Improving outcomes for children and families
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Improving Outcomes for Children and Families. Developing Integrated Services. Our vision.

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Improving Outcomes for Children and Families

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Improving outcomes for children and families

Improving Outcomes for Children and Families

Developing Integrated Services


Our vision

Our vision

Working together, we will ensure that every child and young person, in every part of the county, has the best possible start in life and is able to achieve their potential. We will provide support to those who need it and ensure that all children and young people are able to achieve the five key outcomes.


The dcsf children s plan

The DCSF Children’s Plan

Vision for 21st century children’s services

Delivering the vision set out in the Children’s Plan will require a series of system-wide reforms to the way services for children and young people work together.


The dcsf children s plan1

The DCSF Children’s Plan

By putting the needs of children and families first, we will provide a service that makes more sense to the parents, children and young people using them, for whom professional boundaries can appear arbitrary and frustrating.

By locating services under one roof in the places people visit frequently, they are more likely to find the help they need.

And by investing in all of those who work with children, and by building capacity to work across professional boundaries we can ensure that joining up services is not just about providing a safety net for the vulnerable – it is about unlocking the potential of every child.


Strategic themes

Strategic Themes

All children achieving potential – excellence in learning with support

‘We want every young person to achieve their potential and enjoy their time in education’

‘We can ensure that joining up services is not just about providing a safety net for the vulnerable – it is about unlocking the potential of every child’


Strategic themes1

Strategic Themes

Prevention – early action resulting in a shift of resources from Specialist to Universal

  • ‘It is always better to prevent failure than to tackle a crisis later’

  • ‘Together we want to build a system that provides opportunity and delivers services to meet the needs of children and young people, supports parents and carers and intervenes early where additional support is needed to get a child or young person back on the path to success.’


Strategic themes2

Strategic Themes

A new, single organisation –

developing integrated working

  • ‘Practitioners need to work together as an integrated workforce, characterised by professional respect and trust, cutting across service boundaries to fit services around the needs of children, young people and families. This will involve working in teams made up of a range of people from different professional backgrounds.’


Strategic themes3

Strategic Themes

Safeguarding our children – ensuring children are safe in every environment

  • Keeping children and young people safe from harm must be the priority and responsibility of us all.’


Strategic themes4

Strategic Themes

Participation and aspiration – listening to and acting on what children, parents/carers tell us

  • ‘Services need to be shaped by and responsive to children, young people and families, not designed around professional boundaries.’

  • ‘We want a society where young people feel valued and in which their achievements are recognised and celebrated.’


Strategic themes5

Strategic Themes

Partnership – creating sustainable futures through collaboration

  • Making a reality of the vision… depends on parents, the community, statutory services, the voluntary sector and business working together to provide opportunities, tackle problems and transform the environment in which children grow up.’


What integration is

What Integration is…

  • Maintaining front line delivery

  • Local teams operating in a county framework

  • Retaining professional identity in a multi-professional team

  • Services rather than activities

  • More than LCC staff


What integration isn t

What Integration isn’t…

  • Cutting delivery capacity

  • Local independence

  • Jacks of all trades, masters of none

  • Rigid clusters/team/boundaries


Commissioning cycle

Commissioning Cycle

Understand Needs & Evidence Base

Approve Strategies and Plans

Write

Service

Specifications

Publish LAA/LDP/CYPP

Annual Refresh

Establish

Contracts /

SLAs

Produce Annual

Review

Monitor and evaluate

Deliver

Services


Improving outcomes for children and families

INDICATIVE DISTRICT STRUCTURE

CHILDREN’S SERVICES 0-19

HoS 0-19


District team roles

District Team roles

  • Head of Service: will oversee at least universal/targeted activities 0-19 in a given district

  • Children’s Services Team Manager: will oversee 0-19 activity in one part of a District area and will have a lead within the district of one of 0-11, 11-19 or acute services

  • Supervisor: each cluster of 5-15 staff within a 0-11, 11-19 or acute team will be co-ordinated by a supervisor who will also have a delivery responsibility


Improving outcomes for children and families

To take these proposals forward the following timetable is proposed:

  • November 07 Letter to all staff from the Director of Children’s Services stating the intention to move towards Integrated Service Delivery.

    Further consideration by DMT/SMT from colleagues in response to Director’s letter.

  • 1 February 08 Start of six Roadshows to discuss proposals

  • 14 February Official commencement of 28-day consultation; full details will be published on Management/ Supervisory posts and all staff affected

  • 15 March End of consultation period

  • 15 - 24 March Collation of consultation responses, any amendments to plan and final

    final approval from Executive Councillors/DMT

  • 3 - 17 AprilExpression of interest for CSTM/PP posts

  • 22/23 April Assessment centre dates (CSTM posts)

  • 29 & 30 April Interviews for CSTM

  • 7/8/9 May Interviews for PP practitioners

  • w/c 12 MayPublication of appointment decisions

  • 27 & 28 MayTwo-day induction with all Heads of Service, Team Managers and

    Supervisors

  • 2 June Implementation of team structure with Managers and Supervisors in post


Professional support and development

Professional Support and Development

  • Continuous development for individual professional groups and integrated teams

  • Collaborative, cross agency training wherever possible

  • New approach to children’s services leadership: Schools/Children’s Services/Partners


Narrowing the gap

Narrowing the Gap

The top 10 Golden Threads


Improving outcomes for children and families

Narrowing the Gap

  • Aspirations

  • Working together with parents

  • Think family

  • Holding on to the baton – ensuring stability and continuity

  • Learning to learn – building resilience


Improving outcomes for children and families

Narrowing the Gap

  • Extended Provision

  • Integrated multi professional teams

  • A highly motivated and skilled workforce

  • Performance Management

  • Vision and transformational leadership


7 key lines of enquiry

7 key lines of enquiry

  • What must be in place in all local areas to narrow the gap through children’s centres and other early years settings.

  • What must be in place in all local areas to narrow the gap through extended schools

  • What must be in place in all schools to narrow the gap


Improving outcomes for children and families

  • What must be in place through engaging and supporting parents and carers

  • Using systems and processes to orientate services towards more prevention and early intervention

  • How to strengthen local leadership and governance arrangements (ie LCPs)

  • How to strengthen systems for developing leaders


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