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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
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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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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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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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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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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
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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
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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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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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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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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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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
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Outcome: EnjoyingandAchieving
Priority: Educationalattainmentnarrowingthegap
Raiselevelsofachievementofyoungpeopleatages16and19 Increasethenumberofschoolsjudgedtobegoodorbetter
OutcomeMeasures Current Target Note
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
OutcomeMeasures Current Target Note
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
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