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‘Improving the life chances of children looked after’Corporate Parenting Strategy 2007-10

Knowsley Children and Young People’s Services

‘Improving the life chances of children looked after’

A Life Changed

My world fell apart when they knocked at our door,

I thought nobody loved me or cared any more.

The Social had come to take us that day,

Said Mum ‘couldn’t cope’ and Dad was ‘away’.

We went into care and I blamed the whole world

I caused so much trouble it became just a word.

Went to live with a family with spare love to give

Soon it changed my whole life and I wanted to live.

We’ve been there some time now and they love us, I know

I loved them back but was frightened it showed

But now that I’m older I can see it’s not bad

To say that you love your new Mum and Dad.

To the system they’re carers, to us it’s much more

Now we don’t regret that knock on our door.

Poems reproduced with the kind permission of the Knowsley & St Helens Right to Read ProjectIllustrations reproduced with the kind permission of the Children & Young People’s Forum

Corporate Parenting Strategy 2007-10

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A strategy setting out how Knowsley Council and its partners will actas excellent corporate parents to looked after children.

IntroductionMost children live successful and happy lives within their families and have little need for external support other than that provided universally,for example the range of health services. However for some, targeted and specialist support is required to help address particular problems andmaintain the family as a unit. Such support will vary but, whatever form it takes, services will always be based on a full assessment of the child’sneeds within the family, will be planned and coordinated, and delivered to agreed outcomes to ensure his/her best interests are met.For small number however such interventions are insufficient to ensure the child’s safety and well-being and either at the request of the parent/sor through care proceedings we need to assume parental responsibility for the child. In this sense the child becomes ‘looked after’ and theAuthority takes on the role of corporate parent.Corporate parenting is the term used to describe the local authority and its partner’s duties and responsibilities to children and young peoplewho are looked after. Its central principle is that the local authority and partners should parent looked after children much as one would parenttheir own child or children in their family. In essence it means:

• Accepting responsibility for all children in the Council’s care

• Making their needs a priority

• Seeking the same outcomes any good parent would want for their own child.

In order to fulfil our role as a responsible corporate parent, this strategy sets out Knowsley’s absolute commitment and determination to deliverimproved outcomes for some of our most vulnerable children and young people who need to be looked after. In sum, good corporateparenting is about ethics, standards, responsibility, duty and accountability. More than that, it’s about change and placing children and youngpeople looked after at the top of the corporate agenda.For however long a child or young person needs to be looked after, we want their childhoods to be secure, healthy and enjoyable in themselvesas well as providing stable foundations for the rest of their lives. The fact that children in care have to rely on ourselves for part or all of theirupbringing makes them special and distinguishes them from many others who also need extra help. It is why we are under an urgent obligation

to take action with them and for them. We are determined to give every child looked after a stable, high qualityplacement; to get them a place in a good school, to help them to get the most out of it and support them to continue in

training, employment or education post-16; to secure support for all aspects of their lives outside school; to support thembetter to make a positive transition into adult life; and to focus on their needs through clear, strong accountability.

The strategy has been developed through a series of workshops and consultations with children and young people, practitionersand partner agencies and has been informed by a robust needs analysis. It embraces national priorities and proposals set out in Every

Child Matters and the recent White Paper, Care Matters which places renewed focus on the role of the corporate parent and isunderpinned by an action plan which identifies targets, milestones, resources required, monitoring arrangements and a

lead officer/agency.

The strategy addresses three key issues:

• Where we are now?

• Where do we want to get to?

• How will we get there?

is outcomes led, will be delivered through partnership working and confirms our corporate determination to address the imbalancebetween outcomes for children in our care and those for all children. Our resolve is embedded in the Children and Young

People’s Plan 2007-2010 which prioritises the need to deliver improved outcomes for all children looked after.

Giving children looked after a voiceThe key to delivering our strategy is to ensure that the children we look after are given a real voice and consulted with in

determining the type and range of support and services they need to enable us to meet our corporate parenting responsibilities.They must be encouraged to actively participate in the many decisions constantly made about their lives, and use their experience toinfluence policy and practice. We must actively listen to them, ensuring that they are heard and are empowered through the provision ofconsistent consultation and complaint mechanisms.

To achieve this key aim we intend consulting extensively with those we look after to understand how we can better meet their needsand improve their outcomes. This consultation will result in the production of a written ‘pledge’ setting out in clear and concise termswhat services and support children who need to be looked after can expect from us and our partners. It will also inform the

development and establishment of a systematic engagement forum whereby children looked after will meet with senior officersand members on a regular basis with the aim of influencing future support and service development.


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The National ContextThere are currently around 60,000 children in care and it is well documented that they underachieve educationally and are highly represented insocial exclusionary factors such as teenage pregnancy, unemployment, youth offending, poor mental health, drug and alcohol abuse andhomelessness. It is widely accepted that children who come into care have significant and complex needs, but with the right amount of care,support, stability and opportunity, they can overcome these barriers and succeed like other children.

The Government also acknowledges that nationally there is gap between outcomes for children looked after and those for all children. In 2006for example:

• Only 12% of children in care achieved five A-C grades at GCSE compared to 59% of all children

• Their health is poorer than that of other children. 45% of children in care are assessed as having a mental health disordercompared with around 10% of the general population

• 9.6% of children in care aged 10 or over were cautioned or convicted for an offence - almost three times the rate for allchildren

• 30% of care leavers aged 19 were not in employment, education or training compared to 8.1% of all 19 year olds.

In order to address these concerns, the Green Paper, Care Matters: Transforming the lives of children and young people in care, launched inOctober 2006, set out a radical package of proposals for improving outcomes and emphasised the crucial role of the corporate approach ascentral to this:

‘…these are children for whom the state, as corporate parent, has aspecial responsibility and we must demand the same for them as wewould for our own children’

Following extensive public consultation on the Green Paper’s proposals, the Government’s White Paper, Care Matters: Time for Changepublished in June 2007 reinforces the centrality of the corporate parenting responsibilities:


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‘children in care should be cared about, not just cared for and all aspectsof their development should be nurtured requiring a corporate approachof all the agencies involved’

The Local Context Where we are we now - September 2007Within Knowsley we know that in general terms outcomes for children looked after are good and improving and there are many success stories. However for significant numbers of those we look after outcomes have not kept pace with those for other children. Although this reflects thenational trend, the gap is clearly unacceptable, more particularly given our corporate parenting responsibilities; our strategy provides the meansfor delivering this priority and to meet the challenge of the White Paper:

‘…to harness the enthusiasm for change and deliver a reformprogramme that will benefit to-day’s children and young people in careand also have lasting impact for the future care population’

Although recent estimates indicate that Knowsley’s 0-17 population has fallen from 37,120 to 36,400, a reduction of 720 or 1.9% between2004 and 2005, our looked after population has increased from 278 in March 2005 to 294 in March 2007 and has risen to 307 at the end ofSeptember - an increase of 4.5% in the last six months.

Of this total almost 90% are cared for in family settings including all children less than 10 years of age. 49 of these children are placed withparents which is slightly higher than regional and national averages.

In terms of legal status 75% are the subject of a legal order with the remainder looked after at parental request. Placement stability is crucial to positive care outcomes and only 8 children have had 3 or more placement moves in the current year.


‘A’s background included behavioural difficulties and poor school attendance. In the last 12 months an intensive package of support and a well-matched placement has resulted in a 70% reduction in school absence and an 80% reduction in school exclusions.

Where children and young people are unable to return to their birth family, adoption or specialguardianship orders are given full consideration as they offer a legally secure, permanent and stableplacement. In the year to March 2007, 15 children and young people were adopted - since April 2007, 9children have been adopted and are accordingly no longer deemed to be looked after.

School attendance and attainment is strongly linked to outcomes in adult life. In the last academic year28 children looked after missed at least 25 days schooling which amounts to 15.8% of all school-agelooked after children - although this is a slight improvement on last years performance, this isunacceptable and the need for improvement is clear particularly when taking educational attainmentinto account.

19 children looked after were eligible to take GCSE exams - of this total, 11 (58%) obtained one ormore passes, 6 (32%) were awarded five A*-G passes and 1 (5%) gained five A*-C passes. Thecomparative results for all Knowsley students are 94%, 82% and 50%.

‘B’ is 13 years old and been in care just over 12 months. Background of poor attendance, low attainment and weight problems. Attendance now 100% and no longer overweight - confidence and self-esteem improved and is now achievingat school.

Of the 22 young people who left our care during 2007, 13 had obtained one or more GCSE passes - ofthis total, 2 were awarded five A-C passes.

‘C’ is 14 and has been in the same foster placement since entering care two years ago. Making excellent progress and predicted university entrant.

Health needs are appropriately identified and more than 92% of eligible children have had healthassessments and dental checks during the year. 5


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Only 8 young people aged 10+ have been cautioned or convicted for a criminal offence. This figure equates to 5.9% of all looked after children aged 10 or more and compares to 4.6% of all Knowsley children who were cautionedor convicted.

Care leavers are well equipped for good outcomes in adult life - at age 19 almost all are deemed to be in suitable accommodation and inemployment, education or training and they fare at least as well as their peers and better than regional and national averages.

‘D’ entered care at age 15 and was placed with relatives outside the borough - statemented but with support continued to attend Knowsley school and made excellent progress. Now successfully living independently and attendingFE college.

Where do we want to get to?Our role as corporate parentWhen a Local Authority looks after a child or young person, it has a legal responsibility to share the duties and responsibilities of the child’sparent. Corporate parenting depends upon ownership and leadership at a senior level, including elected members who have a specific role toplay in ensuring that the outcomes and life chances of children and young people looked after are maximised. As corporate parents we need tocontinually ask:

• If this were my child, would it be good enough for them?

• If I were that child, would it be good enough for me?

• How could I make it even better?

We must demand the highest standards for all our children ensuring that systems and services are in place which reflect their needs, abilities,cultural and linguistic heritage and life experiences.

Children we look after are entitled to a stable, high quality placement tailored to their needs which offers consistency, warmth and security andwithin which the child has a strong sense of belonging, can express his or her views, is listened to, is encouraged to explore and benefit from arange of opportunities and activities and is helped to realise his/her ambitions.


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On a day to day basis the social worker embodies the corporate parenting role. Children looked after need a consistent parent in their lives whocan act as a powerful advocate and effectively co-ordinate relevant services to deliver planned outcomes. In effect this demands minimalchanges of the key worker role, a strengthening of the lead professional role and more specific care planning which takes full account of thechild’s wishes.

1. Better placements, more stability in a family settingWe must ensure that prior to looking after any child this is always in the child’s best interests. Once placed, children need stability and wemust ensure our carers have the necessary skills and training to meet their diverse and often complex needs. Where appropriate, childrenshould be offered a choice of placement ideally local to their home to minimise disruption and all should have access to independentsupport and advocacy.

2. Health and Well-being To improve outcomes we need to deliver individualised and comprehensive health assessments and health needs plans covering age-appropriate risks to health and well-being and to ensure children and young people are signposted to and quickly able to access relevantsupport and treatment services. We need to minimise risk-taking behaviours such as substance and alcohol misuse, smoking, unsafe sex andteenage pregnancy and to ensure a healthy diet is understood and available. We must also actively encourage and promote access to andparticipation in sporting, leisure, recreational and volunteering activities.

3. First class education and training Knowsley has historically delivered poor outcomes in terms of school attainment and attendance and, unsurprisingly, a lack of qualificationsis strongly linked to poor outcomes in adult life. For some frequent placement moves often entail frequent changes of school and consequent disruption for the child. Children who arelooked after are entitled to a normal, non-stigmatising school experience. To improve outcomes we need to ensure all carers are aware ofand know how to access early year’s provision so that young children can start school able to engage with the curriculum. We need todevelop much closer links between carers, key workers and schools to ensure children can access good performing schools, that schoolchanges are minimised and do not take place at critical periods of the child’s development.


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Carer or child?My life has been changed, suddenly.

Disruption, turmoil,

Thoughts running wild

But who am I, carer or child?

It starts with a door knock

Perhaps a phone call,

New people to meet

We’re hoping they smiled


You see, we’re each other

With our aims and our fears,

We both want the same

A life without tears.

Our problems are similar

Seen from different sides

We’ll grow together,

Be each other’s guides.

There will be hard times ahead of us both

Anger, confusion and even some hate.

But in the future we’ll speak of each other

With pride



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4. Life outside schoolOur highly successful KATY (Knowsley Action Team for Youth) programme is an exemplar of how we can engage children looked after in arange of sporting, cultural and leisure activities and support them in contributing to their community. To improve outcomes further we needto ensure all looked after children are encouraged, supported and able to access as broad a range of activities as possible and that thisaspect of their lives in our care forms a key element of the care planning process.

5. The transition to adult lifeKnowsley currently performs well in terms of equipping older children we look after to prepare for adult life. Our ambition is that all arehelped to realise their potential and aspirations by progressing their careers in continued education employment and training. However forsome young people this may not be possible and they will continue to have access to a personal advisor, who will help with an agreedPathway Plan. To further improve outcomes we will ensure ongoing support for as long as it is needed including access to appropriate adultservices and will make available an increased range of housing options including supported accommodation. Wherever possible, we willprioritise care leavers for employment and training opportunities within the Council and partner organisations.

How we will we get thereThe detail on how we deliver these aspirations has been set out in our action plan for each outcome area with an identified lead officer andtimescales, milestones and performance measures.

The lead officer will report activity progress on a regular basis to the Children and Young People’s Executive with recommendations for remedialaction if it appears outcome targets are in danger of not being met.


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Develop a systematicengagementframework to enableyoung people lookedafter to have a voicein the design anddelivery of services

Develop a systematicengagementframework toinfluence their careplans

Key ServiceOutcome

Promote the inclusion of allyoung people looked after.

Encourage and formalise theparticipation of all young peoplelooked after in developingservices to meet their needs.

Ensure the views of all ages ofchildren looked after arerepresented and equallyrepresentative of their placementtype.

Actions

Launch of the ChildrenLooked After Strategy.

Development of apledge that ensuresthe role of corporateparent.

Creation of Children inCare Council

Increase % of youngpeople who attendand contribute to theirstatutory review

Indicator

Mainstream

Resources

January 2007

EngagementEvent withchildren lookedafter 13.02.08

Pledge June2008

Milestones /Timescale

DHSC

DSC

C4C

KATY

DHSC

Lead Agencyand Partners

Action PlanGiving children and young people a voice


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Children looked afterhave high qualityplacements tailoredto their needs.

Knowsley has arange and sufficiencyof placements withresidential staff andfoster carerspossessingappropriate skills tomeet the needs ofchildren looked after.

Key ServiceOutcome

See below

Undertake needs analysis andmap the current foster carer andresidential resource base,including categories of care/unitand skill level and geographicallocation.

Identify and analyse areas ofunmet need and gaps inresources

Actions

No more than 8% ofchildren and youngpeople looked after tohave had 3 or moreplacements moves in ayear

Indicator

MainstreamBudgets andArea BasedGrant

Resources

2008 – 11%2009 – 10%2010 – 8%

To be completedby December2007

December 2007


Health andSocial Care




Ensure children have stable, high quality placements tailored to their needs.Increased placement choice/stability


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Value for money andhigh qualityplacements to meetthe needs of childrenwith complex needsor those requiringspecialist placements

Key ServiceOutcome

Develop a robust and effectiverecruitment strategy which willassist in increasing themainstream foster carepopulation

Implement an ongoingrecruitment campaign –advertising and promotion

Establish/embed programme ofPerformance Review andDevelopment for foster carersand residential staff which willinform training programmes

Wherever possible children to beoffered a choice of placementlocal to their home

Develop a joint approach tocommissioning independentsector specialist placements andplacements for children withcomplex needs

Actions

To increase mainstreamfoster carer populationfrom 92 to 104

As above

90% of residentialstaff and foster carerswith a PR&D thatidentifies trainingneeds

No more than 5% ofchildren newly lookedafter to be placedmore than 20 milesfrom their home

Indicator

Fostering staffandCommunications staff time,foster carerecruitmentbudget.

RecruitmentBudget

Manager time

Council andPCT budgets

Resources

Strategy in place- March 2008Increase by 6 inMarch 2009Increase by 12 in2010

From March2008Increase in carers2010

2010

2010

Pooled oraligned budgetsin place andcomplex carepanel in place byDecember 2008




Health andSocial Care withpartners

Health andSocial Care withpartners

Health andSocial Care,Children’sServices, PCT



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No child to becomelooked after unlessthis is in their bestinterests

Key ServiceOutcome

Prior to any child becominglooked after, conduct a multi-agency assessment to ensure thisis in the child’s best interests

Promote permanency for childrenlooked after subject to section 31Care Orders by increasing the useof Special Guardianship Orders,Residence Orders and Adoption

Actions

A reduction in lookedafter population from307 to 277As above

Indicator Resources

2010

2010


Health andSocial Care andpartners

Health andSocial Care andpartners



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To improve healthoutcomes for allchildren looked afterby Knowsley bothplaced withinKnowsley or placedin another borough

Improve emotionalwellbeing of childrenlooked after byKnowsley both inand out of boroughplacements

Key ServiceOutcome

Initial Health Assessment (IHA)

Holistic health needs identifiedwithin 28 days of a child oryoung person becoming lookedafter by Knowsley,

Review Health Assessments(RHA):

- 6 monthly for children under 5 - 12 monthly for children over 5

Evaluate current screening tooland develop as appropriate touse at initial and review healthassessments for age 4 years – 16years

Procedures & protocols to beagreed 2008/9 for monitoring ifemotional health needs arebeing met with both in and outof borough placements

Actions

By 2010 98% of childrenlooked after will havean individual HealthAction Plan

By 2010 98% ofchildren looked afterunder 5 years and95% of those over 5years of age to havehad a personal healthassessment and dentalcheck

Appropriate referrals toCAMHS evidencedwithin the individualHealth AssessmentHealth Action Plan forall children lookedafter

Indicator

Mainstream

Mainstream

Possible costimplications2008/10 tomeetidentifiedneed

Resources

Tracked monthly

Ongoingannually

Review CAMHSinvolvement via6 monthlystatutory review

Annual review ofcapacity inCAMHS tosupport childrenlooked after


PCT, DHSC,CAMHS,

PCT, DHSC


Promote the Health and Wellbeing of Children & Young People Looked After


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Improved DentalHealth

To promote a healthylifestyle now andbeyond the caresystem

Key ServiceOutcome

- All children looked after toattend dentist at least annually

- Identified treatment iscompleted

Health promotion informationleaflets appropriate to the levelof understanding given to allchildren looked after and carers

Signposting to specialist andmainstream support services e.g.:- Sexual health- Substance misuse- Smoking cessation- Alcohol- Sport & Leisure- Library services

Actions

95% attendance forroutine check up

Identify baseline ofthose with anidentified dental needwho complete thenecessary treatment..Year on year increaseto 2010

100% to receivehealth promotionpacks

Evidenced within theindividual HealthAction Plan

Indicator

Reports frompolicy &performanceDHSC

Mainstreamvia partneragencies

Resources

Track monthly

Annual C19report

Baselineinformation to beestablished and amechanism inplace to trackand record thisinformation by2008

Reviewannually


DHSC, PCT

DHSCPCT

DHSCPCT



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Improve healthoutcomes forchildren looked afterwith complex needs

Key ServiceOutcome

Yearly training events for carersand other agencies

All care leavers aged 16 yearsplus will receive a summary oftheir health needs on leavingcare

To be placed with appropriatelytrained and skilled carers

Increase numbers of carers toprovide this service

Provide appropriate respite care

Commissioning of appropriateservices in and out of borough;protocol to be developed

Actions

Evidenced in individualparticipant’s personalportfolio

Evidence; copy inelectronic case file andchild health records

By 2010 Increasednumber of Level 4carers from currentbaseline

Identify baseline of those children lookedafter with complexneeds

Indicator

Recruitmentand costimplicationsto bedetermined

Resources

Review annually

Baselineinformation to beestablished and amechanism totrack thisinformation to bein place 2009


DHSCPCT

DHSCPCT

DHSC PCTCAMHSEducation



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Improved schoolattendance andattainment forchildren looked after

Personalisededucation for eachchild looked after tomaximise educationalopportunities

Key ServiceOutcome

See below

Refocus and strengthen theChildren Looked After EducationService

Develop procedures andprotocols for years 9, 10 an 11pupils to ensure a targetedapproach to KS 4 support

Actions

Achieve an increasefrom the 2006/07baseline of 67% ofchildren in care with at least one GCSE to 85%Achieve an increasefrom the 2006/07baseline of 39% ofchildren in care with at least five GCSEs to 55%

Indicator

Mainstreambudgets,Area BasedGrant, DSG

Resources

2010

2010

September 2008

September 2008


Health andSocial Care,Children’sServices, Schools

Children’sServices



Improving educational attendance and attainment


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Key ServiceOutcome

All schools to have a designatedteacher to coordinate thecompletion of individual PEPsand to provide feedback to theChildren Looked After EducationService.

Job description outlining rolesand responsibilities to bedeveloped for designatedteachers

Training to be delivered todesignated staff on completionof PEPs

Support and supervision to beoffered on a six-monthly basis toall designated teachers.

Standard format for PEP’s for alltransition stages to be developedwith good practice guidance.

All children looked after for threemonths or more aged 4-16 tohave an up-to-date PEP whichreflects the needs of the student.

Actions

100% staff receivedtraining

Designated teachershave annual PR&Dreviewed on 6 monthlybasis

100% of childrenlooked after in thecohort to have an upto date PEP

Indicator Resources

September 2008

September 2008

September 2009

Processestablished bySeptember 2008

Formatsdeveloped bySeptember 2008

September 2009


All schools

Children’sServices/Schools




Health andSocialCare/Children’sServices/Schools



19

Key ServiceOutcome

Education Change Partners toquality assure PEPs at their termlyvisits to schools

PEP’s to be reviewed byIndependent Reviewing Officersat statutory reviews

Reporting to annual reviews toinclude value added progress inattainment

Designated Governor in place foreach school

Protocols and procedures areagreed to ensure that schoolchanges are minimised and donot take place at critical stages

Protocols and procedures areagreed to ensure exclusions arekept to an absolute minimum

A protocol to be agreed withschools in respect of exclusionsof children looked after

Actions

100% of PEPs qualityassured

100% of PEPsreviewed at statutoryreviews

Governors in place

Protocols in place andconform torequirements inChildren and YoungPeople Bill 2007

Protocols in place andconform torequirements inChildren and YoungPeople Bill 2007

No child looked afterand educated inKnowsley to be thesubject of a permanentexclusion

Indicator Resources

March 2009

By September2009

System to be inplace by September 2008

By September2009

By September2009

By September2009

Protocol in placeby September2008






Children’sServices/Healthand Social Care

Children’sServices/Healthand SocialCare/Schools



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Carers give a highpriority to schoolattendance andproblems withattendance areidentified at an earlystage

Carers are aware ofand know how toaccess early years’provision.

Key ServiceOutcome

Weekly monitoring of childrenlooked after school attendance

Requirements about schoolattendance will be written intoall care plans, placements plans,foster care agreements andPlacement with Parentagreements and actions that willbe taken if attendance falls shortof requirements will be specified

Guidance for carers is produced

All children looked after for threemonths or more aged 0-4 tohave a PEP, which has beenquality assured, and to beaccessing early years provision

Actions

No more than 8% ofschool age childrenlooked after will havemore than 25 daysabsence in the schoolyear

Guidance producedand distributed

100% of children 0-4to have a PEP

Indicator Resources

September 2008

September 2008

April 2008

April 2010




Children’sServices/Healthand SocialCare/Early Yearsproviders



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Increase the numbersof young peoplelooked afteraccessing a range ofpersonal and socialdevelopmentactivities.

Increase the numbersof young peopleaccessing the ActivityAgreement Pilot.

Key ServiceOutcome

Offer a range of PAYP activitiesto re-engage young people.(primarily during school holidayperiods and evenings)

Offer key-worker support on a1:1/group basis

Consult with young people toidentify and evaluate activities.

Commission external providers todeliver additional PAYP activityduring school holiday periods

Promote activity programme toall eligible young people

Work with key partners toengage young people

Youth consultation

Actions

195 hours of activity tobe accessed as aminimum (to amaximum of 3 youngpeople).

80% of young peopleengaged have apositive outcome

Numbers of youngpeople signing up to

AAP increased.No % baselinecurrently set

Indicator

PAYPFunding(LAA Grant)

ActivityAgreementPilotFunding

Resources

Tracked monthlyuntil 31 March08.

Tracked monthlyuntil 31 March08


Connexions

CommissionedProviders

Connexions


Life outside school


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Ensure childrenlooked after areconsulted andinfluence the rangeof provision andactivities provided.

Continue to developthe “KnowsleyAction Team forYouth” project(KATY).

Key ServiceOutcome

Establish a young people’s forumto link into Borough wideyouth/decision making forumsincluding the YOF Grants Panel.

Feedback to informcommissioning of provision

Review the entry requirementsand resources required for theproject with a view to extendingit to a younger cohort under theage of 12 and for those withdisabilities. Apply similar processfor “Tuesday Activity Group”(TAG) and “Social Club OfferingU Superb Experiences”(SCOUSE).

Actions

Feedback from youngpeople which reflectsactive involvement indesign and delivery.

Increased age rangeand diversity of youngpeople participating.

Indicator

All ActivitiesFunding

All ActivitiesFunding

Resources

January 2008Feedback meetsthe requirementsof theParticipationStandards

March 2008


Youth andPlay/Connexions




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To ensure that anyplanning for thefuture needs ofyoung people beginsat an early stage.

To reduce theduplication ofinformation collatedabout young peopleand ensure goodcommunicationbetween all parties

Key ServiceOutcome

To introduce into year 9 reviewsthat are person centred andfacilitated by professionals whohave undergone training.

Information collated in Year 9reviews will be passed on tocommissioners to inform servicedelivery and programmedevelopments.

Ensure that all young people willhave a named co-ordinator at alltimes.

Roll out CAF and ISA training toall staff.

Ensure that all staff undertaketraining and put the process intopractise.

Actions

All young people inthe core group fromthe age of 13 – 14 willhave their future needsidentified.

Numbers of youngpeople aware of andaccessing services thatmeet their needs

Numbers of youngpeople accessing‘sustained’ guidanceand supportthroughout thetransition process

Numbers of CAFundertaken with coreclient group

Service ISA’s in place

Indicator Resources

2010 all year 9reviews will beperson centred.

2010

2008

2009


DCS andpartners.

Connexions/Social care clientmonitoring andtracking systemin place

DCS andpartners


Transition


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To ensure that allyoung people receivetraining andpreparation whenapplying for jobs inthe market place.

Key ServiceOutcome

All information pertaining to ayoung person will be held at acentral point

Identify those young people whorequire work based skills.

Young people will be preparedfor and remain in employment

Actions

Maximise the numberof young peoplewho receive work-based training andsupport includingthose with complex oradditional needs

The number of careleavers at age 19 ineducation,employment ortraining

Indicator Resources

2010


DCS andpartners


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