Appendix 1 to Cabinet Report
Getting the Best for our Children: How integrating Children’s
Services in Westminster will achieve this
Author: Michael O’Connor
January 2009
Contents
1.
2.
3.
4.
Ten Core Principles
Priority Groups of Children and Young People
Integrated Working
Locality Working &
Map of Locality Boundaries
5. Locality Teams
6. Specialist Teams
7. Overview Organisation Chart
8. Management, Governance and Commissioning
9. Staff Consultation
10. Equalities Impact Assessments
11. New Structure of Children’s Services
12. Detailed Organisation Charts
1.
Ten Core Principles
We have agreed with service users and partner agencies that the following
principles express the key ways in which we want to work more effectively,
and against which our plans and their implementation should be tested.
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Early identification & prevention - by working closely with universal
settings vulnerable children and families will be identified as early as
possible in order to prevent problems before they develop or to intervene
at the earliest possible stage.
User experience – in line with the newly launched Westminster Standard
we will ensure our users have as positive an experience of our services as
possible, recognising the unique needs of each of our clients and the
principles of good customer care, always treating services users as we
would wish to be treated ourselves. We will share information to ensure
that service users only need provide information about their needs once.
Services to a child and family will be co-ordinated by a single Lead
Professional who will act as a single point of contact for the family.
Support across key transitions – we will ensure that children and young
people are supported through the key transitions that occur during their
lives that may cause disruption to their well-being, including transitions
between schools, between services, between professionals and between
localities.
Effective interventions – we will regularly review the effectiveness of our
interventions to ensure that they are up to date and based on evidence of
improved outcomes.
Single access point to services - service users and providers of
universal services will know how to access services when they need them.
Services will be easily accessible and located where they are most
needed. Information on services will be accurate and up to date and
accessible to all who need it.
Consultation & participation – Children, young people, their families and
communities will drive the design and evaluation of our services and be
involved in decision-making regarding the delivery of those services.
Integrated locality teams – we will integrate a range of children’s
services within locality teams which will deliver early intervention together
with universal services and which ensure the co-ordination of
interventions.
Skilled workforce – we will develop our workforce with the appropriate
skills to work together across institutional and professional boundaries
focussed on the needs of children and young people.
Effective Commissioning – we will improve the commissioning of
services by eliminating duplication, aligning spending in order to get best
value for money and evaluating outcomes to ensure services are effective.
Integrated Working and Children’s Trust arrangements – we will bring
together services for children under a common governance structure with
shared vision, outcomes and objectives, joint commissioning and clear
decision-making.
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2.
Priority Groups of Children and Young People
Research evidence and experience tells us that we can identify those children
and young people whose difficulties are likely to become more profound or to
lead to a range of poor outcomes if they are not addressed effectively at an
early stage. However our services are not currently organised in a way that
ensures that these needs are always either identified at the earliest point or if
identified that they receive an effective response. A new approach will be led
by the Integrated Locality Teams to work with universal settings both to
ensure that needs are identified early and that interventions are then provided
and followed through until those needs are met. The needs and indicators
which have been identified as the priorities for this approach are listed below:
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3.
Children not reaching Level 4 at KS2
Children missing education
Permanently excluded children
Children with 2 or more fixed term exclusions
Children with less than 80% school attendance
Young people who are NEET
Young people referred to ASBAG
First time entrants to the Youth Justice System
Children who are obese
Young carers
Children exposed to domestic violence
Children who are substance misusers
Children whose parents/carers are substance misusers
Children whose parents/carers suffer from mental health problems
Children who have a low birth weight
Children with delayed speech and language development at 18 months or
3 years
Children not accessing free learning entitlement at age 3 or 4
Younger siblings of children/young people receiving defined specialist
services such as YOT
Integrated Working
The emphasis we aim to place upon early identification of need and early
intervention necessitates an emphasis on integrating Children’s Services
within and around universal settings.
Children’s Centres already provide an established and effective model of
integrated services for children under 5 and their families, and we will ensure
that we build upon and enhance the core offer of Children’s Centres by
developing both the capacity of a range of services to provide early
intervention and developing the coordination of services.
Primary Schools already identify children’s needs and work closely with a
range of services. Each primary school will already have a linked Education
Welfare Officer, Educational Psychologist, Social Worker, School Nurse and
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Child & Adolescent Mental Health Service (CAMHS) Early Intervention
Worker. We will join these workers into an Integrated Team Around the
School, so that there is joined-up consideration of children’s needs and who is
best placed to meet those needs, and so that interventions are co-ordinated.
These Teams Around the School will meet proactively with the school’s own
pastoral team to provide multi-agency consultation on children’s needs at the
earliest stage, and will take responsibility for ensuring children needing a
targeted response are followed up – this will include linking into the full
resources of locality and specialist services, as well as supporting the
completion of and tracking the outcomes of any Common Assessment
Frameworks (CAFs) completed by the School, and brokering the co-ordination
of services across local authority boundaries.
Secondary Schools already identify children and young people’s needs and
work closely with a range of services. Each secondary school will already
have a linked Education Welfare Officer, Educational Psychologist, Social
Worker, School Nurse and CAMHS Early Intervention Worker, and some will
have Intensive Work Connexions Personal Advisors as well as holding regular
meetings with workers from the Youth Offending Team. We will develop
these linked workers into an Integrated Team Around the School, so that
there is joined-up consideration of children’s needs and who is best placed to
meet those needs, and so that interventions are co-ordinated. These Teams
Around the School will meet proactively with the school’s own pastoral team
to provide multi-agency consultation on children’s needs at the earliest stage,
and will take responsibility for ensuring children needing a targeted response
are followed up – this will include linking into the full resources of locality and
specialist services, tracking the outcomes of any CAFs completed by the
School and brokering the co-ordination of services across local authority
boundaries.
GP Practices already act as key identifiers of social and developmental
needs, and refer to many other targeted and specialist services. Whilst there
is no single way that GPs engage with the Children’s Services, many will have
particular links with Health Visitors and some will have Practice Managers
who have a co-ordinating role. We aim to develop an effective Team Around
the GP Practice approach which provides an effective way of ensuring that
GPs have quick and easy access to the full range of Children’s Services.
Youth Projects already work closely with Young People’s Services, who
directly employ staff in some and provide grant funding and support and
advice to others. Projects are monitored to ensure that the service is open to
all young people; especially those from vulnerable groups and that activities
meet national standards. Youth Workers working in projects and on the
streets are able to identify vulnerable young people and offer support or refer
to colleagues. Many of these projects are located in areas of high deprivation
and work with some of the most vulnerable young people in the City. The
Integrated Youth Support Teams will lead on developing a Team Around the
Youth Club approach to ensure the most effective early identification of need
and quick and easy access to targeted and specialist services.
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4.
Locality Working
Our analysis demonstrates that the best way of achieving integrated strategy,
governance, commissioning, processes, front-line delivery and outcomes for
children & young people is through a structure of localities. The primary
reasons for this are:
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Better understanding of local needs: Local knowledge is important and
having staff focused on a particular and manageable local area will ensure
a better understanding of the particular needs that arise in each area.
Better co-ordination of local resources: Locality working means that
professionals are able to develop a deeper understanding of the local
resources available, with particular benefits coming from knowledge of the
capacity of each universal setting to meet needs and of the wealth of local
voluntary sector provision.
Manageable team size for building team working: Integrated working does
depend on good communication between a co-located multi-agency team.
A single city-wide integrated service would be too big to support the kind of
personal relationships that really make integrated working effective.
Developing more responsive commissioning for local needs: The
development of locality structures, including those for governance and
commissioning (see below) will give the potential to devolve more
commissioning powers to localities if this will be a more effective way of
responding to local needs and local circumstances.
Reduced travel time & travel costs: Our working time analysis of Social
Workers and Education Welfare Officers showed that front-line staff spent
11% of their time travelling. Once Locality teams are based in local
buildings, there will be efficiency gains.
Ease of Service User access: Swift and easy access to targeted and
specialist support will be improved by service delivery being provided
through locality hubs and through universal settings in those localities.
Focus on universal settings: Locality Teams will have a primary focus on
the universal settings in their locality, and will be responsible for delivering
an integrated offer of early intervention in partnership with all these
universal providers.
Determining the optimum size and location of localities is of necessity a
compromise between a number of key factors, in particular:
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Aligning with ward boundaries: In order to achieve consistency with the
development of neighbourhood management and ward budgets
corporately; greater consistency with other departments and partners; and
provide accurate performance management and planning as many data
sets are only available at ward level.
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Balancing numbers of universal providers: A particular issue is to ensure a
spread of secondary schools in each locality to ensure that each can be
given the same improved offer of support.
Aligning with existing networks: Taking account of those natural networks
of need and services which encompasses a range of issues, such as the
“pram-pushing distance” of Children’s Centres, the established
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professional networks of the five Family Support Panels, or the
relationships between Secondary Schools and their feeder Primary
Schools.
Balancing levels of need: In order to ensure that resources are spread in
such a way that we provide an equitable service in each locality.
Our plans are based upon three localities which include the following wards:
North-West Locality: Queens Park, Harrow Road, Westbourne, Bayswater,
Lancaster Gate.
North-East Locality: Abbey Road, Maida Vale, Church Street, Little Venice,
Byranston & Dorset Square, Hyde Park, Marylebone High St and Regents
Park.
South Locality: Churchill, Knightsbridge & Belgravia, Tachbrook, St James’s,
Vincent Sq, Warwick, West End
5.
Locality Teams
We will create six new integrated teams which will lead on the delivery of
integrated children’s services together with the Children’s Centres: an
Integrated Children’s Locality Team and an Integrated Youth Support Team in
each of the 3 Localities.
5.1
Integrated Children’s Locality Teams
The core of the team will consist of Social Workers and Education Welfare
Officers. 17.5 Social Workers and 8 Education Welfare Officers, together with
their associated management and business support capacity, will be fully
redeployed from their current service specialisms into the new Integrated
Children’s Locality Team. Three of the Social Work posts are part of the
Remodelling Social Work Pilot until March 31st 2011 through grants from the
Children’s Workforce Development Council, and it is anticipated that by that
time it will be possible to deploy further Social Workers from the specialist
teams. This team will provide the structure for the full or partial integration or
linking of a range of other professionals from other services although their line
management arrangements would remain unchanged. Negotiations are
ongoing to finalise these commitments with the PCT, CNWL Trust and
Voluntary Sector providers, and plans are in place for the following
roles/services to be integrated or linked to these teams: School Nurses;
Health Visitors; Speech & Language Therapists; CAMHS Early Intervention
Workers; Action For Children Social Workers; Homestart Co-ordinators;
Housing Officers; Family Support Panels Co-ordinator; Educational
Psychologists; Child Protection Advisors; School Development Officers.
The primary tasks of the Integrated Children’s Locality Team will be:
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To ensure the effective co-ordination of early identification of need and
early intervention through close partnership with Children’s Centres
and Integrated Youth Support Teams
To lead and deliver effective Teams Around the Primary School and
Secondary School, and Teams Around the GP Practice
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To provide an effective intake system to respond to referrals of
individual children in need
To identify and track the needs, interventions and outcomes of children
and young people, using the Common Assessment Framework
Ensure vulnerable children, young people and families receive a
personalised package of support co-ordinated by a lead professional
Provide support for vulnerable children across transitions
Make services more accessible, attractive and relevant for vulnerable
children and families
The following staffing changes will need to be implemented in order to form
the three Integrated Children’s Locality Teams:
5.2
(a)
The post of Head of Assessment & Duty will be re-designated Head of
Assessment, Localities and Early Intervention and the current
incumbent remain in post.
(b)
The posts of 3 Education Welfare Service Team Leaders, the
Children’s Fund Programme Manager (0.5 FTE), Service Manager of
one of the Social Work Local Children’s Teams, and the Remodelling
Social Work Pilot Co-ordinator will be deleted and the post-holders
ring-fenced for the new posts created. The posts of 3 Locality
Managers and 3 Deputy Locality Managers will be created.
(c)
8 Education Welfare Officers, 4 Social Work Senior Practitioners, 7.5
Social Workers and 6 Social Work Assistants will be relocated from the
Education Welfare Service, the Duty & Assessment Team, and the 3
Local Children’s Teams to staff the Integrated Children’s Locality
Teams. Their job descriptions remain unchanged.
(d)
The posts of the Education Welfare Service Team Administrator and
one Business Support Assistant will be deleted and the post holders
ring-fenced for the new posts created. The posts of 3 Locality
Information & Access Officers will be created.
Integrated Youth Support Teams
Young People’s Services will consist of 3 locality teams aligned to the
Integrated Children’s Locality Teams, and two City-Wide Teams. The core of
the team will consist of Positive Activities for Young People Workers, YISP
Workers, Detached Youth Workers, Challenge & Support Workers, Intensive
Connexions Personal Advisors (in schools and in the community),
Connexions One Stop Shop Workers, Youth Workers and Connexions
Careers Personal Advisors, Youth Opportunity and Youth Capital funds,
accreditation, volunteering, parenting and mentoring City wide schemes
together with their associated management and business support capacity,
who are fully redeployed from their current Young People’s Service
specialisms into the new Locality Universal Team and the Integrated Youth
Support Team. (The final staff composition of each of the three IYSTs is yet to
be finalised, but the management structure chart is attached at Appendix).
These teams will provide the structure for the full or partial integration of a
range of other professionals from other services although their line
management arrangements would remain unchanged. Negotiations are
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ongoing to finalise these commitments with the PCT, CNWL Trust and
Voluntary Sector providers, and plans are in place for the following
roles/services to be included in these teams: Secondary School coordinator;
Youth Analyst; Substance Misuse; Teenage pregnancy; City Guardians;
Police (Safer Neighbourhood Teams);Housing; PCT (Community nursing,
Sexual Health); CAMHS.
The primary tasks of the Integrated Youth Support Team will be:
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To ensure the effective co-ordination of early identification of need and
early intervention through close partnership and co-ordination with
Integrated Children’s Locality Teams and Children’s Centres
To lead and deliver effective Teams Around the Youth Club and
contribute to Teams around the Secondary School.
To provide an effective intake system to respond to referrals of
individual children in need
To identify and track the needs, interventions and outcomes of children
and young people, using the Common Assessment Framework
Ensure vulnerable young people receive a personalised package of
support co-ordinated by a lead professional
Provide support for vulnerable young people across transitions
Make services more accessible, attractive and relevant for vulnerable
young people
The following staffing changes will need to be implemented in order to form
the three Locality Integrated Youth Support Teams and two City-Wide teams:
(a) The posts of Deputy Head of the Youth Service, Connexions Manager, 6
full-time Team Leader posts, 3 part-time Team Leader posts (1.3 FTE), one
PAYP Service Manager post, one YOT Prevention Assistant Team Manager
post, two full-time Youth Service Manager posts, one part-time Accreditation
Manager (0.5 FTE)and one Connexions Operations Manager post . The posts
of three Integrated Locality Managers, two City-Wide Managers, five Deputy
Integrated Locality Managers and two Deputy City-Wide Managers will be
created.
5.3
Children’s Centres
Each Children’s Centre already has a defined core team consisting of:
Children’s Centre Manager, Outreach worker, Health visitor, Midwife, Early
years practitioner, and Childcare Development Officer. Working across each
locality to support the core team are: Family Therapist, Social worker, Speech
and Language therapist, Employability worker, Childcare development worker,
Special needs support, Domestic Violence worker and Fathers Development
worker. Early identification of need is systemised into the core offer delivered
by Outreach Workers and Health Visitors.
The Children’s Centre Core Offer consists of: Childcare and Early Learning;
Family Support and parental outreach; Child and family health services;
Parental involvement; and Links with Jobcentre Plus.
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6.
Specialist Teams
Just as there is restructuring to create the Integrated Locality Service
described above, so there will also be a corresponding restructuring of the
relevant specialist services.
6.1
Child Protection Teams
Long-term Social Work services to safeguard children at risk of significant
harm and children with complex needs are currently provided by three Local
Children’s Teams (Paddington, Victoria and Marylebone). It is proposed that
these teams will operate more effectively as Child Protection Teams, with a
clearer and more explicit focus on safeguarding as the children in need work
moves to be the responsibility of the Integrated Children’s Locality Teams. It
is proposed that these services are more effectively delivered as two teams,
as their size reduces with 17.5 Social Workers moving to the Integrated
Children’s Locality Teams.
We will therefore delete the three Local Children’s Team Service Manager
posts and create two Child Protection Team Service Manager posts, who
would lead the Child Protection Team (North-West) and the Child Protection
Team (North-East and South). The job descriptions of all team members will
remain unchanged. One Deputy Service Manager and a group of
practitioners will continue to be based in the south of the borough.
The Duty & Assessment Team will remain, however it is planned that the
children in need work currently undertaken by this team will move into the
Integrated Locality Teams, so that the Duty & Assessment Team becomes an
explicitly Child Protection service. In line with this change of emphasis, the
Day Care service for Children In Need which is currently located within the
Duty & Assessment will be more appropriately located within the Early Years
Service.
6.2
Social Inclusion & Education Welfare Service
In the short term, the professional line management and local authority lead
for school attendance will remain in Social Inclusion, within the Schools &
Learning Directorate. Poor attendance is one of the key factors linked with
underachievement at school and it is therefore important that the links
between the Education Welfare Service and School Effectiveness are
retained. However it is anticipated that a review of School Inclusion services
will take place in the next 18 months to review this position and ensure
effective delivery across Children’s Services. The professional lead for
Education Welfare will remain in the Social Inclusion team.
One Education Welfare Officer post will be deleted and a Senior Practitioner
for Statutory Action post will be created.
6.3
Specialist Young People’s Services
While the local and city-wide Integrated Youth Support Teams will intervene
earlier to prevent problems faced by young people becoming more serious
there will remain the need to provide specialist services to young people with
complex needs on a City Wide basis.
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Despite all the efforts being made to intervene earlier there will remain the
need to meet the more complex needs of young people whose life
experiences require a statutory response from the Council.
The Westminster Accommodation and leaving Care Team (WALC) will
continue to closely support Looked After young people who are transferred to
the team around their 16TH birthday. The WALC team works closely with these
young people to support them especially in such areas as education and
training, health and accommodation to ensure they are prepared for the
independence they will experience as adults. The WALC team works with all
young people while they are in care or afterwards up until the age of 24 if
necessary and wherever they live. These young people also benefit from
specialist young people’s staff seconded from the Connexion Service, the
Youth service and the Young people’s Substance Misuse Service.
The Youth Offending Team will continue to work with children and young
people who offend and are subject to a statutory order from the courts. As
with the WALC team the YOT is a multi- disciplinary team that works to stop
children and young people re-offending by challenging their behaviour while
assessing and meeting their particular needs. Young people who finish their
statutory orders will be referred back to their locality IYSS team so support
can be continued.
6.4
Integrated Working Team
The implementation of the core elements of Integrated Working (Information
Sharing, CAF, eCAF, ContactPoint and the Lead Professional) are led and
supported by a small Integrated Working Team. It is proposed to restructure
this team to reflect the new plans for integrated locality working and provide
improved leadership for this work. The team is currently led by two managers
and it is proposed to delete both posts and create a single Integrated Working
Team Programme Manager and an Integrated Working Project Officer. It is
proposed that the Programme Manager post be fixed-term for two years only,
as it is expected that all the elements of integrated working will have been
implemented within that period, and further embedding of these ways of
working would then fall to the mainstream Locality Management posts. There
will be three Project Officer posts ensuring the effective introduction of
integrated working who will need to remain working as a specialist team for
some time, but it is envisaged that these posts should in time devolve to
become three Integrated Working Practice Advisors, one in each of the
Localities.
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7.
Overview Organisation Chart
The Structure of Integrated Services
ContactPoint
Children’s
Centres
Locality
Cluster
Education
Welfare & Other
Specialist Schools &
Learning Tmeas
Primary &
Secondary
Schools
Integrated
Children’s
Locality
Team
Youth
Projects
Integrated
Youth Support
Team
Child Protection
Teams & Other
Specialist
Family Assessment
& Intervention
Team –
Children,Young
People & Families
Teams
Family Recovery
Programme, Adults &
Other Services
CAF
Specialist
Early Years
and Nurseries
Lead Professional
Targeted
Universal
GP Practices
8.
Management, Governance and Commissioning
8.1
Locality Team Management
The Integrated Children’s Locality Teams will be managed by a Locality
Manager and a Deputy Locality Manager. These six posts will be filled by
redeploying existing managers from the Social Care and Education Welfare
teams. One of the Social Work Managers to be redeployed is the Coordinator for the Remodelling Social Work Pilot, a post funded until March 31st
2011 through grants from the Children’s Workforce Development Council, and
it is anticipated that by that time it will be possible to deploy a further Manager
from the specialist teams
The Integrated Youth Support Teams will be managed by three Locality
Managers and five deputy locality managers.
The arrangements for management of the Children’s Centres will remain as at
present.
There will be regular meetings of the Locality Managers from the three areas
of service. The lead responsibility for co-ordination will lie with the Managers
for the Integrated Children’s Locality Teams.
8.2
Senior Management Structure
The Integrated Children’s Services Teams will be managed by a new post –
Head of Assessment, Localities and Early Intervention. The
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current post of Head of Assessment and Duty will be deleted and the current
incumbent redeployed into the new post.
The Head of Assessment, Localities and Early Intervention will together with
the Head of Young People’s Services and the Head of Early Years have
responsibility for delivery of an Integrated Locality Plan in each Locality as
well as:
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Developing partnerships and building on existing networks within and
around children’s centres, youth clubs and schools.
Implementing teams around universal settings, in the first instance
schools, but eventually youth clubs and GP practices
Development of multi-agency working practice
Development of clear processes so that universal services can access
targeted services quickly and efficiently
Developing a full understanding of the needs within a locality and creating
nascent commissioning structures that can develop into Locality
Commissioning Boards
The new post will continue to manage the front line Duty and Assessment
(DAT) social work team as well as the locality teams in order to ensure robust
safeguarding practice across locality teams and specialist services, and the
appropriate allocation of work in either locality or specialist teams. The
creation of this new Head of Service post together with the redeployment of
Social Workers and Education Welfare Officers will offer an opportunity to
both Social Care and Schools and Learning Directorates to review their line
management arrangements. In order to ensure that the new post has the
capacity to develop the localities, the Emergency Duty Team and St Mary’s
Hospital Teams will now be line managed by the Head of Child Protection &
Specialist Services.
The Integrated Youth Support Teams will continue to be managed by the
Head of Young People’s Services who will have responsibility for:
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Developing the Locality Integrated Youth Support Teams.
Contributing to the development of teams around secondary schools.
Developing teams around the youth clubs.
Continuing the development of a joint response to anti-social behaviour by
young people.
Ensuring that the newly formed Locality Youth Support Teams are
integrated with the City wide and Specialist Young People’s Services.
Ensuring that the Integrated Youth Support Teams work in partnership
with the voluntary sector.
Ensuring that young people and their families participate in the
development of services.
The Children’s Centres will continue to be managed by the Head of Early
Years, Extended Schools & Play who will have responsibility for:
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Building on the existing achievements of Children’s Centres.
Contributing to the development of teams around GPs and primary
schools.
Ensuring that the Children’s Centres work in partnership with the voluntary
sector.
Ensuring that children and their families participate in the development of
services.
8.3
Locality Governance & Commissioning
Multi-agency governance and commissioning structures will be created in
each locality, reporting to the Children & Young People’s Strategic
Partnership. Commissioning arrangements within Children’s Services are
currently under review, and a new post has been created with the PCT for an
Assistant Director responsible for Joint Commissioning. Further consultation
with our partners is planned to determine the exact governance and
commissioning arrangements which will be most effective and which will need
to be in place by the time the new locality teams become operational in
September 2009.
9.
Staff Consultation
Extensive consultation to date across service users, other
organisations, staff, schools, Youth workers
Overview of proposals for Integrated Locality Working
June 08- Primary Heads conference
3rd July - Half-day Conference for Family Support Panel members (all
agencies), Remodelling Social Work Pilot Team and community-based Social
Workers
20th August - Remodelling Social Work Pilot Team Awayday
27th August - Extended Children's Services Board - including initial proposals
on new senior management structure
23rd Sept - Extended CSB
25th Sept - Meeting with Regional Director of NCH - now Action For Children
1st Oct - Children's Services Management Conference
October x4 Open Staff Briefings - Michael O'Connor presenting proposals to
open staff sessions, c 20-30 attending each one, able to ask questions
21st October - Partners Conference
23rd October - Children’s Centres Strategic Group
10th November - Workshop with Young Peoples Services Managers
11th November - Duty & Assessment Team Meeting
12th November Education Joint Consultative Committee (trade union group)
13th November - Meeting with Jackie Rosenburg re Voluntary Sector
17th Nov - Central Children's Centre Cluster Board
18th November - Extended Children’s Services Board
1st December - Workshop with Children's Centres on Team Around
9th December - South Children’s Centre Cluster Board
16th December - Workshop with Social Workers linking to Schools
Plus throughout the year:
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Social Work Service Managers consulted in fortnightly management group
meetings, and taking discussion back into their team meetings
Primary Headteachers executive given monthly briefings
Consultations on detailed proposals for Integrated Locality Working
7th January - Victoria Family Support Team
13th Jan - Marylebone Family Support Team
27th Jan – Half-day Conference for all services
Arranged:
20th Jan - Duty & Assessment Team
28th Jan – Social Work Teams
28th Jan - Remodelling SW Pilot Team
30th Jan – Paddington Family Support Team
5th Feb and 3rd March - Duty & Assessment Team
10th Feb – Integrated Working Team
Consultations on detailed proposals for Education Welfare Service
Meeting with team leaders - December 08
Meeting with team leaders - 9th Jan
Invitation to workshop - 21st Jan
CS conference/workshop - 27th Jan
Supervision meetings with team leaders 16th Jan
Consultation with S&L managers at fortnightly management meetings ongoing
Workshop planned for 24 Feb
Young People's Services Consultation to date.
March 2008- Conference for all managers in Young people's Services to
discuss roll out of IYSS and TYSS.
July 2008 - Conference for all staff in young people's services to explain roll
out of IYSS and TYSS.
July 2008- EB attended Connexions annual conference to explain forthcoming
changes.
July 2008 - Meeting with partners to explain new structure.
September 2008 . Every month- Meeting of Young Peoples' Services
Management group.
September 2008- Meeting with Connexions Management group to discuss
proposed changes and roll out of IYSS and TYSS.
September 2008- Meeting with Youth Service Management Group to discuss
proposed changes and roll out of IYSS and TYSS.
October 2008 - ongoing. Regular meetings with senior management group in
young people services to discuss roll out of new structure.
November 2008- EB attended the Youth project providers City Wide meeting
to explain new structure.
December 2008 -EB attended the Youth project Providers City wide Meeting
to provide update on new structure.
December 2008- Young People's Services Management meeting at Archives
Centre to discuss impact of new structure.
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January 2009- Start of weekly meetings to discuss development and progress
of TYST Trial.
Proposed Consultation regarding Trial TYST and New Structure for
Young People's Services.
Late January 2009- Young People's Management Awayday to discuss TYST
Trial and roll out of IYSS.
12Th January for 2 weeks- Group and 1 to 1interviews with young people's
staff carried out by independent facilitator.
February 2009- All day consultation event with young people.
March 2009- All day staff conference for Young People services staff.
January 2009- Weekly TYST Trial meetings continuing.
January 2009 - Monthly Young People's Management Meetings continuing.
10.
Equalities Impact Assessments
See attached at Appendix 2 and Appendix 3.
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11.
New Structure of Children’s Services
The two charts below show current and future overall structure for Children’s
Services as it is affected by this cabinet member report.
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12.
Detailed Organisation Charts
Below are the detailed organisation charts with current and future structures.
Current Structures
(a) Young People’s Services
(b) Duty & Assessment Team
(c) Integrated Working Team
(d) Marylebone Family Support Team
(e) Paddington Family Support Team
(f) Victoria Family Support Team
(g) Education Welfare Service
Future Structures
(a) Young People’s Services
(b) Duty & Assessment Team
(c) Integrated Working Team
(d) NE& S Child Protection Team
(e) NW Child Protection Team
(f) NE Integrated Children’s Locality Team
(g) NW Integrated Children’s Locality Team
(h) S Integrated Children’s Locality Team
(i) Education Welfare Service
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Future Team Structures
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