Children’s Trust Ad Hoc Scrutiny Panel11 February 2010

CHILDREN’S TRUST AD HOC SCRUTINY PANEL

A meeting of the Children’s Trust Ad Hoc Scrutiny Panel was held on 11 February 2010.

PRESENT:Councillor Brunton (Chair); Councillors Biswas, Dryden, Lancaster, Majid, Purvis, P Rogers, Sanderson, Taylor, and Williams.

OFFICERS:J Bennington, J Ord and L Spaven.

** PRESENT BY INVITATION: Superintendent Karen Ravenscroft, District Commander for Middlesbrough, Cleveland Police

David Smith, Specialist Children’s Services Adviser, Department of Children, Schools and Families.

**AN APOLOGY FOR ABSENCE was submitted on behalf of Councillor Junier.

** DECLARATIONS OF INTEREST

No declarations of interest were made at this point of the meeting.

** MINUTES

The minutes of the meeting of the Children’s Trust Ad Hoc Scrutiny Panel held on 18 January 2010 were submitted and approved as a correct record.

CLEVELAND POLICE

The Scrutiny Support Officer submitted a report the purpose of which was to introduce representation from Cleveland Police to provide information and a perspective on the Middlesbrough Children and Young People’s Trust.

The Panel was reminded that with effect from April 2010 the responsibility for preparing and publishing the Children and Young People’s Plan (CYPP) would become the joint responsibility between all the statutory partners. Cleveland Police was a statutory partner of the Middlesbrough Children and Young People’s Trust and therefore had a key role to play in the work of the Trust to improve the lives of children and young people in Middlesbrough.

The Chair welcomed Superintendent Ravenscroft who in her initial comments explained that she had recently been appointed as District Commander for Middlesbrough and therefore had only been able to attend one meeting of the Trust Board and a workshop so far. It was considered that such events had demonstrated a broad representation committed to working in partnership to achieve improvements and better outcomes for children and young people. During the workshop a number of elements had been identified for ongoing work and good practice whilst recognising there were areas for improvement.

Specific reference was made to the opportunities for close working with partners with particular regard to information sharing in order to achieve a better understanding as to what was needed, identify priorities and jointly resource what was required. Given the current financial climate and likely increased pressures on the public sector it was considered important to maximising the opportunities for working in collaboration on identified priorities in the short, medium and long term.

Members asked specifically what areas Cleveland Police thought should be priorities for the Children’s Trust in the next three to five years and where there could be improved collaboration. In response references were made to creating greater opportunities for closer liaison with schools around trying to influence as to what is acceptable behaviour and developing out of school activities. An indication was also given of the importance of links with community forums in order to help understand what the important issues were for young people. A number of areas were identified of proactive measures which were being pursued with specific reference to alcohol and drug related problems which significantly impacted on families, quality of life and fear of crime.

Reference was made to the development of an Information Sharing Protocol by GONE which was seen as helping to address one of the continuing challenges around information sharing. The likelihood of partners being encouraged to sign up to it was referred to and an assurance given that appropriate measures would be in place to help ensure that every endeavour would be made to safeguard the most vulnerable. It was felt that such a protocol would assist in depersonalising appropriate data and identifying who was best placed to deliver a service thus avoiding duplication.

Members were keen to ascertain the extent to which information could be shared as a number of examples were given of recent incidents where earlier intervention and sharing of information could have lessened the problems which had occurred. Should the Information Sharing Protocol be pursued it was noted that it would not just be the responsible representatives but there would be a formal agreement on behalf of each agency. It was acknowledged that in terms of early intervention it was important for protocols to be in place to ensure awareness of important contacts between the agencies.

In commenting on the CYPP and in response to clarification sought from Members the Panel was informed that there were opportunities to continue to develop areas especially given the intended review next year. Reference was made to a three-year plan by the Police, which also provided an opportunity to improve current processes which would be reflected in the CYPP. Such a process would identify opportunities, emerging trends/issues, where to set priorities and allocate resources.

Clarification was sought as to whether or not there were any areas of conflict in terms of meeting Government targets which may impact on the emphasis placed on certain areas of the CYPP and of the possibility of the Trust setting its own targets. In response it was stated that this was not the case and like other organisations the Police had their own targets although there was a significant amount of overlap. The view was expressed that in some cases setting targets may be beneficial but it was considered that the emphasis should be on measuring outcomes, ensuring quality and that the best outcome is achieved.

AGREED that Superintendent Ravenscroft be thanked for the information provided and contribution to the subsequent deliberations the outcome of which would be incorporated into the overall review.

GOVERNMENT OFFICE NORTH EAST – DEPARTMENT FOR CHILDREN SCHOOLS AND FAMILIES

The Scrutiny Support Officer submitted a report the purpose of which was to introduce representation from the Department of Children and Families to provide information and a perspective on the Middlesbrough Children and Young People’s Trust.

It was acknowledged that Government Offices had a crucial role to play in considering the progress and the development of Children’s Trusts. This was especially the case given the Government’s expectation that the Children’s Trust should be firmly positioned with the Local Strategic Partnership, to champion the interests of children and young people.

The Chair welcomed David Smith, a Specialist Children’s Services Adviser for the Department of Children, Schools and Families who amplified the written response previously circulated to the Panel.

The Panel was advised that the main relationship between GONE and the Children’s Trust was through the Children’s Adviser and from April 2010 the Children and Learners Strategic Adviser (CLSA) who is invited to attend meetings of the Children’s Trust.

Although both roles had support and challenge as a key part of their goal of improving outcomes for children and young people the CLSA role would be more focussed on applying such areas to improve partnership working. The CLSA would also be responsible for negotiating all LAA targets, including statutory targets, for children and young people.

It was noted that the Department for Children, Schools and Families (DCSF) was determined to promote Trusts and the closer partnership working they required, as the means of achieving the step change necessary to improve outcomes. The CLSA would be leading on such aims regionally for the Department. As part of such a process new ways of working, including CAF and multi-agency integrated teams would be driven through the Trust. GONE was interested in monitoring such developments and when necessary providing support or challenge to ensure that progress was made. To support the process the DCSF were piloting a new procedure known as Getting Ahead of the Curve and Middlesbrough had been selected as one of the pilot authorities.

In terms of the extent of progress achieved by the Trust, it was indicated that the concept of the Children’s Trust was seen as evolving. Since 2004 each local authority area had been developing their own arrangements within broad parameters.

From experience it was noted that Trusts differed considerably in the way they operated and the way they engaged with partners. It was stated that in Middlesbrough he had been impressed by the strength of leadership within the Council and engagement with some key partners.

The significant challenges facing Middlesbrough Children’s Trust over the next three to five years were similar to those facing all Trusts but were modified by the context, history and strength of partnership in each Children’s Trust area.

The key issues were identified as follows: -

a) Forging a stronger partnership, especially with the new organisations that would have a duty to co-operate which included, maintained schools, Academies, 6th Form Colleges/FE Colleges and Job Centre Plus. The challenge facing Middlesbrough and other Trusts would be how to address a cultural expectation and history of separateness on the part of schools. The duty to promote child wellbeing and the new inspection regime would be strong drivers for cultural change but would take time and also a developmental approach.

b) The development of a co-ordinated Children’s Trust owned Children and Young People’s Plan by 2011 which would need to incorporate the contributions of all Trust partners to address the priorities identified by a detailed joint needs assessment.

c) The development of protocols and processes for holding Partners to account for their contribution to the CYPP avoiding duplication ensuring efficiency in terms of resources, work undertaken and timescale.

d) The development of the Trust as a genuine commissioning body, which would involve the re-configuring of services, including decommissioning where appropriate, to meet the assessed priorities.

e) The development of an infrastructure that would support such changes.

In commenting on (a) above it was acknowledged that this involved an immense change and was a key part of the future of Children’s Trusts. Ensuring that the most appropriate and effective representatives were appointed was considered key in this extended area of the partnership arrangements. Specific reference was made to the additional involvement of Job Centre Plus and potential barriers in being in a position to fully participate. In response it was stated that this would largely depend on the priority some of which would lend themselves to engagement with Job Centre Plus but the need for open discussions as to how such an organisation could contribute would be beneficial. It was felt that in Middlesbrough there was willingness for such discussions and to deal with current potential barriers as a result of the different and inherent cultures.

In terms of commissioning services to meet needs it was considered that an important element for improvement was to ensure that the information relied upon was as up to date as possible. It was felt that there was a tension between the high level strategic plan of the CYPP and commissioning services at a localised level. Members referred to the possible use of more devolved budgets although this was not seen as an easy option and depended upon the priority. The important issue was regarded as the role of the Children’s Trust in taking a strategic view as to where resources should be in order to achieve the desired outcomes. The CYPP should set out the framework in which the commissioning of services could take place.

In discussing some of the wider issues of concern reference was made to education attainment in Middlesbrough and whilst improvements had been made in the overall figures and at a higher rate than the national average in some cases they were shown be to the lowest in the North East.

AGREED that David Smith be thanked for the information provided and contribution to the subsequent deliberations the outcome of which would be incorporated into the overall review.

NORTH EAST STRATEGIC HEALTH AUTHORITY

The Scrutiny Support Officer submitted a report the purpose of which was to introduce a report from the NHS North East Strategic Health Authority (SHA) which provided information and a perspective on the Middlesbrough Children and Young People’s Trust.

The SHA had a crucial role as a statutory ‘relevant partner’ in the Children’s Trust co-operation arrangements, as it provided strategic leadership to local health systems. Day to day partnership working and co-operation with children's services in the twelve local authorities in NHS NE was undertaken by local Primary Care Trusts. The SHA considered the strategic alignment of Children and Young People Plans when reviewing PCT strategic plans.

The SHA had identified a senior manager to develop an agreement with all children’s trust boards in the North East as to how the SHA would discharge its responsibilities in line with the new guidance to be published. The SHA for some time had a written compact with the Local Safeguarding Children’s Boards in the North East which could be adapted to set out how the SHA worked with the 12 children’s trust boards.

In terms of best practice, PCTs in NHS NE worked closely with their Children’s Trusts Boards to deliver improved outcomes for children and young people. The North East PCTs had a stable workforce of child health commissioners who were experienced at multi-agency partnership working. Securing better health for children and young people through world class commissioning: A guide to support the delivery of Healthy Lives, brighter futures: the strategy for children and young people’s health set out the central role of the commissioner in improving outcomes for children and the world class competencies in the context of children’s health. It was considered that it also aligned the joint commissioning and health commissioning cycles.

The common themes across Children’s Trusts were seen as leadership and accountability; and embedding the CYPP as a key document. The children’s trust boards required strong leadership and effective partnership working to deliver priorities and to facilitate co-operation arrangements. The accountability arrangements for Children’s Trusts needed to be developed in partnership and endorsed by all partners.

Children’s Trusts would need to develop mechanisms to support partners and align their strategic objectives to those of the CYPP. NHS Middlesbrough was a key partner in the Children’s Trust and was aligning PCT plans to reflect the ongoing work and priorities in local partnership arrangements.

The Middlesbrough CAMHS Partnership was currently updating its CAMHS SAM (Self-Assessment Matrix). The partnership had developed a Self-Harm Protocol and was now working on implementation and training of Tiers 1 and 2 services. The Regional Development Worker for CAMHS attended the Middlesbrough Child and Adolescent Mental Health Services (CAMHS) Partnership and was supporting the partnership with key priorities.

The NHS Operating Framework for 2010/2011 set out the priorities for the NHS for the year ahead and identified the priorities, which Children’s Trusts would want to consider in respect of child health.

AGREED that the information provided be noted.

DATE OF NEXT MEETING

It was confirmed that the next meeting of the Panel would be held on 10 March 2010 when Middlesbrough Council’s Chief Executive and a representative of the Youth Offending Service would be attending.

NOTED

108946.doc1