households)26.7%of

under16s

(May2010ChildPovertyProxyMeasureDfE)

Coalminingandglass

makingkey

former

industries&sourcesof

em lo ment

Crimeratesrelativelylow

Antisocialbehaviour

reducing

%ofworkingage

populationonJSA&IB

high&rising

CRIME

INDUSTRY

63councillorsin21

wards.Currently:

53Labour 5IndependentGroup 5Conservative

10Localitybased

integratedpartnerships

LOCALITYWORKING

ChildrenandYoung

PeoplesTrust

227,600 residentsin

formerminingandm

aroundtowncentre

Populationpredicted

18.7%areunder16

Birthrateistorema

predictedby2030

Changingdemograp

BMEpopulationyou

NonWhiteBritishgr

DEMOGRAPHICS

Pupilsfromethnico

1,411primarypupil

pupilsplus22(7.2%

increasingyearony

CHILDPOPULATION

LiveBirth2010:2898

Children(04years),2010

%oftotalpopulation

Children(019years),2010

%of

total

population

Children(019years)predictionin2

%oftotalpopulation

Schoolagechildrenfromblack/ethn

minoritygroup %ofschoolage

population(age516years)

LifeexpectancyatBirth

Boys

Girls

EMPLOYMENT DEPRIVATION&

POVERTY

GOVERNANCEAND

LEADERSHIP

47th

mostdeprivedLA out

of326(IMD2010)

49.3%ofpeoplelivein

30%ofthemostdeprived

SOAsintheeastofthe

borough


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ServiceDelivery

Wearedevelopinganewlynegotiatedrelationshipbetweenchildren,youngpeople,parents,carers

andfamiliesandserviceprovidersdesignedtopromoteaspiration,motivation,independenceandlong

termresilience. Weareworkingtowardservicedesignthatbuildsonthefamilysupportstrategic

frameworkandintegratedworkingdevelopments. Wearecommittedtosupportingtheearlyhelpoffer

andappropriatepathwaystotargetedservices.

Werecognisetheimportanceofachild'searlyyearsandtheneedtoensurethatchildrengetthebest

startinlife. Tothisend,thereisarelentlessfocusonensuringthatchildrenandfamiliesaregiventhe

opportunitytomakepositivechoicestoensurethattheycanleadhappy,healthyandfulfillinglives.

Therangeofservicesandsupportissignificantandincludes:

educationfor2,354childrenin54nurseryunits,for17,409childrenin 80primaryschools,for11,147in12secondaryschoolsandfor247intwospecialschools.(January2012census)

statutorychildrenssocialcareservices,includingassessmentandchildreninneedteamswhodealwithassessment,referral,childreninneed,safeguarding,transitionsandchildrenincare.

Thisincludes

investigation

of

child

protection

allegations

and

the

management

of

services

protectingvulnerablechildren.

familysupportteamsofferingfocussedinterventionstohelpchildrenandfamilieswithcomplexneeds

adoptionservice,whichprovidesthefullrangeofadoptionservices,includingrecruitmentandassessment ofadopters,matchingadopterswithchildrenandpostadoptionsupport

fosteringservice,whichprovidesthefullrangeoffosteringservices,includingrecruitmentandassessmentoffostercarers,matchingcarerswithchildrenandrecordingand addressing

privatefosteringarrangements

FutureDirections,whichprovidessupportservicesforcareleaversandchildrenincare

wellbeing

arrangements

featuring

10

leadership

groups

and

partnerships

leading

an

integrated

approachtoplanninganddeliveryatalocallevel. TherearestronglinkswiththeCAFteam

whoworkinanintegratedwayacrossthe10localitiesenablingpractitionerstobeeffectivein

earlyidentificationandinterventionforchildrenwithadditionalneeds

communitysupporttochildrenwithdisabilitiesandtheircarers,includingNewsomeAvenue,whichprovidesresidentialanddaycareshortbreaksprovision

twomainstreamchildrenshomesprovidinglongtermplacementsforchildrenincare statementsofSENfor1,167childreninBarnsley(SchoolCensusJan2012).165children

receivedaStatementofSENforthefirsttimein2011

supportatSchoolActionPlusfor1,145primarypupilsand602secondarypupilsinmainstreamschools(BarnsleyAcademyfiguresnotincluded)

supportatSchoolActionfor2,360primarypupilsand1,611secondarypupilsinmainstreamschools. (BarnsleyAcademyfiguresnotincluded) (SchoolCensusJan2012)

twospecialschools:GreenacreprovidesforthosepupilswithSLD,PMLDandthosewithcomplexneeds,includingAutisticSpectrumDisorderwithassociatedlearningdifficulties.

SpringwellCommunitySpecialSchoolprovidesanappropriatelearningenvironmentforthose

pupilswhohavesocial,emotionalandbehaviouraldifficulties.ThisincludesthePupilReferral

Unitandotheralternativeprovision

specialistprovisionintheformofresourcedprovisions(fiveforcommunicationandinteractiondifficultiesandtwoforsensorydifficulties)withinmainstreamenvironments.Wealsohaveone

resourcedprovisionforcommunicationandinteractiondifficultiesinpartnershipwith

Greenacre

provisionofoutoftheborougheducationforsomepupils,butthesenumbersaredecreasingasweincreaseourcapacitytomeetagreaterrangeofneedswithinBarnsleytoensurethatwe

areabletoprovideeducationasclosetohomeaspossibleforourchildren


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6

Educationalstandardsattheearlyyearsfoundationstageandatkeystage2haveimprovedsignificantly

fromthepositionfouryearsago,withthelastkeystage2resultsbeingwithin1%pointofthenational

average.GCSEattainmentrequiressignificantimprovementandtheprioritynowistomakethat

differenceinsecondaryschoolsandinparticipationineducationandtrainingpost16andinhigher

education.

Furtherimprovementsarealsoneededtoclosethegapbetweentheperformanceofunderachieving

groups

and

the

rest,

including

children

with

special

educational

needs

and

those

from

families

with

low

incomes.Theimpactofincreasinglevelsofrelativepoverty,acceleratedbytheeffectsofwelfare

reform,onthewellbeingofchildrenandtheirfamilieswillremainapriorityforsometimetocome.

Feweryoungpeoplehaveoffendedforthefirsttimeorreoffended,withsignificantdecreasesin

numbersoverthelastthreeyears;reoffendingisalsonowlessprevalentcomparedtosimilarareas.

TheOnePath,OneDoorprogrammehasmadeasignificantdifferencefordisabledchildrenandthose

withcomplexhealthneeds,andtheirfamilies,throughmoresupport,morechoice,andawiderrange

ofshortbreakprovision.

According

to

national

data

released

in

March,

the

Barnsley

Child

Health

Profile

presents

a

mixed

picture. Allofthisintelligence,bothnationalandlocal,isinformingthedevelopmentofBarnsleysnew

visionandpriorityoutcomeframeworksetoutinthenextsection.

SECTION3 THEVISION,STRATEGYANDPRIORITIESTHECHANGINGPICTURE

DriversforChange

TheChildrensTrustisacceleratingthedriveforimprovementthrougharefreshofitsplans,priorities

andapproach,focussingonoutcomebasedaccountabilitywork.

There

are

a

number

of

key

external

drivers

which

provide

the

context

for

the

changing

childrens

serviceslandscape:

planningforimprovedoutcomesforchildrenandfamilies keepingupwithandaheadofnationalchanges creatingeconomicresilienceandprosperity supportingresidentstobeselfreliant maintainingserviceswithlessfunding developingpartnerships thediminishingroleofthelocalauthorityasaproviderandthenewrelationshipwithcitizens thechangingrelationshipbetweenthelocalauthorityandschoolsandNewModelsofSchooling stringentcutstopublicsectorfunding majorhealthreforms,includingformationofnewhealthandwellbeingboards,GP

commissioning,andpublichealthtransferringtotheresponsibilityoflocalauthority

responsibility.

Alongsidethesedriversarethenewpolicyinitiativesincluding:

healthpolicyreform Munroimplementation academiesagenda newrelationshipwithpartners focusonemployabilityandemployment


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7

thegovernmentsnewfocusontroubledfamilies thefindingsoftheMarmotReview deliveringtheefficiencyagendaacrossthepublicsector.

OneBarnsleyTheLocalStrategicPartnership

One Barnsley has recently reviewed its Sustainable Community Strategy and agreed a Community

Strategyfor

the

period

2011

15

which

focuses

on

two

priorities

and

two

catalysts

for

change.

This

is

reflective of the current financial and policy pressures facing the borough and the need to be clear

aboutwhatcollectiveprioritiescanbeachievedovertheshorttomediumterm.

Thevisionfortheboroughremains asuccessful,uniquelydistinctive21stCenturymarkettownthatoffersprosperityandahighqualityoflifeforall.ThetwoprioritiesforcollectiveactionintheCommunityStrategyare:

growingtheeconomy, changingtherelationshipbetweenthecitizenandthestate.

One Barnsley is likely to consider ways in which attainment and skills for life could be specifically

highlightedinthefuture. Moredetailswillbeincludedinthe2013ChildrenandYoungPeoplesPlan.

ThissetsthesceneforthetoplayerinthenewBarnsleyGoldenThreadwhichcascadesthroughtothe

CouncilandPartnershiparrangements.

BarnsleyCouncil

Respondingtothesevereeconomicsituationandbudgetcutsannouncedbythecoalitiongovernment,

Barnsley Council began making budget cuts during 2010/11. A oneoff saving was made in 2010/11

amounting

to

2.748m

of

which

1.455m

was

from

the

Directorate

for

CYPF.

Work

was

undertaken

acrossthecounciltodeterminewhatisknownastheminimumcouncilandexpenditurewaslimitedto

essentialservices.Costswerereducedandvacantpostswereeliminatedunlesstheyweredeemedpart

oftheminimumcouncil.

Thecouncilhassetatargettoreduceitsexpenditureinreactiontothecutsingovernmentfundingof

28%inthefouryearsuptoMarch2014.Asystematicapproachwasdevelopedduring2010/11which

ledtokeylinesofenquiryintoservicestodeterminepotentialsavingsandtoenabledecisionmaking

basedonminimumcouncil.2011/12hasseenservicesavingsof19.8machievedacrosstheCouncil

withsavingsof4.598mmadeinchildrensservices.In2012/13afurther1.225msavingsarebeing

foundacrossChildrensServices.

FutureCouncilProgramme

InthiscontextthecounciliscurrentlydevelopingitsFuturesProgramme,whichisthenextstageof

servicereviewsandimprovement,withtheintentionofsecuringqualitycorecouncilservicesand

makingfurthersavings.TheFuturesProgrammeaimstosecuregreatercollaborationthanhasbeen

possibletodatebetweenthecouncil,Barnsleyspeople,theworkforceandpartnerstoidentifyneeds

andtodesignanddeliverlocalcosteffectivesolutions.

TheOneBarnsleyprioritiesaresharedbythecouncilanditspartnersandtheGoldenThreadhasbeen

strengthened through a refreshed approach to explain the council vision and priorities with a newly

created

outcomes

framework.

However,

it

is

pleasing

to

note

that

the

council

has

specifically

added

attainment and life skills as a third priority to reflect the high level of commitment to childrens

educationinBarnsley.Seepages1011.


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8

ThefuturevisionforthecouncilwillbeexpressedinthenewCorporatePlanthebusinessplanforthe

councilassupportingthewellbeingofindividuals,families,communitiesandbusinessesinahealthy,

safeandprosperousborough.

Thenewcouncilprioritiesare:

growingtheeconomy changingtherelationshipbetweenthecouncilandthecommunity bettereducationalattainmentandskillsforlife.

Thereisaparticularfocusonthefollowingoutcomes:

beinghealthyandwellhelpingpeopletoaddyearstolifeandlifetoyearsandsupportingpeoplesemotional,physicalandmentalwellbeing

beingsafekeepingpeoplesafeandsafeguardingchildrenandadults beingmoreprosperoushelpingpeopletofulfiltheirpotentialandmaximisetheir

contributiontotheborough.

ThiscreatesastrongthreadforOneBarnsley,thecouncil,andpartnerarrangements. TheChildrens

TrusthasdevisedtheC&YPthreadtoformpartofthefamilyofintegratedplansandpriorities. Golden

threadsfromotherBarnsleypartnershipswillbeaddedtothefamilyofplansovertime.

TheChildrenandYoungPeoplesTrustPlansandPriorities TheGoldenThread

Thenewvisionforchildren,youngpeopleandfamilyservices issharedbytheTrustandalignstothe

OneBarnsleyandcouncilvision,aimingtoensure:

everychildinagoodschool successinlearningandwork strongfamilies,strongBarnsley.

Thistranslatesintothefollowingsixprioritiesfor201213:

safeguarding educationalattainment narrowingthegap employability childandfamilypovertyandfamilywellbeing healthinequalitiesnarrowingthegap CYPFFuturesourefficiencyprogrammelinkedtothecouncilsFutureCouncilProgramme.

Thefiverefreshedoutcomesweseekforchildren,youngpeopleandfamiliesfrom2012are:

beinghealthy stayingsafe enjoyingandachieving beinganactivecitizen(previouslyknownasmakingapositivecontribution) earningagoodliving(previouslyknownasachievingeconomicwellbeing).

The Trust wishes to ensure that every child receives the right support, at the right time, in the right

place;deliveredthroughtherightmodel,attherightcosttoachievetherightoutcomesforthatchild.

Astrongcommitmenttodrivingequalitiesrunsthroughallourwork.


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9

TheGoldenThreadexplained

Thealignment ofstrategic planning fromOne Barnsley through to thecouncil and ChildrensTrust is

depictedbelow:

InChildrenServices,thetoplineconnectionisbetweentheCommunityStrategyandtheChildrenand

YoungPeoplesPlan,atpresentrepresentedbythe2012/13prospectus. Thevisionforchildren,young

peopleandfamilieshasfirmconnectionswiththeCommunityStrategyinrelationtothevisionaround

economy,success,prosperityandhighqualityoflifeandthetwokeyprioritiesgrowingtheeconomy

andchangingtherelationshipbetweencitizenandstate.

GrowingtheEconomy

TheCommunityStrategyhasanemphasisongrowinga21stcenturyeconomy. Thisprovidesan

essentialstrategiclinkforthoseactionsrelatingtovulnerablechildrenandfamilies,aroundaspiration,

education,trainingandeconomicopportunitieswhicharecurrentlyembeddedacrossthefive

outcomes. Weareabletoidentifythoseactionswhichrelatetovulnerablegroupstolinkwiththe

FutureCounciloutcomeBeingMoreProsperousthroughtheworkundertakentostrengthenour

goldenthread. Inthiswaytheneedsandwishesofvulnerablechildren,youngpeople,familiesand

communities,theworkofwellbeingteamsindevelopingpotential,andtheambitionofOneBarnsley

areinextricablylinked. TheworkoftheChildrensTrust,aschampionsforvulnerablechildrenand

families,istohelpensurethedeliveryoftheactionplanandtopromoteaccesstoeconomic

opportunitiessothatoutcomesareimproved. TheCYPFvisionisthematicallyconnectedthroughevery

childinagoodschoolandsuccessinlearningandwork.

HighQualityofLifeforAllandChangingtheRelationshipbetweenCitizenandState

IntermsoftheCommunityStrategyvisionandthecouncilsvisionandpriorities,ChildrensServiceshas

a strong foothold in terms of the cascade from family wellbeing, health agendas, safeguarding, and

aspirationandattainmentthroughtotheCYPFspecificvision. TheCommunityStrategypriorityrelating

tothechangingrelationshipbetweencitizenandstatecascadesdirectlythroughtothecouncilsvision

changing relationship between council and communities aspect and outcome framework then

threads to the CYPF vision relating to Strong Families, StrongBarnsley and the CYPF priorities and

outcomes.

BarnsleyChildrensTrust

&CYPFDirectorate

CYPPlan/Prospectus2012/13CYPFFuturesCYPFServiceDeliveryPlansTeamplansIndividualperformanceanddevelopmentplans

BarnsleyCouncils

CorporatePlan

&FutureCouncilProgramme

One

Barnsley

Community

Strategy

2011/15


12/20

BARNSLEYCHILDRENANDYOUNGPEOPLESTRUSTANDDIRECTORATEFORCHILDREN,YOUNG

OneBarnsley,BarnsleyCouncil,andBarnsleyChildren,YoungPeopleandFamiliesPartnership

andOutcomesGoldenThread

OneBarnsley

BarnsleyCouncil

CORPORATE

PLAN

Supporting

thewellbeing

ofindividuals,

families,

communities

and

businessesin

ahealthy,

safeandmore

prosperous

borough

Growingtheeconomy

Changingtherelationshipbetweenthecouncilandthe

community

Bettereducationalattainmentandskillsforlife

FutureCouncilenab

peopleandculturehavingtherightpeop

withtherightskills,

knowledgeandbeha

futureleadershipEnsuringclearandsh

leadershipacrossthe

organisation

and

witpartnersandcommu

futureinvestmentmakingthemosteffe

useofresources

planningforthefutuDoingthingsdifferen

andembracingchang

PLANS VISIONS PRIORITIES ENABLERS

COMMUNITY

STRATEGY

Asuccessful,

uniquely

distinctive

21stCentury

markettown

thatoffers

prosperity

andahigh

qualityoflife

forall

Growingthe

Economy

Changingtherelationshipbetweencitizenandthe

state

Catalystsfor

change:

lowcarbonfuture digitalagenda


13/20

BarnsleyChildrensTrustandDirectorateforChildren,YoungPeopleandFamiliesPROSPECTUS

2012/13(CYP

PLAN

UPDATE)

Everychildin

agoodschool

Successin

learningand

work

Strongfamilies,

strong

Barnsley

Delivering:

therightsupportattrighttimeintherigh

place,

therightmodelatthrightcost

toachievetheright

outcomes

Safeguarding

ImprovethesafetyofchildrenbydevelopingtheengagementandfocusofallpartnersviatheLSCB

Increaseconfidenceandunderstandingofreferralprocessesandthresholds

Developdatause,informationandqualityassuranceEducationalattainment narrowingthegap

Raiselevelsofachievementofyoungpeopleatages16and19

IncreasethenumberofschoolsjudgedtobegoodorbetterEmployability

EmbedanddevelopIKnowICan(IKIC) ImproveSkilllevels,participationandprogressionChildandfamilypovertyandfamilywellbeing

UseopportunitiesacrosstheChildren'sTrustpartnershipandHealthandWellbeingBoardtodriveeconomic

resilienceforfamiliesandreducepoverty

Developtheearlyhelpofferforfamilies

Implement

Troubled

Families

programme

to

coordinate

supportforatleast222familiesin201213

Healthinequalities narrowingthegap

HealthyLifestylesToolkitimplementation Healthylifestylesdevelopment:

osmokingandalcoholmisuse

osexualhealthandrelationships

ochilddevelopmentunder5

odentalhealth

ohealthyweight

Improveresponsetophysicalandemotionalhealthneedsofchildrenincare

CYPFfutures

DeliverCYPFFuturesprogramme ImproveWorkforcedevelopmentandintegratedworkingin

localities

Driveequalitiesandaccesstoopportunityforall


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15/20

13

TheCYPTandCouncilChildren,YoungPeopleandFamiliesFuturesProgrammeDeliveringthe

GoldenThread

At directorate level, the children, young people and families 'Futures Programme' has been

developed toenable the changesnecessary to improveoutcomesandachieve thestrategicvision

andoutcomesofOneBarnsley,thecouncilandtheTrust.

TheCYPF

Futures

programme

consists

of

four

themes:

ChangingRelationshipswithSchools StrongFamilies Skills,EnterpriseandEmployability EfficiencyandChildrensServicesDevelopment.

Workaroundeachofthethemesisledbyaseniormanagerandinvolvestheanalysisofallfunctions

acrossChildrensServiceswithaviewtotransformingthewayweworkand improvingtheservice

experienceofchildren,youngpeopleand families. Theaim isto identifycorestatutory functions

and localprioritiesemergingfromourvision,aswellas lookingatopportunitiesforcoproduction,

and working with individuals, families, communities and businesses to redesign service delivery.

Staffinvolvementinthisprocessisessentialandmanagershavealreadybegunandwillcontinueto

hold events to engage staff across the directorate. Alongside all of this is the need to identify

efficienciesinthecontextofincreasingpressureonbudgetsandtherequirementtomakesavings.

ChildrensServicesworkcloselywithotherareasofthecouncilandpartnerstoensureanintegrated

approach is taken to families needs. Safeguarding vulnerable children is seen as a corporate

responsibility across the council, with regular reviews of progress by the councils Performance

ReviewPanelchairedbytheLeaderoftheCouncilandCorporateParentingandSafeguardingPanels

of elected members. Furthermore, crosscouncil and partnership approaches to safeguarding and

early interventionarealsokeyprioritiesevidenced throughtheChildPovertyStrategicGroupand

developmentsinrelationtotheTroubledFamilies.

EachyearCYPFDirectorateproducesserviceperspectivestoreflectthecouncilsCorporate

Prospectus. Tocompletethecycle,thecouncilsCYPFDirectorateproducesthreeservicedelivery

planseachyear,representingthethreeAssistantExecutiveDirectorportfolios. TheseCYPFService

DeliveryPlans,frontedbytheCYPFDirectorateoverview,operationalisethegoldenthreadvision,

aimsandobjectivesatservicelevelinthecontextofthestrategiccascade.

EmbeddingaCultureofEqualityandDiversity

BarnsleyChildrenandYoungPeoplesTrustandtheDirectorateofChildren,YoungPeopleand

FamiliesarecommittedtoexceedingtheexpectationsofourPublicSectorEqualityDutybyembeddingequalityanddiversityineverythingwedo.

Aspartofthis,wewanttoensure:

engagementofserviceusersfromallourdiversecommunitiestoenablethemtohaveavoiceandbeheard,particularlyintheplanning,designdeliveryandreviewofourservices

moreaccessibleservicesandamenitiesrelevanttoallourdiversecommunities thedevelopmentofmorecohesive,resilientandsustainablecommunities wechallengeandhelpeliminatediscrimination,exclusionandharassmentaimedatsomeof

ourdiverse

communities,

particularly

as

aresult

of

age,

disability,

gender

(including

transsexualindividuals),maternity,race,religiousbeliefandsexualorientation


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14

supportforequalityofopportunitybetweenindividualsfromvariouscommunities,particularlythrougheliminatingorminimisinganydisadvantage

continuousimprovementtothediversityofourworkforce.SECTION4AFOCUSONOUTCOMES

Developinganoutcomebasedapproach

WearecommittedtoapplyingtheideasofOutcomeBasedAccountability(OBA)tothewaythatwe

think,talkandacttoimproveservicesforchildrenandyoungpeople. ThisinvolvesworkacrossCYPF

directorateandthewiderChildrensTrust. Webelievethatthiswayofworkingwillhelpmaintain

clarityabout:

theoutcomesthatcollectivelywehopetoachievethroughourpartnershipwork thepartnersweneedtoengageinordertocreatesustainablechange thoseactionsthatarelikelytoleadtobetteroutcomes thoseactionsthatgivethepublicthebestvaluefortheirmoney themeasuresthatwillhelpustrackourprogresstowardsourdesiredoutcomes.

Thereisongoingworkacrossthepartnershiptorenewthewaywedescribethedesiredoutcomesof

ourcollectiveefforts. Byreaffirmingourcommitmenttoanoutcomeorientatedapproach,wecan

helpshapeconversationsanddecisionmakingatalllevelsofpartnershipworking.

Partnerships

Wehaveextendedthepartnershiptomakeitmoreinclusiveandtomakesurethatallsectorsofthe

communitythathavearoletoplayinhelpingbringbetteroutcomesforchildrenandyoungpeople

areengagedeitherdirectlyorindirectlywiththeworkoftheChildrensTrust.

TheconceptofcoproductioninourFuturesProgramme(seeabove)isbeingintroduced,

acknowledgingthatworkingtowardsbetteroutcomesshouldalwaysbesomethingthatisdone

withratherthandonetochildren,youngpeopleandtheirfamilies. Thisprincipleiscentraltoour

StrengtheningFamiliesinitiative. Itreflectstheideathatfamilymembersarealsopartnersinour

workratherthanpassive(orreluctant)recipientsofpublicservices.

Evidence informedStrategies

Webelievethatanoutcomeorientatedapproachcanhelpsharpentherelationshipbetween

professionalpracticeandtheoutcomethatithopestosupport. Tothisendourmembershipof

Researchin

Practice

(RIP)

is

being

used

to

develop

the

use

of

evidence

based

work

with

families.

GooduseisbeingmadeoftheevidencegainedthroughinvolvementwiththeAssociationof

DirectorsofChildrensServices(ADCS)regionalresearchpartnershipandProfessorDavidThorpeto

understandhowtoimprovetheeffectivenessofthewaythatwemanageexpressionsofchild

concern. Thisisanexampleofhowweintendtocreateanduseevidence(initsmanyforms)to

supporttheprocessofserviceimprovement.

ValueforMoney

Feedbackdataisinformingcommissioningdecisionstogivebettervalueforserviceusersandtheir

carers,for

example

in

the

recent

re

commissioning

of

the

short

breaks

for

disabled

children.


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15

LinksarebeingmadewithnationalworkledbytheCentreforChildandFamiliesStudiesat

LoughboroughUniversitytotakeforwardtheworkoncostconsequences. Allthisworklinkstothe

directoratescontributiontothecouncilwideFuturesProgramme.

ImprovingPerformanceManagement

Wehavedesignedperformancemanagementsystemimprovementaroundfourprocesseswhich

connectto

council

wide

systems:

1. Planningformulatingtheorganisationsvisionanddevelopingastrategythatwillensureitsdelivery,andcascadingtheperformanceandplanningobjectivesthroughoutthe

organisation,ensuringclarityofpurposeandafocusonoutcomes.

2. Informingensuringtheflowofdataandinformationandefficientmanagement,monitoringandreportingsystemsforPIsandactionpoints,linkinginformationtooutcomes.

3. Reviewingmakingsurethatperformanceismeasuredandevaluatedtoinformfuturedecisionmaking.

4. Improvingagainstexpectedoutcomesandincludingaprocessperspective.Thisinvolvesactivelytacklingimprovementagendasthrough,forexample, qualityassurance

development,includingdrivingupservicestandards,benchmarking,continuous

improvement,andstepchangefundamentalreviewtodrivebetteroutcomes.

OutcomeBasedAccountabilityactivitywillidentifythekeyprioritiesforchangeand,throughthe

TurningtheCurveprocess,helpdriveperformanceimprovementplanning. Wehavealsolearned

lessonsthroughtherecentSafeguardingPeerReviewprocess,whichprovidedavaluableinsight

acrosstheboardandinformedourdevelopmentagenda. TherewillbeanannouncedOfsted

InspectionofthecouncilsSafeguardingandLookedAfterChildrenarrangementsintheverynear

futureand

this

experience

will

further

inform

our

improvement

agenda

in

Barnsley.

OurprogresssofarisreflectedinthenewSafeguardingChildrensBoardreportingarrangements

andthenewperformancereportingsystemacrossChildrensServices,includinganewlook

quarterlyreport. Wearedevelopingamorerobustapproachtoqualityassuranceandwillberolling

thisoutacrosstheChildren,YoungPeopleandFamiliesDirectoratefollowingconcertedworkin

ChildrensSocialCareServices.

Measurement

Workhasalsobeenongoingtoagreeacomprehensivesetofmeasuresforboth:

OutcomeMeasureswhichhelptoquantifyhowmuchprogresswehaveachievedtowardseachofourdesiredoutcomesthroughourpartnershipwork. Weacknowledgethatby

definition,outcomesareoftendifficulttoquantify,soweintendtousetheseoutcome

measurestoindicatetheeffectofcombinedeffortsacrossthepopulation.

PerformanceMeasuresameasureofanactivityorprocesswhichisexpectedtoleadtobetteroutcomes. Inmanyinstanceswehavedevelopedtargetssetagainstmeasuresto

makeexplicitwhereweaimtobe.


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PrioritiesforImprovementsecuringbetteroutcomes

Thefollowingtablessetouttheprioritiesandmeasuresfor201213relatingtothefiveoutcomesas

setoutonpage12. Pleasenotethatworkisongoingtorefinethedistinctionbetweenoutcome

measuresandperformancemeasures. The201316ChildrenandYoungPeoplesPlanwillprovidea

moredefinitiveposition.

Figureswithinthetablesarebasedonthefollowingassumptions:

datashowninthecurrentcolumnisthelatestinformationavailableandwillvarybasedontheperformancemeasureinquestion.

targetsrelateto2012/13unlessotherwisestatedOutcome: BeingHealthy

Priority: Childandfamilypovertyandfamilywellbeing

UseopportunitiesacrosstheChildren'sTrustpartnershipandHealthandWellbeingBoardtodriveeconomicresilienceforfamiliesandreducepoverty

Developtheearlyhelpofferforfamilies ImplementTroubledFamiliesprogrammetocoordinatesupportforatleast222families

201213

Priority: Healthinequalities narrowingthegap

HealthyLifestylesToolkitimplementation Healthylifestylesdevelopment:

smokingandalcoholmisuse sexualhealthandrelationships childdevelopmentunder5 dentalhealth healthyweight

ImproveresponsetoPhysicalandemotionalhealthneedsofchildrenincareOutcomeMeasures Current Target Note

Proportionofchildreninpoverty 25% Nosignificant

increase

1

Proportionofchildreninworklesshouseholds 26.7% Nosignificant

increase

2

Householdscontainingchildreninemergencyhousingneed(No.) 7 Nosignificant

increaseHouseholdscontainingchildreninseriousrentarrears(No.) 6 Nosignificant

increase 3NumberofYouthOffendingClientswhoareNEET SeeNote SeeNote 4

Numberofyoungpeopleaged1017 whoarefirsttimeentrantsto

thecriminal

justice

system

SeeNote SeeNote 4

Proportionofchildrenaged45classifiedasoverweightorobese 21.4% 21.4%

Proportionofchildrenaged1011classifiedasoverweightorobese 33.9% 33.9%

Under18conceptionrateper1000 53.2per1000 53.2per1000

Teethmissingorfilledat5yearsold(meannumberofteethperchild

sampledwhichwereeitheractivelydecayedorhadbeenfilledor

extracted)

1.0 80%


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17

Childrenimmunised1stand2

nddoseforMMRbytheir5

thbirthday(%) 94.7% 95%Min

Childrenimmunised(DTaP/IPV/Hib) bytheir5th

birthday 92.7% 95%Min

Healthassessmentsforchildrenincare(%) 60% >80%

Note 1 Relates to revised local child poverty measure (2009 data)Note 2 Relates to Local child poverty proxy measure defined as the proportion of children living in families in receipt of out ofwork benefits (in workless household) (2010 data)Note 3 - Figure relates to evictions only. Data collection has been developed to include all serious rent arrears.Note 4 The two Youth Offending measures ceased to be systematically col lected when they were dropped from the NationalIndicator dataset. These have now been re-established and mechanisms for collection are in place

Outcome: StayingSafe

Priority: Safeguarding

ImprovethesafetyofchildrenbydevelopingtheengagementandfocusofallpartnersviatheLSCB

Increaseconfidenceandunderstandingofreferralprocessesandthresholds Developdatause,informationandqualityassurance

OutcomeMeasures Current Target Note

ChildrensubjecttoaChildProtectionPlanfora2ndorsubsequent

time

10% 1015% 5

Childrensubject

to

aChild

Protection

Plan

for

a2

nd

or

subsequent

time

withinyear5.5%

75%

8

CoreAssessmentscompletedwithin35days 82.3% >85% 8

QualityAssuranceFrameworkdevelopedandimplemented:

Phase1Initialimprovementstoinclude,forexample:

%Socialworkersreceivingmonthlysupervision, %Auditedsupervisionfiles, %ManagerscompletingmonthlycasefileauditsPhase2 QualityAssuranceFrameworkimplemented

June2012

September

2012

Note 5 These indicator targets are taken from the national dataset.Note 6 figures relates to 2011/12Note 7 This figure relates the number Children in Care on 31 March 2012.Note 8 These indicators may change in light of the recommendations and consultations from the Munro review. Will bemoving instead to measure:

Distribution of working days from referral to completion of assessment and Distribution of working days from strategy meeting to initial conference


20/20

Outcome: EnjoyingandAchieving

Priority: Educationalattainmentnarrowingthegap

Raiselevelsofachievementofyoungpeopleatages16and19 Increasethenumberofschoolsjudgedtobegoodorbetter


5GCSEsat5A* CorequivalentincludingGCSEEnglish&maths 44.4% 50%

Progressionby3levelsinEnglishbetweenKeyStage2andKeyStage4 60% 71.0%

Progressionby

3levels

in

Maths

between

Key

Stage

2and

Key

Stage

4

43%

65.7%

TheSpecialEducationalNeeds(SEN)/nonSENgapachieving5A*C

GCSEincludingEnglishandmaths

44% 42%

LookedAfterChildrenwith5A*CincludingEnglishandmaths(%) 15.4% 20%

PerformanceMeasure Current Target

Attainmentatlevel2at19 73.2% 78%

Attainmentatlevel3at19 39.9% 44%

Schools(secondary)judgedgoodoroutstandingbyOfstedin

inspections

24% 40%

Permanentexclusionsfromschool 1 0

Outcome:

Earning

a

Good

Living

&

Being

and

Active

Citizen

Priority: Employability

EmbedanddevelopIKnowICan(IKIC) ImproveSkilllevels,participationandprogression


CareLeaversinemployment,educationortraining(EET)(%) 45% 60%

1618yearoldsnotinemployment,educationortraining(NEET) 5.9% 7.1%

PerformanceMeasures Current Target

%of(1319)populationparticipating(minimum10hours). 15% 14% 9

%ofparticipantsgainingaccreditation. 30% 25%

NumberofBMEandLDDyoungpeopleengagedinvoiceand

influenceactivity

92 92

Numberof

looked

after

young

people

introduced

to

youth

work

activity88

88

Numberofcandidateswhostandforelectioninyouthcouncil

election

104 104

Participationof17yearoldsinemployment,educationortraining% 89% 98%Note:9 - * 12/13 this target reduction has been made to enable us to increase our delivery to 11 12 year olds who wil l besubject to participation and accreditation, it also reflects reductions in service budget.

CYPFFutures

InadditiontotheaboveprioritiestheTrustiscommittedtotheCYPFFuturesprogrammeasfollows:

AdditionalPriority

Priority: CYPFFutures

DeliverCYPFFuturesprogramme ImproveWorkforcedevelopmentandintegratedworkinginlocalities Driveequalitiesandaccesstoopportunityforall

PerformanceMeasure Current Target

DeliveryofPhase1CYPFFuturesProgramme BySept2012

DeliveryofPhase2CYPFFuturesProgramme April2013

NumberofCAFscompleted 625 >625

NumberofCAFsinstigatedbysource SeetheCAF2012

statisticalreport

SeetheCAF

2012statistical

reportForequalitiesandaccessmeasurespleaseseetheCYPFEquality

Scheme20122015

Documents

Children Young People and Families - Prospectus 2012 - 2013