Section 2 – Making it happen
Realising the vision set out in this Plan depends on the success of the following elements
Integrated working through the Children’s Trust and Local Children’s Partnerships
Hampshire’s Children’s Trust is responsible for developing and promoting integrated front-line delivery, centred around the child, young person or family.
At a community level, this approach is facilitated by Local Children’s Partnerships (LCPs), who are responsible for delivering the CYPP in their local areas. LCPs utilise their local knowledge to bring services together to meet the needs of local children and families. In doing so, they have a key role in developing and maximising the effectiveness of early help services in their communities. They also play an important part in sharing understanding of local need and helping to ensure that resources are directed to where they are needed most.
The structure of Hampshire’s Children’s Trust is illustrated below :
The Children’s Trust has an established Governance Framework and Terms of Reference,
which provides a clear structure and set of accountabilities to support partnership working. This is available online at: www.hants.gov.uk/childrens-trust.
In future, the Children’s Trust will be linked to the arrangements for the Health and Wellbeing Board.
Diverse and experienced workforce
The strength and quality of services for children and young people in Hampshire lies in the confident, motivated and diverse range of professionals that make up our workforce. Whether paid employees or volunteers, working for public, private or voluntary organisations, we all have distinctive specialist skills, with a shared commitment to improving outcomes for children and young people. In working together, we can find local solutions that best meet needs, and can build capacity by sharing knowledge and driving improvement; essential if early help services are to be effective.
The Children’s Trust and Local Safeguarding Children Board will continue to create opportunities for joint training, continuous professional development and learning from each other. Furthermore, as individual organisations forming the Children’s Trust, we remain committed to investing in our own workforce and building a culture of support and continuous learning for staff.
Sharing information on the level of need in communities is vital for the effective planning of services, particularly early help. At an individual child level, it is essential for protecting children from harm.
Hampshire Children’s Trust has a clear Information Sharing and Confidentiality Policy, which is available online. This reflects our ongoing commitment to promoting good practice and overcoming barriers in sharing information.
Engaging children and young people
The Children’s Trust vision for participation is that:
In Hampshire, all children and young people have the opportunity to participate in decisions which affect their lives. They will have access to the services they need, when they need them and shape how these services are planned and delivered.
At a local level, LCPs are responsible for ensuring that children and young people are engaged in service design, delivery and evaluation, in line with the Hampshire’s Participation Strategy. Key activities for securing the regular participation of children and young people include:
- annual surveys of primary and secondary school pupils, seeking their views on their school, local area and well-being
- Hampshire County Youth Conference
- representation on the UK Youth Parliament
- consultation on specific strategies
- Care Ambassadors: young people who have been, or are, in care who support other children in care to have a voice
- Hampshire’s Rights, Respect and Responsibilities programme, which places an emphasis on pupil voice including providing systematic opportunities for children and young people to participate in decisions so that they learn to make an active contribution to their school, community and wider society.
Working with parents/carers
Members of Hampshire Children’s Trust routinely engage with parents and carers to ensure that services are accessible, inclusive and responsive to local needs. Examples include:
- elected parent representatives sitting on the governing body of every school
- parents and carers as key partners in the governance of children’s centres, through parent forums
- parents sharing information and experiences with service providers through Parent Voice, the network of parents and carers of children with disabilities and/or additional needs in Hampshire.
Strong safeguarding arrangements
Keeping children and young people safe is a key priority for all partners. Hampshire has promoted a robust and consistent understanding of the thresholds for statutory services, through our Thresholds Chart and Guidance for Thresholds of Statutory Intervention, both of which are easily accessible at: www.hants.gov.uk/childrens-trust. The common level of knowledge supported by these reference documents helps to ensure that the most vulnerable children and young people receive support as soon as possible.
The Children’s Trust has a strong relationship with the Hampshire Safeguarding Children Board, the statutory body responsible for co-ordinating, monitoring and challenging partner agencies in safeguarding children in the county. We will continue to work together to develop and improve services, including early help and promoting child safety with parents and carers. This Plan is informed by the findings and recommendations of the Safeguarding Children Board, who produce a report every year on the effectiveness of services in Hampshire.
Building new relationships
In evolving and adapting to national policy frameworks for schools and public health, the Children’s Trust will work to develop strong relationships with new and existing partners. Key relationships will be with the organisations responsible for commissioning and delivering health services, and with the schools responsible for providing a high-quality education for Hampshire’s children and young people, whether a maintained school or an academy.
Engaging with health commissioners and service providers to promote public health outcomes will be led by Hampshire’s emerging Health and Well-being Board, a new statutory partnership from 2013. The Children’s Trust and Health and Well-being Board will work together in developing coherent strategies for improving child health, that reflect joint needs assessment and shared priorities.
Hampshire’s Children’s Trust believes that regardless of individual governance arrangements, all schools and academies have a key role to play in improving outcomes for children and young people, as established by the duty to co-operate. The trend towards increasing freedom and responsibility for all schools is also balanced by a requirement for the County Council to champion the interests of children and families, including securing a sufficient supply of school places, tackling underperformance and ensuring high standards, and supporting vulnerable children. Working together remains the best mechanism for delivering these three key objectives.
Promoting diversity in the provision of services for children, young people and families
Much of Hampshire’s expertise in working with children, young people and families lies in the voluntary and community sector. Hampshire Children’s Trust is committed to developing opportunities for voluntary, community and social enterprise organisations to shape and deliver services, in line with the localism and Big Society agendas. In 2012/13, £1.6m has been invested in local voluntary and independent sector organisations to deliver youth support services, based on assessments of need by LCPs.
Exploring new funding models
The Children’s Trust will explore the potential use of new funding models to support services for children and young people. This may include community budgets, a new Government approach to giving local public sector partners greater freedom to work together to redesign services around the needs of residents. The intention is to improve outcomes, reduce duplication and save money. Nationally, these budgets are being trialled as a way of delivering integrated services to families with multiple problems.
Links to other plans and strategies
Effective delivery of the CYPP is linked to a number of other key plans and strategies, including the:
- Youth Justice Plan
- Rural Delivery Strategy
- Crime and Disorder Strategy
- Young Carers Strategy
- Participation Strategy
- Hampshire Safeguarding Children Board Business Plan
- Primary Care Trust/local GP commissioning group plans
- Joint Health and Well-being Strategy (from 2013)
- Play Strategy
- Economic Development Strategy.
Progress against the CYPP is measured against the success indicators outlined in the Action Plan. The Children’s Trust Board receives reports on progress twice yearly. A clear reporting structure for Hampshire’s Children’s Trust is outlined in the Governance Framework and Terms of Reference. This is summarised below.
Children’s Trust Business Group
The Business Group is responsible for reporting progress against the CYPP to the Children’s Trust Board. As part of this process, the Business Group will:
- ask partners to provide relevant information on progress made in implementing their local delivery plans
- review priorities and targets and progress towards them and identify risks and issues in the delivery of the CYPP
- interrogate performance indicator data, where appropriate
- recommend strategic actions to the Children’s Trust Board, where targets are not being met.
Local Children’s Partnerships
The reporting structure for LCPs consists of:
- developing and implementing a local delivery plan, identifying key priorities and actions to improve outcomes for children and young people within communities
- twice-yearly reporting of progress against local delivery plans, in order to inform reporting against the CYPP.
It is recommended that LCPs develop and implement a local delivery plan, identifying key priorities and actions to improve outcomes for children and young people within their communities. These will be informed by the key priorities of the CYPP. Each plan should contain clear measures that can be used to monitor progress and inform any distribution of resource.