Southampton Children & Young People s Trust

Transcription

1 Southampton Children & Young People s Trust BUSINESS PLAN Page 1 of 12

2 Contents Section Page SECTION 1 INTRODUCTION...3 SECTION 2 CURRENT POSITION...4 SECTION 3 ACTION PLAN...7 Page 2 of 12

3 SECTION 1: INTRODUCTION This business plan for the Southampton Children & Young People s Trust (CYPT) has been produced to support the delivery of the new Children and Young People s Plan (CYPP) , which sets out the Trust s priorities for improvements and the actions it is going to take to achieve these priorities. The business plan also reflects new national government guidance, published in November This guidance Children s Trusts Statutory guidance on interagency cooperation to improve wellbeing of children, young people and their families sets out a number of recommendations for CYPT development, some of which will be subject to legislation. The guidance reaffirms that the role of the CYPT Board is to put in place the five essential features of the Children s Trust: - developing a child and family-centred, outcome-led vision - putting in place robust arrangements for inter-agency governance - developing integrated strategy: joint planning and commissioning; pooled and aligned budgets - developing integrated processes and effective joint working sustained by a shared language - developing and promoting integrated front line delivery organised around the child, young person or family rather than professional or institutional boundaries Other key messages in the guidance include: - strengthening involvement of schools and colleges - strengthening commissioning and workforce development - ensuring there is good communication between the CYPT and Local Safeguarding Children Board (LSCB) and clarity around roles - strengthening consultation, engagement and participation of children, young people and families This business plan has been produced to turn the vision of the CYPP and of government guidance into a reality. It sets out the organisational development priorities and action plan to strengthen CYPT s leadership role. It reflects the new national guidance and the Audit Commission Report: Are we there yet? (October 2008). Page 3 of 12

4 SECTION 2: CURRENT POSITION Where are we now and where do we want to be? Southampton Children and Young People s Trust was established in January 2008, as a central part of the Every Child Matters agenda, to harness the energy, commitment and resources of partner agencies with the aim of aligning services around the needs of children and young people. The structure of the CYPT is illustrated below in figure 1: Southampton Partnership / LAA Delivery Board Southampton Joint Commissioning Board Children & Young People Trust Board Health & Wellbeing Partner - ship Safe City Partner - ship Economy & Enterprise Partner - ship L CYPT Executive S C B Stay Safe Be Healthy Enjoy & Achieve Positive Economic Contribution Wellbeing TRUST CONFERENCE Figure 1 The Children and Young People's Trust reports to the Southampton Partnership/LAA Delivery Board and is one of four key partnerships for the City, the others being the Health and Wellbeing Partnership, Safe City Partnership and the Economy and Enterprise Partnership. An overarching Southampton Joint Commissioning Board has been set up by Southampton City Council and Southampton City PCT to ensure effective joint commissioning and agreement on joint financial, procurement and contractual arrangements in relation to all services the two agencies commission for health, wellbeing and improved life outcomes for children and adults living in Southampton. Membership of the Joint Commissioning Board includes Director level representation from the PCT and Southampton City Council and other partners as and when required. The Joint Commissioning Board is in the process of producing an overarching joint commissioning strategy, which will also reflect the joint commissioning plans of the CYPT. Central to the Children and Young People's Trust is the Trust Board which has accountability for ensuring the planning and delivery of high quality services that are based around the needs of local children, young people and their families. The Page 4 of 12

5 Cabinet Member for Children s Services chairs these meetings supported by the Director of Children s Services. The Board is administered and minuted by SCC Legal and Democratic Services. Reporting to the Trust Board are five Steering Groups which reflect the Every Child Matters five outcomes for children and undertake the day to day work of the Trust. Supporting the Trust Board is the Trust Executive which advises the Trust on planning, commissioning and performance issues, ensures that systems and processes are operating effectively and that the different agendas are brought together in a cohesive way. Periodically, the Trust holds a Trust Conference to consult with and engage the full range of colleagues and agencies delivering children s services in the agreement and delivery of priorities. Assessment of key strengths, opportunities and areas for development Over the period January May 2009, the Trust has assessed its current position using a structured self assessment tool compiled by the DCSF Commissioning Support Programme and held a Trust development day on 20 May The following summarises a number of the key themes emerging from this self assessment. Strengths Overall, the Trust is currently a strong partnership in an early stage of development. Key strengths are: a robust constitution and infrastructure strong engagement of health partners good links with other city partnerships/cross cutting representation (e.g. Safe City Partnership) good partnership engagement, which is reflected in the fact that the steering groups have chairs and vice-chairs from across the partner agencies commitment of elected members an outcomes based focus which is supported by structuring the CYPT Steering Groups around the five ECM outcomes good performance monitoring systems and use of data at board meetings to inform the Trust s business Opportunities The Trust has undertaken a range of activities over the past 12 months from which it is in a good position to build on its strengths. These include: a new CYPP for which provides the Trust with a clear agenda and robust work plan a joint commissioning strategy which sets out a number of workstreams for developing joint commissioning, linked to the CYPP priorities identification and appreciation of the total resource across the City being invested in services for children, young people and families which can be further analysed to support the delivery of joint commissioning priorities five steering groups which are maturing and are well placed to take on a stronger role in terms of: o commissioning/joint commissioning Page 5 of 12

6 o performance management and improvement development of locality working arrangements which will be implemented from April 2010 development of the integrated workforce strategy Areas for development However, in order to build on its strengths and make full use of the opportunities presented above, the CYPT Board has identified a number of areas for review and development: greater clarity of the role of the CYPT Board and of its individual board members stronger leadership and challenge of itself and others where progress is slow increased focus on delivering the integrated workforce strategy increasing children, young people and families influence over CYPT business better communication across the CYPT, Southampton Partnership and general public of the CYPT s priorities, performance outcomes, development work, and successes further strengthening the engagement of schools and colleges communicating more clearly the relationship between and respective roles of the Trust Board and the LSCB reviewing the Trust board membership in line with the new statutory guidance refocusing of CYPT board meeting agendas around CYPP priorities, allowing for a stronger focus on the delivery of the CYPP, more time for discussion and debate, and stronger management of Steering Group agendas and performance Page 6 of 12

7 SECTION 3 IMPROVEMENT PLAN The following action plan has been produced to address the key areas for development/improvement identified in the Self Assessment conducted by the Children & Young People s Trust Board in May/June 2009 and at the Trust Board Development Day on 20 th May It also reflects the requirements for Children s Trusts outlined in the following two documents: Statutory guidance on inter-agency co-operation to improve well-being of children, young people and their families, November 2008 Are we there yet? Audit Commission October 2008 To avoid duplication, the action plan includes only those actions not already covered in the Children and Young People s Plan Actions / Activities Review and amend CYPT membership to reflect statutory guidance in relation to inclusion of: GP Job Centre Plus Academies The private sector Employers Inclusion of other key stakeholders: Housing Young person representative from the Youth Parliament or School Councils or alternative means of securing young people s engagement (Statutory Guidance: 1.21, 2.30, 3.6, 3.7, 3.14, 3.11) Indicators/measures Membership of Board and/or steering groups reconfigured to include new designated partners Monitoring Lead Person Timescale CYPTB Chair Sue Allan By July 2009 Put in place induction and clear role descriptors for CYPTB members Board members are clear about the role of the Board and of their CYPTB Chair Sue Allan By Sept 2009 Page 7 of 12

8 Actions / Activities (Statutory Guidance: ; 3.9, 3.10 ) Indicators/measures responsibilities within it As reflected by repeat self evaluation Monitoring Lead Person Timescale CYPTB, Steering Groups and other key groups to complete self evaluation on effectiveness and implement changes as required. To include a review of the chairing and business management and development arrangements for the CYPT. Self evaluation completed and action plan developed. CYPTB Chair Sue Allan Self evaluation completed Action plan implementation by March Repeat self evaluation in a year to review progress (Statutory Guidance: 3.10, 3.21, Audit Commission: Local councils should review current governance and management arrangements for Children s Services to focus on delivery of improved outcomes) Links with LSCB CYPT to develop mechanism to consult the LSCB on issues that affect how children are safeguarded and to take an overview of the LSCB s work as part of its local monitoring arrangements. Ensure effective communication between the LSCB and the Children s Trust to avoid duplication of work or gaps in policies and services. Develop mechanism to ensure CYPT partners consider children s safeguarding needs across the whole spectrum and champion child safety (including child protection, bullying, preventing accidents, traffic calming measures, access to Self evaluation repeated and progress against initial evaluation assessed; action plan updated Working arrangements and accountabilities between CYPT and LSCB to be clearly set out and implemented. CYPTB Chair Sue Allan Self evaluation repeated and progress assessed June 2010 DCS Ruth Chiva By July 2009 Page 8 of 12

9 Actions / Activities quality green spaces safe outdoor play and safe places for teenagers to meet) (Statutory Guidance: 1.10, 2.11) The CYPT Board to ensure that the voice of front line providers, including voluntary sector organisations is clearly heard by, and directly influences, those taking decisions about strategic planning, commissioning and the resource allocation these drive. (Statutory Guidance: 3.20; 3.23) Review membership and terms of reference of steering groups and the CYPT Executive to reflect their commissioning role (Statutory Guidance: 3.29, 3.30, 3.31) Ensure that governance arrangements are fully operationalised Indicators/measures Board members representing provider services and voluntary services confirm satisfaction with arrangements put in place. Membership and ToR revised and agreed. Monitoring Lead Person Timescale CYPTB Chair Sue Allan July 2009 Stephanie Ramsey Ruth Chiva Paul Nugent Alison Alexander Jean Humphrey Donna Chapman June 2009 Ensure schools and colleges are fully engaged as partners. (Statutory Guidance: 2.15, 3.11, 3.20, 3.21) Ensure shared ownership and responsibility amongst partners for the revision of the Workforce Strategy and for its implementation. (Statutory Guidance: 3.50) Proposed action to achieve this: Workforce Strategy All schools and colleges are aware of CYPT and CYPP priorities and of their role in local commissioning. Workforce Strategy Board representative of all partners. CYPT partners ensure workforce issues are progressed within agencies. School/college reps on CYPTB CYPTB Chair Paul Nugent Jan 2010 Sue Allan/ Hilary Kelly By Sept 2009 Page 9 of 12

10 Actions / Activities Group to be reviewed and developed as a sub group of the CYPT; with minutes shared and at least six monthly progress reports to CYPT Board. Ensure all partners are prepared for and implement correctly the new Vetting and Barring Scheme (VBS), when it begins operation in October (Statutory Guidance: 2.13) Ensure the CYPT connects effectively with the Southampton Partnership, the Safe City Partnership, the Health and Wellbeing Partnership, the Skills and Employability Board and all other city partnerships with related business. (Statutory Guidance: 1.8) CYPT Board to systematically and regularly monitor and evaluate results, challenge itself and others where progress is slow and be sensitive and responsive to the practicalities of front line delivery. Quarterly monitoring reports to be used by Steering Groups to address poor performance and by CYPT Board to hold steering groups to account. (Statutory Guidance: 1.15) To include revision of CYPTB agendas around the CYPP priorities in order to refocus the meetings on delivery of the CYPP, allowing for more time for debate and discussion and performance management of the Steering Groups Indicators/measures CYPTB agendas and minutes reflect its accountable role for workforce issues All partners are compliant with new requirements Representation and attendance on these partnerships is clear and consistent. The work of the CYPT is directly influenced by, and influences the activities of these partnerships. management is embedded in the work at all levels, as reflected in CYPTB and steering group agendas and minutes Monitoring Lead Person Timescale LSCB Contract Managers CYPTB provider partners October 2010 CYPTB chair Sue Allan June 2009 CYPTB Chair Sue Allan From May 2009 Page 10 of 12

11 Actions / Activities Steering Group reports to be focussed around key issues for noting and decision Development of a communication strategy for the CYPT, including development of CYPT website (Statutory Guidance: ) Development of commissioning capacity and capability across the CYPT Training and development of officers in commissioning roles Development of effective procurement and contracting practice Development of joint commissioning in priority areas Developing the provider market to respond to CYPP priorities Engaging localities in the commissioning process Indicators/measures All board members promote the priorities and work of the CYPT and raise awareness of the positive achievements of children and young people. Providers and service users are able to access the CYPP Contracts in place with robust systems for postcontractual monitoring and review Less duplication between different agencies in the services they commission and greater partnership working Commissioning plans are informed by assessment of need and are outcome focussed Providers are aware of the CYPT priorities and feel better able to respond to the need to develop/ redesign Monitoring Lead Person Timescale DCS Sue Allan By Dec 2009 Sue Allan Donna Chapman 31 March 2010 Page 11 of 12

12 Actions / Activities Indicators/measures services Monitoring Lead Person Timescale Page 12 of 12