CHILDREN AND YOUNG PEOPLE’S SERVICES BUSINESS PLAN … · The delivery of the Children and Young...

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CHILDREN AND YOUNG PEOPLE’S SERVICES

BUSINESS PLAN

2018/2019

LIVERPOOL CITY COUNCIL CHILDREN AND YOUNG PEOPLE’S SERVICES BUSINESS PLAN

29 May 2018 v11 of 42

1. Foreword from the Director of Children and Young People’s

Services

Welcome to the Children and Young People’s Services Business Plan for 2018/2019.

The delivery of the Children and Young People Service Directorate Plan is absolutely critical

to the delivery of the Mayors Inclusive Growth Plan and the future success of our great city.

Investment in our 108,000 children and young people, particularly their health, wellbeing

and education is the fundamental building block to ensuring we have a healthy, happy and

prosperous city. This will both ensure the future of the city via the increased economic

growth and prosperity that benefits all, and importantly will halt the exponential, and

unaffordable, increased demand for public services.

The Mayors Inclusive Growth Plan has set out a bold vision for the city that importantly for

many of our children and their families has a clear focus on fairness. We know there are too

many children living in families in poverty, too many with poor health and too many children

in care. We also know that in some cases children, and families, do not get the support they

need at the right time, and that in terms of education outcomes our city does not always

compare well with others. As in many other cities our children are exposed to new threats of

criminal and sexual exploitation and for all the benefits of new technology we know there

are increased risks there too.

As a directorate we are absolutely determined to deal with these challenges and to ensure improved outcomes for all our children and young people. This will only be achieved if everyone plays their part. Many services rely on each other to be successful, and many contribute to several of the outcomes we are seeking to improve. As a City we are clear that we will only achieve our ambitions if all parts of the Council and all agencies work together and crucially if individuals, in this case young people and their families, are engaged effectively and play their part – we can longer ‘do for’ we need be alongside and ‘do with’ children and their families.

To deliver on our priorities and the high aspirations we have for our children and young

people we need to both maintain and improve our current services and deliver on some key

programmes of work including:

Education Outcome Improvement Programme – we are recruiting a Chief Education Officer

and developing a new governance group and new Improvement Strategy , and with key

stakeholders undertaking a fundamental review of how improvement resources are

prioritised and deployed to drive up education standards across all age phases and across

both special and mainstream education. We will also be working closely with employers

across the city to both inspire young learners and provide a talent pipeline for current and

future businesses.

Social Care Quality Improvement – following improvements delivered after the 2016 JTAI

(Joint Targeted Area Inspection) we have updated our improvement plan informed by a

recent LGA Peer Review and an OFSTED ILACS Inspection. We have seen progress but we


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know there is more to do, and as Corporate Parents for 1200 children and young people we

know too this must be a priority for all members and officers of the Council.

Demand Management – in order to deliver a balanced budget for the directorate, and the

wider Council, we have created a programme focused on developing and investing in Early

Help and early intervention and prevention to ensure we support families and safely reduce

the number of children coming into care and increase numbers of those leaving care. A key

component of this is the Families Programme – Liverpool is one of only 11 areas nationally

granted ‘earned autonomy’ by the Troubled Families Programme, this has secured additional

funding to really embed our partnership approach to early help and prevention.

Integrated Working – we are committed to delivering improved outcomes through

increased joint working with health partners including developing a locality model around

our Childrens Centres.

Child Friendly City – we are seeking to work in partnership with UNICEF on a bid to develop

Liverpool as a ‘Child Friendly City’ based around a focus on childrens rights. Critical to this

programme will be children and young people taking a leadership role.

Underpinning all of this work it is critical that we continue to invest in and develop our

workforce. Recognising the pressure this year particularly in our social work teams we have

made investment in additional posts and developed a recruitment and retention strategy,

we have also invested in support for newly qualified staff. But we know it can’t end there

and we need to invest in and develop the whole childrens workforce within the Council and

across schools and others key partners, and crucially support staff in their current role and

develop them into our future leaders. One of my favourite books is Legacy by James Kerr (a

book on leadership in the All Blacks Rugby Team) a key line I taken from this is “Leaders

create leaders, they arm their team with intent then step out of the way”.

I feel incredibly proud and privileged to work for the city, this is the best city in the world

and our children and young people are amazing. Delivery of this plan and working across the

council with other directorates, and with our partners, in supporting the Inclusive Growth

Plan will ensure we provide the future they deserve.

Steve Reddy, Director of Children and Young People’s Services


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2. Context

2.1 Children’s Services Role and Purpose, Challenges and Opportunities

Our Role and Purpose:

Our children are our greatest asset; the citizens of the future who can help to drive and

deliver Liverpool’s vision to be a strong and growing city built on fairness. As the saying

goes …’It takes a city to raise a child’… and here in Liverpool we have ambitious plans

for our children and the services that support them. Our vision is that:

‘All our children and young people enjoy the best possible quality of life and

are able to reach their full potential’. (Inclusive Growth Plan 2018)

The social and economic “payback” from investing in children and young people, and

the services that support them, is healthy and flourishing communities and a thriving

city where more people reach their potential. Helping children and their families make

positive changes to underlying patterns of behaviour by investing in early, preventative

work is key to making lasting improvements in outcomes, reducing demand and

reducing the cost base of services. In Liverpool ensuring safe, healthy, skilled, and

confident children, young people, families and communities will lay the foundation for

an increasingly prosperous city where the social and economic benefits of growth are

enjoyed by all.

A key element of our role is helping children, their families, and their communities to

develop the resourcefulness and resilience that enables them to thrive. This includes

ensuring they have the best start in life, are ready to learn, ready for school, ready for

work and are safe, healthy and free from harm. Working with children and their

families – collaborating and involving them in the development of services that help

shape their future– is a founding principle of all that we do.

As a Directorate, we play a key leadership role within the local authority and working

with other local agencies to improve the social, health, education and economic

outcomes for children and young people. The scope of our work extends across the

statutory functions relating to the education and social care of children and young

people, and to our work with partners to deliver early help and prevention.

The statutory functions we deliver are covered in key legislation and are outlined in

Appendix A.

Our services cover the following areas:

Education, alternative education and school improvement

Early learning and Early Years education


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Special Educational Needs and Disabilities

Social Inclusion

Early Help including Early Help Hubs and Children’s Centres

Social Care including assessment, permanence, adoption and fostering, court and

care planning

Safeguarding and quality assurance

Intelligence, information and performance management

Commissioning

Our aim in delivering the above functions is not only to address the needs of all

children and young people, including the most disadvantaged and vulnerable, and

their families and carers but to go ‘above and beyond’ and ensure that every child has

what they need to succeed. Early learning and education are pivotal to this as are good

health and wellbeing – we recognise that improving these outcomes for children and

young people are at the heart of a strong economy and a strong city.

Attending school regularly lays a secure groundwork for future work and employment,

and can be a protective factor for children and young people and so is a key focus for

us as part of the City’s Inclusive Growth Plan and our Children and Young People’s

Directorate plan.

Our children and young people:

Children and young people in Liverpool are amazing – the city has over 108,000

children and young people aged under 19 years, and 29,000 aged under 5 years. Our

young population is increasing and becoming more diverse. Our young people are

passionate, energetic, enthusiastic, confident and entrepreneurial members of our

society. They are the future of the city and are at the centre of everything we do so the

investment we make throughout their childhood is an investment in the city’s future.

We recognise that some of our children face challenges, from birth or at certain points

throughout their childhood and we play a critical role in helping them to address these

challenges. To provide a simple framework for some of the issues affecting children in

the city we have applied Liverpool’s statistical data to a class of 30 children:


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Out of 30 children:

15 would be girls, 15 would be boys

23 would be White British and 7 would be from ethnic minorities

4 would speak English as an additional language

10 would be living in poverty; 7 would be eligible for a Free School

Meal

1 would be a looked after child or on a child protection plan

5 would have a Special Educational Need, 1 of whom would have a

statement or an EHCP most probably for behaviour, emotional and

social difficulties

11 would be classified as overweight or obese

18 would leave school with a standard pass in English and

mathematics at GCSE level, and the majority would go on to

further education. However 9 would not have reached the

expected standard of reading at Key Stage 2

4 would not be in any form of education, employment or training

at age 16.

Challenges and Opportunities:

We recognise that a key element of our role is helping children, their families, and

their communities to develop the resourcefulness and resilience that enables them to

thrive – this includes ensuring they have the best start in life, are ready to learn, ready

for school, ready for work and are safe, healthy and free from harm.

The links between good educational outcomes, good health outcomes, economic

prosperity and life expectancy are well documented and we know our performance as

a city needs to improve.

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As a Directorate, we recognise the context within which we operate is complex with

the challenges we face centring around:

Managing Demand:

As is the case with many other areas and public services the Local Authority is facing

significant demands on its services as a result of increasing and diverse needs across

the city’s population. We are not alone in this with our health and police partners

identifying similar demand pressures. These demand pressures have financial

implications, particularly where specialist support is required.

Improving Quality:

Improving the quality of our education, social care and early help services remains a

critical success factor in ensuring they deliver a positive and lasting impact for our

children and young people. Our focus on supporting newly qualified staff and

strengthening the skills of our existing workforce needs to improve in order to create

the capacity needed to deliver the changes required to meet the changing demands

across the city.

Ensuring children have a voice:

Ensuring children are at the centre of everything we do remains a core principle –

giving children a voice, knowing what works for them, engaging them in debate and

discussions about future services are all essential to strengthening their resilience and

contribution to deciding the city’s future.

To meet the above challenges, with strong political and corporate support, there are

opportunities to build on. These include:

Our strategic commitment to changing the way we work with children and young

people including our work towards gaining Child Friendly City status and our

commitment with the LSCB to rolling out Signs of Safety;

117 primary schools, 28 secondary schools, and 12 special schools – with all special

schools good or outstanding – and a commitment to transform the collaborative

working around the Liverpool Promise;

A credible reputation for partnership working, successfully developing new services

and delivering transformation initiatives (MASH, Instant Response Team, Early Help

Hubs, Supported Internships for young people with disabilities, as examples) and

equally importantly for our willingness to share best practice;

A vibrant voluntary and community sector with a wealth of knowledge and

experience about children and young people and the challenges that they face;

A passionate, articulate and skilled workforce committed to improving outcomes

for children and young people and already engaged in new ways of working such as

using the Early Help Assessment approach and Graded Care assessments;


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A successful Earned Autonomy Bid attracting additional funding to strengthen our

already successful Families Programme and embed early help and prevention

across all our services.

We adopt a partnership approach because improving outcomes is the responsibility of

everyone who works with and cares about children and young people and their

families. Our aspiration to become a child friendly city means we will ensure our

children and young people are safe, healthy, successful, heard, involved and respected

at home, at school, in their communities - and whenever decisions affect them – it

sends the right message about how important their welfare is to us and how important

they are to our future.


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2.2 Budget Overview

The total net Children’s Services budget in 2018/19 is £111.914m; representing

approximately 27% of the Council’s total budget requirement and £502.730m gross of

all income and recharges; including specific grants and the Dedicated Schools Grant

and Pupil Premium Grant.

2018/19 Budget Gross

£m

Income

£m

Net

£m Early Help 60.491 (46.124) 14.367 Social Care 73.735 (5.390) 68.345 Support for Schools 366.500 (337.298) 29.202 Families Programme 2.004 (2.004) 0 Total 502.730 (390.816) 111.914

2018/19 Budget Gross

£m

%

Employees 244.273 48.6 Premises 28.477 5.7 Transport 2.697 0.5 Services and Supplies 115.263 22.9 Commissioned Services 97.001 19.3 Central Support Service Recharges 15.019 3.0 Total 502.730 100%

Our staffing complement includes our directly provided early help services, social

work practitioners and family support, data and intelligence staff as well as

commissioning managers and support staff.

The numbers only tell half the story though – we know our staff are committed and

passionate about working with children to improve their outcomes. Feedback from a

recent Peer Review noted ‘our staff are our greatest asset’ and we are committed to

supporting everyone through strong leadership and management and regular

workforce development activities. The delivery of our Recruitment and Retention

Strategy for Children’s Services is an integral element to this.

In addition, we are continuing to invest in new technology to support agile working

and ensure a ‘fit for purpose’ working environment for all our staff. Whilst the rollout

is not without its challenges feedback from those who have benefitted from the new

equipment has been positive.

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2.3 Staff & Management Structure

Our current service structures are set out below:

Steve Reddy

Director of Children's Services

Suzanne Metcalfe

Assistant Director Early Help

Claire Campbell

Children's Centres

Hazel Patterson

Children's Centres, Short Breaks, Early Help Info &

Support

Karen Gleave

SEN assessment, High Needs Funding, Local Offer

Katie Hinds

Educational Psychology Sensory Service, SENIS

Trish Berry

Early Help incl. Hubs and Assessment

Fiona Waddington

Assistant Director Social Care

Alison O'Connor

Permanence & Leaving Care

Angela D'Annunzio

Family Support & Residential

Caroline Smith

Court Care and Planning

Nicky Urding

Fostering & Adoption, Disabled Children's Team

Tyra Pether

MASH Partnership Manager

Assessment

Liz Mekki

QA & Safeguarding, LADO & Complaints

Gail Porter

Programme Director

Sarah Hodgson

Strategic Analyis

Linda Coady

Education Systems & Intelligence

Alison Moglione

Families Programme

Wendy Moss

Strategic Workforce Development

Paul Dagnall

Behaviour & Inclusion

Carol Roche

Strategic Commisioning

Alan McCarthy

LSCB Business Manager

Vacant

Chief Education Officer

Sandra Tai

Client Officer School Improvement Liverpool

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2.4 Cabinet Members

The Children’s Services Directorate supports the Cabinet in a wide variety of ways,

including through Cabinet and Select Committee reporting arrangements and Cabinet

Member briefings. We directly support:

Councillor Barry Kushner, Cabinet Member for Children’s and Social Care

Councillor Barbara Murry, Cabinet Member for Education

Councillor Abdul Qadir - Youth and Citizen Engagement.

2.5 Links to Key Plans / Partnerships / Partners

We work well in partnership to improve the outcomes for our children and young

people. Internally within the City Council we work closely with our colleagues in Adult

Services, Community Services and Regeneration Services to connect our support to

children and their families around housing, employment and training, benefits advice

and maximisation, community safety and health. Externally, we collaborate with our

partners in order to deliver effective support to children and their families, at the

earliest opportunity and when there is a need for statutory intervention.

There are a number of existing strategies which support the above including Demand

Management Strategy; Commissioning and Sufficiency Strategy; Children Young

People’s Mental Health and Wellbeing Strategy; Participation Strategy; Early Help

Strategy; Physical Activity Strategy; Attendance Strategy; Early Learning Strategy;

Domestic Abuse Strategy; Neglect Strategy; SEND strategy; Child Poverty Strategy.

These are monitored regularly to ensure they achieve the impact necessary to improve

the outcomes for children and young people.

Key partnerships which help us to deliver include:

Liverpool Safeguarding Children’s Board

Liverpool Children and Families Trust

Liverpool Children’s Transformation Board

Liverpool Children’s Mental Health & Emotional Wellbeing Partnership

Liverpool Families Strategic Group

Liverpool Citysafe and DISARM partnerships

Liverpool SEND Partnership Board.

Partners who play a key role within these partnerships are:

Liverpool Clinical Commissioning Group

Schools and Academies


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Domestic Abuse provider partners

Health providers including Alder Hey and Merseycare

Merseyside Police

Youth Offending

Registered Social Landlords

Merseyside Probation

Merseyside Community Rehabilitation Company

Liverpool Charity and Voluntary Services, and the wider voluntary, community and

faith organisations.

Key Priorities

3.1 Inclusive Growth Plan Priorities

The Mayor’s Inclusive Growth Plan outlines our Directorate contribution to a strong

and growing city built on fairness. Within the Plan our priorities for children and young

people are:

The core principles underpinning the delivery of these priorities are:

Listening to and involving our children, young people and their families to ensure we

understand their lived experiences, their needs and their wishes and feelings, and

what makes the biggest difference in terms of securing better outcomes. To ensure

this we will ensure ‘the voice of the child’ is present in all our service planning and

professional practice, and that we engage, consult and involve children and young

people in a variety of different ways. Our current approaches include:


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Children’s Participation Officers

Children’s Advocacy Officer

Children In Care Council

Schools Parliament

LSCB Young Advisors

Formal and informal consultations

Focus groups through children’s centres, youth groups, voluntary sector

organisations

Project evaluation

Compliments, complaints and feedback.

Making the best use of resources by being outcome-led and evidence-based in

delivering efficient and effective support for children, young people and their families.

This includes transforming our services by developing new ways of working that

empower children, their families and their communities – doing with, rather than

doing things to them or for them. Building the collective strengths, capabilities and

resilience of all of our children will enable us to deliver sustainable change in local

communities and ensure services are secured for the future.

Supporting and developing a confident, motivated and skilled workforce so that

they have the capacity to deliver support in the most effective way to help children,

young people and their families. This includes providing training and development

opportunities; implementing new ways of working including agile working;

strengthening quality of professional practice through practice standards, regular

auditing and reflective learning; and using the feedback from children and young

people as a way of knowing we are making the difference.

3.2 Transformation Plan Priorities

Our major actions to support the delivery of the Transformation Plan include:

Promoting Fair City principles and publishing a Fair City Policy Statement

Achieving Fair City principles outcomes

Securing Living Wage Foundation accreditation

Delivering training and guidance to contract managers and project officers

Working with partners to develop a Fair City Forum.

3.3 Workforce Priorities

Our staff are our greatest asset and we will continue to develop a workforce that has the

confidence, capacity and capability to deliver the right support, at the right time and in the

best way to achieve improved outcomes for children, young people and their families.


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Workforce planning is an important aspect of workforce development and business planning

and we will focus on securing the ‘right people, skills, place, time and cost’ over the coming

year. This will include looking at issues such as succession planning, critical roles and talent

management, apprenticeships and support for new entrants to the Directorate.

We will also devote more time to leadership and management skills, building the framework

for development and progression across the Directorate.

The essential elements of our workforce activities over the next 12 months include:

Delivering the Recruitment and Retention Strategy

Delivering the workforce development elements of the SEND strategy

Implementing the ASYE support programme

Developing positive Student placements

Strengthening our ‘Step up to social care’ arrangements

Implementing an Apprenticeships Programme across the Directorate i.e. social care,

family support, leadership, administration

Seeking apprenticeship opportunities for our Care Leavers

Supporting the implementation and embedding of Graded Care Profile 2 and Signs of

Safety

Delivering a comprehensive learning and development programme for foster carers

Developing the Cheshire and Merseyside Teaching Partnership

Delivering the Liverpool Waves of Hope, Households into Work training programmes

Commissioning the multi-agency workforce offer based around Adverse Child

Experiences (ACEs), ACEs parenting programme, Solihull (attachment) approach and

on-line resource for parents, and restorative practice

Establishing the Children’s and Families Academy.

3.4 Additional Directorate Priorities

Additional priorities for the directorate include:

Making the best use of resources, ensuring that our financial planning and monitoring

systems are robust, our demand management proposal are effectively project

managed, and our commissioning strategy and our commissioned providers deliver

improved outcomes for children and their families.

Supporting and developing a confident, motivated and skilled workforce, ensuring

that our recruitment, retention and progression arrangements provide staff with the

knowledge, skills and confidence to support children and their families effectively and

in a way that encourages independence and resilience.


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3. Key Projects for 2018/2019

Our Key Work Programmes for 2018-19

In addition to the delivery of our core business activities there a number of key work

programmes that will support delivery of our priorities. These are:

Developing our proposals to secure Child Friendly City status, with a focus on the

rights of the child and building a framework to assist us in becoming more child-

friendly in all aspects of governance, environment and services;

Re-launching the Liverpool Promise to focus on improving educational standards

and performance including attainment and attendance for all children;

Delivering the Children’s Social Care Improvement Plan to focus on improving the

quality, consistency and impact of social care practice ;

Developing and delivering a NEET (Not in Employment, Education or Training)

strategy to focus on the employment and skills of all our young people including

the most vulnerable;

Delivering the Children’s Services Recruitment and Retention Strategy to recruit,

retain and grow our workforce for the future;

Delivering the Children’s Transformation Board work programme, which includes

work around the first 1,000 days of a child’s life, the community model of service

delivery involving children’s centres, children’s mental health and wellbeing, neuro

disabilities including autism, better support for disabled children, and more

effective support for transitions.

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4. Delivery Plan and Performance Management

Our directorate will continue to focus on the delivery of quality services during a time of

significant change and transformation, ensuring that all our children and young people

have the support they need to fulfil their potential.

Our Improvement Plan for Children’s Social Care and our plans for improving education

across the city will be the main areas of focus for our work programme. Underpinned by

our existing Early Help Strategy, this work will see an even greater emphasis on the pace

of change, strengthening the efficiency and effectiveness of our service offer, and

securing the best value for money in the use of our resources to improve the outcomes

for children.

Our work to support and develop staff will also continue apace, particularly for our newly

qualified Social Workers. We recognise that our staff are our greatest asset. This view

also extends to those who work for our partner agencies and within the voluntary, faith

and community sectors across the city and so alongside our internal workforce

development programmes we will continue to collaborate with multi-agency workforce

development both via the Liverpool Safeguarding Children Board and through the

Families Programme-funded early help activities.

This business plan sets out our priorities for delivering change and transformation to

improve the outcomes for children, young people and their families across the city.

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Inclusive Growth Plan Priorities

Priority Action/project

[Links with other Directorates &

partners]

Resources Milestones Outcome Director Lead/

Project Lead

Timeframe

1.1

Keeping

children

safe

Implement Children’s Social Care

Improvement Plan [list elements once

confirmed – need to ensure foster care

activities, ART/commissioning activities

are covered]

12 x social workers

(core budget

increase)

Revised

Improvement

Plan in place

by June 2018

The most

vulnerable are

protected

Fiona

Waddington/Social

Care Service

Managers

December

2018

Implement Signs of Safety across

Children’s Services and partner

agencies

[LSCB]

1 x SoS strategic lead (LSCB funded)

Initial training programme delivered by June 2018 Formal launch in Sept 2018

Children live in safe and supportive

families

Gail Porter/Nicky

Walsh

March 2019

Deliver the Children’s Social Care

Workforce Recruitment and Retention

Strategy

[Adult Services]

1 x Strategic

workforce lead, 1 x

workforce

coordinator, 1 x

Business Support

(Families

Programme funded)

1 x workforce

coordinator, 2 x

ASYE coordinators

(core budget)

Project Manager, 1 x

Project Support, 1 x

Practice Learning

ASYE

induction

programme

in place by

June 2018

Consistent quality

and outcomes

across all work with

vulnerable children

and young people

Fiona

Waddington/Wendy

Moss

March 2019


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lead (Teaching

Partnership funded)

Re-design of the Multi-agency Child

Exploitation procedures

[Community Services, Police]

Core budget Draft of

procedures

by July 2018

The most

vulnerable are

protected

Fiona

Waddington/Tyra

Pether

Sept 2018

Review and revise the Multi-agency

Safeguarding Arrangements

[CCG, Police, LSCB partners]

Core budget Proposals

agreed by

Oct 2018

The most

vulnerable are

protected

Gail Porter/Alan

McCarthy

March 2019



partners]

Resources Milestones Outcome Director

Lead/Project

Lead

Timeframe

1.2

Aligning

Health

and Social

Care to

improve

outcomes

and

happiness

of

Develop and implement the

Community Model of Integrated Child

and Family Services with Health

partners

[Public Health]

1 x Programme Director (part funded with Alder Hey and CCG)

Community model business case agreed by June 2018 Implementation programme agreed by Sept 2018

Children have the best start in life

and are ready for learning

Suzanne

Metcalfe/x

March 2019

Develop and implement the 0-19 service model for children’s health [Public Health]

1 x Public Health consultant (Public Health funding)

Draft outline specification by Oct 2018

Children to have the best start in

life and are ready for learning

Suzanne

Metcalfe/Hazel

Patterson

March 2019


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children

and young

people

Review and revise the CAMHS service

specification and commissioning

strategy with Health and Education

partners

[CCG, Public Health]

Core budget Consultation arrangements agreed and in place by Oct 2018

Improved social, emotional and

mental health and wellbeing of

children and young people

Gail Porter/Alison

Moglione

March 2019

Develop and deliver the ‘First 1,000

days’ strategy (including Infant

Mortality action plan, integrated

2/2.5 year assessments and increase

in 2 year old take up of childcare)

[Public Health]

Core budget First 1,000 days group established by May 2018 Work programme developed by July 2018

Children have the best start in life

and are ready for learning

Suzanne

Metcalfe/Hazel

Patterson



partners]


Lead/Project

Lead

Timeframe

1.3

Establishing

Liverpool

Develop and implement the Child

Friendly City Action Plan

[All City and Council partners]

0.2 x Programme Manager (Families Programme funded)

Leadership and governance arrangements agreed by Sept 2018

Increased participation, voice

and influence of children and young

people

Steve

Reddy/Alison

Moglione

March 2019


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as a child

friendly

city

Delivery framework developed by Oct 2018

Establish leadership,

governance and

delivery framework

for achieving

Liverpool Child

Friendly City status

Broaden the children’s participation

strategy and include an annual

survey of children across the city

[Community Services, LSCB partners,

Voluntary and Community Sector

partners]]

Core budget Draft strategy for consultation by July 2018

Increased proportion of children and young people participating

and engaging in decisions which

affect them and the city they live in

Steve Reddy/Julie

Cashin

Sept 2018


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partners]


Lead/Project Lead

Timeframe

1.4

Children

and young

people are

educated,

skilled and

prepared

for a

successful

adulthood

[Launch of Liverpool Promise Phase 2 ]

[Head Teacher Associations, School

Improvement Limited, Liverpool

Learning Partnership]

TBC Appointment of Director of Education by June 2018

Improved achievement and

close achievement gaps

Director of

Education

December

2019

Review and revise school/education

improvement activities


Improvement Limited]

SIL core budget Appointment of

Director of

Education by

June 2018

Improved

attendance,

progress and

attainment levels at

all key stages

Director of

Education

December

2019

Review and revise the Partnership Attendance Strategy [Head Teacher Associations, School Improvement Limited, Liverpool Learning Partnership]

Core budget £20k (Families Programme funding)

Action plan revised by June 2018

Improved attendance

Schools and

partners improve attendance and develop positive

behaviour

Director of

Education

Sept 2018

Implement the Whole School

Approach to Mental Health action plan

£60k (Families Programme funding)

Trailblazer status by June 2018

Improved social, emotional and

mental health and

Gail Porter/Caroline

O’Neill

Sept 2018


29 May 2018 v11 of 42




wellbeing in school settings

Develop and deliver a Liverpool NEET

Strategy

[Community Services, Regeneration]

Core budget Consultation

workshop by

June 2018

Increased number

of young people in

education, training

and employment

Director of

Education/Elaine

McCausland

October

2018

Deliver the multi-agency Workforce

Strategy (including early help

assessment, ACE, attachment, and

restorative practice)

[LSCB partners)

£400K

(Families Programme

funding)

Restorative

Practice for

schools

commissioned

by June 2018

Consistent quality

and outcomes


vulnerable children

and young people

Gail Porter/Wendy

Moss

March 2019



partners]


Lead/Project Lead

Timeframe

1.5

Providing

early help

Deliver the Children’s Services Demand Management Strategy and projects

TBC Final draft of

strategy by

June 2018

Improved outcomes

for children and

young people

Steve Reddy/Alison

Moglione March 2019


29 May 2018 v11 of 42

and

support to

strengthen

families

and safely

reduce the

number of

children

and young

people

becoming

looked

after by

the local

authority

Reduced demand on

services, particularly

specialist services

Deliver the Families Programme Earned Autonomy Investment Plan [Adult Services, Community Services, Health, Police and Voluntary and Community Sector partners]

£6.5m

(Families Programme

funding)

All projects

commissioned

by Sept 2018

Improved outcomes

(education

attendance, health,

employment, crime)

for 6,970 families

Gail Porter/Alison

Moglione

March 2020

Develop an all age pathway for complex needs including mental health, physical disability, substance misuse and learning disability

[Adult Services, Community Services,

Health partners]

Core budget Improved outcomes for CYP with special educational needs

and disability

Suzanne

Metcalfe/Martin

Lawton

Implement Graded Care Profile (neglect) across Children’s Services and partner agencies [Community Services, LSCB partners, Voluntary and Community sector partners]

(LSCB funding) Training programme complete by Oct 2019 Monitoring and data capture arrangements in place by Jan 2019

Children live in supportive families

Suzanne

Metcalfe/Nicky

Walsh

March 2019


29 May 2018 v11 of 42

Strengthen Children’s Service’s response to domestic abuse as part of the corporate Domestic Abuse Strategy (including embedding of PCSO presence in Early Help Hubs) [LSCB partners, Voluntary and Community sector partners]

£485k (Families Programme funding) (Home Office funding) Core budget

Service to support children commissioned by Sept 2018

Children live in safe families

Suzanne

Metcalfe/Trish

Berry

March 2019

Deliver the multi-agency Workforce

training for Early Help Assessment

(linked to LSCB Levels of Need)

(Families Programme

funding – see above) Updated

training

programme in

place by July

2018

Consistent quality

and outcomes


vulnerable children

and young people

Suzanne

Metcalfe/Trish

Berry

March 2019



partners]


Lead/Project Lead

Timeframe

1.6 Children

and young

people have

equality of

opportunity

Strengthen Liverpool’s Care Leaver

Offer

[LSCB partners]

TBC

2 x Personal

Advisors

Draft offer by

July 2018

Increased number of

Care Leavers in

education, training

and employment,

suitable and stable

accommodation and

with good physical

Fiona

Waddington/Steve

Moutray

Sept 2018


29 May 2018 v11 of 42

regardless of

circumstance

health and emotional

wellbeing

Strengthen Liverpool’s Local Offer

and the Early Help Directory

[LSCB partners, Voluntary and

Community sector partners]

Core budget Improved outcomes for children and

young people with special educational

needs and disability, and vulnerable

children

Suzanne

Metcalfe/Karen

Gleave & Trish Berry

September

2018

Review the Anti Bullying and Anti

Homophobic Strategies to include

response to young people who

identify as transgender

[Community Services, Head

Teacher Associations, School



Core budget Draft

strategies by

July 2018

Improved outcomes

for vulnerable

children and young

people

Gail Porter/Paul

Dagnall

September

2018

Implement Children’s Services

contribution to the Controlling

Migration Fund Action Plan

[Communities, Regeneration,

Adults]

£ (Home Office funding)

Commissioning and recruitment plans in place by July 2018

Improve outcomes for vulnerable

children and young people

Gail Porter/Paul

Dagnall & Claire

Campbell

October

2018


29 May 2018 v11 of 42

Transformation Plan Priorities

Ref no:

Actions Timescales Milestones/ Targets

Resource Expected Outcomes Lead Officer

Links with Directorates

Leadership:

Work with partners to develop a Fair City Forum

Publish a Fair City Policy Statement

By March 2019

Forum established by December 2018 Policy Statement by January 2019

Core budget Strong leadership and clear ambition for Liverpool to be

a Fair City

Steve Reddy

Regeneration Adult Services Community Services Corporate Services

Expectations:

Conduct self-assessment against Fair City principles and outcomes

Promote Fair City principles through targeted communication campaigns

By March 2019

Draft assessment framework by December 2018 Communications plan in place by December 2018

Core budget Fair city principles and standards understood and

agreed

Steve Reddy

Regeneration Adult Services Community Services Corporate Services

Delivery:

Securing Living Wage Foundation accreditation

Delivering training and guidance to contract

By March 2019

Outline accreditation application developed by

Core budget Established reputation of Liverpool as an accredited

‘Living Wage’ city

Steve Reddy

Regeneration Adult Services Community Services


29 May 2018 v11 of 42

Ref no:

Actions Timescales Milestones/ Targets

Resource Expected Outcomes Lead Officer

Links with Directorates

managers and project officers

December 2018 Outline training programme developed by December 2018

Corporate Services


29 May 2018 v11 of 42

Measures – How will we know we are achieving for children and young people?

Directorate

Priority Ref

Measure Baseline Period Latest

Published Available

Baseline

Stat N Reg Eng Q1 Q2 Q3 Q4 Target Year End

2018-19

Milestones 2018-19

Children’s Services Early

Help and Social Care

1.1 1.5

1.a Number of children looked after

31st March 18

1213 1184 1154 1144 1124 1124

1.1 1.5

1.b Rate of children looked after per 10 k

31st March 18

131.51 100.20 86.00 62.00 128.3 125.1 124.0 121.8 121.8

1.1 1.5

2. Rate of referrals per 10 k population to Children’s Social Care

2017-18 731.0 656.69 593.20 548.20 728 725 723 720 720.0

1.1 1.5

3. Rate of children subject to a CP plan per 10k

31st March 2018

40.2 66.8 54.0 43.0 43 45 48 50 50.0

1.1 1.5

Number of children subject to MACE plan

No baseline

Reportable from Quarter 2 onwards Increase

1.2 4. Children in care with an up to date dental check recorded

31st March 18

69% 83% 82% 75% 80% 85% 90% > 90%

1.2 5. Children in care with an up to date health assessment recorded

31st March 18

84% 94% 91% 85% 87% 89% 90% >90%

1.5 6. Rate per 10k of EHATs Completed (child beneficiaries)

31st March 18

328 Not available 331 341 351 361 361

1.5 7. Rate of children who start to become looked after per 10k

31st March 2018

47.5 47 34 46 45 44 43 43


29 May 2018 v11 of 42

1.5 8. Number of young 16/17 who present as homeless

Reported from Q2 onwards

Not available NA Reduc

e

1.3

9. Proportion of children (over 4) who participate in their looked after reviews

March 2018

82% Not available 84% 86% 88% 90% >=90

%

16 10. Care leavers who are NEET (19-21)

March 18 46.4% 46.9% 49% 50% 47% 48% 49% 50% 50%

1.6 11. Care leavers living in suitable accommodation

2016-17 95.4% 85.6% 87% 84% 95% 95% 95% 95% >=95%

Public Health

1.2 12.a Rate of childhood obesity – Reception

2017 26.79% 22.63

% 23.88

% 22.63%

Public Health Directorate Management Plan for monitoring

only by Children’s Services

1.2 12. b Rate of childhood obesity – aged 10-11

2017 37.9% 37.97 35.21

% 34.25%

1.2 13. Hospital admissions for dental cavities (0-4)

2015-16 562.1 * * 241.4

1.2 14. Hospital admissions for alcohol –specific conditions 0-17 rate per 10 k

2016-17 253.9

1.2 15. Hospital admissions for mental health conditions

2016-17 115.3 95.60 106.7 81.5

1.2 16. Hospital admissions due to substance misuse (15-24)

2016-17 116.2

* 131.0 89.8

1.2 17. Hospital admissions as a result of self-harm (10-24)

2016-17 401.0 * 474.0 404.6

1.2 18 Child Mortality Rate (1-17)

2014-16 10.9 * 14.3 11.6

1.6 19. Number of children in low income families

2015 28% 24.1% * 16.80%

Communities 1.1 1.3

20. First time entrants to youth justice system

2016 378.5 430.02 293.7 327.1


29 May 2018 v11 of 42

1.4

Communities Directorate Plan – for monitoring only by Children’s

Services

1.1 1.3 1.4

21. Young people receiving a conviction per 1,000 10-17 population

2017 1.44 0.41 0.54 0.41

Children’s Services Families

Programme

1.5 22. Number of families with multiple and complex needs who are supported through the families programme

31st March 2018

1802 Not Available 425 425 425 425 1700

1.3 23. Children who report they feel listened to and have influence

No baseline – in development

Adults

1.5 24. Family homelessness

2016/17 0.9 * 1.0 1.9 Adult’s Directorate Plan – for monitoring only by Children’s

Services 1.6 25. Number of young carers 31st March

18 253


29 May 2018 v11 of 42

Directorate Priority Ref

Measure Baseline Period Latest

Published Available

Baseline

Core Cities**

Stat N

Reg Eng Term 1

Term 2 Term 3

Q4 Target Year End

2018-19

Education

1.2 26. Proportion of children achieving a good level of development

2016-17 62.1%

67.67 67.9% 70.7% 68%

1.4 27.a Proportion of schools good or outstanding – Primary

31st March 18

82%

90%

1.4 27.b Proportion of schools good or outstanding –Secondary

31st March 18

41%

50%

1.4 27.c Proportion of schools good or outstanding –Special

31st

March 18 100%

100%

1.4 28.a Reduce Persistent Absence Primary

2016- 17 11.2%

9.87% 8.6% 8.3% * * * -1%

1.4 28. b Reduce Persistent Absence Secondary

2016-17 16.6%

16.4% 13.8% 13.5% * * * -1%

1.4 28. c Reduce Persistent Absence Special

2016-17 34.9%

28.5% * * * -1%

1.4 29.a Attendance Rates Primary

2016-17 95.4%

96% * * * 96%

1.4 29.b Attendance Rates Secondary

2016-17 93.9%

94.6% * * * 95%


29 May 2018 v11 of 42

1.4 29. c Attendance Rates Special

2016-17 86.3%

90.3% * * * 90%

1.4 30. Rate of Permanent Exclusions per 10k pop

2016-17 0.24

0.08 * * * 0.16

1.4 31.a % achieving expected standard in reading KS1

2016-17 67%

73% 73% 76%

Core City Ave

1.4 31. b % achieving expected standard in writing KS1

2016-17 57%

66% 66% 68% Core City Ave

1.4 31. c % achieving expected standard in maths KS1

2016-17 66%


1.4 32. % achieving expected standard Reading Writing and Maths (KS2)

2016-17 58%


1.4 33. Average progress 8 score 2016-17 -0.29

-0.26 -0.14 *

Core City Ave

1.6 34. Average Progress 8 Score FSM

2016-17 -0.65 -0.66 -0.61 -0.48 Core City Ave

1.6 35. Average progress 8 score - disadvantaged pupils

2016-17 -0.62 -0.59 -0.55 -0.40 Core City Ave

1.6 36. Average progress 8 score - pupils with SEN support

2016-17 -0.62 -0.47 -0.52 -0.43 Core City Ave


29 May 2018 v11 of 42

1.6 37. Average progress 8 score - pupils with EHCP

2016-17 -1.36 -1.33 -1.11 -1.04 Core City Ave

1.6 38. Percentage of 16/17 with SEND who are NEET / Not known

31st March 18

20.2% 9.3% 19.8% 19.5% 19.2% -1%

Regeneration 1.4 39. Percentage all 16/17 who are NEET / Not Known

2016-17 11.3%

5.60

% 11.0% 10.7% 10.3% -1%

*To be agreed for 18-19 academic year following release of results and performance data for 17-18 at end of academic year

** From 18-19 onwards education performance will be benchmarked and targets will be set based upon Core City averages

of 42

5. Risks and Mitigation

Risk Mitigations

LCC’s safeguarding arrangements are

not robust, resulting in a possible

death or serious injury to a child or

young person.

Reputational and legal risk for the

Council

Membership of Liverpool Safeguarding Children’s Board

Compliance with Section 175 audit requirements

Workforce training strategy including LSCB training – regular reviews of staff training and supervision.

Quality Assurance Framework being refreshed

Increasing numbers of looked after

children lead to higher than

recommended caseloads for social

workers, impacting on the quality of

practice and resulting in children and

young people not achieving the best

outcomes.

Financial risk (placement costs) for

the Council

Demand Management Strategy including

investment in Early Help as part of

Families Programme Earned Autonomy

Quality Assurance Framework being refreshed

Performance management framework and data dashboards being refreshed - appropriate support and intervention, particularly for cases on the edge of care to avoid escalation

Additional social work resource agreed (12 posts)

AD for Social Care chairing Legal Gatekeeping Panel

Implementation of changes to the

Children and Social Work Act 2017

legislation requiring Councils to

provide personal advisers to care

leavers up to the age of 25 is not

robust, young people not achieving

the best outcomes.

Financial and reputational risk for the

Council

Increase of FTE resources for the Leaving Care team (5 FTEs (Grade 5) and 1 FTE Consultant Social Worker (Grade 8)).

Review of national, core city and statistical neighbour best practice

Establishment of Task and Finish partnership group to oversee development of revised Care Leaver Offer.

Improvements in school attendance

progression and attainment are not

sufficient to close the achievement

gap in comparison with

national/statistical neighbour

averages, resulting in children and

Appointment of Director of Education post underway

Liverpool Promise review completed and revised arrangements being developed

Review of school improvement activities underway


29 May 2018 v11 of 42

young people not achieving the best

outcomes.

Reputational risk for the Council

Increasing number of permanent

exclusions from schools in Liverpool,

placing increased pressure on the

available resources particularly when

their needs can’t be met from

mainstream provision, resulting in

children and young people not

achieving the best outcomes.

Financial, legal and reputational risk

for the Council

Review of New Protocol processes and procedures completed

Review of Fair Access Panel arrangements commissioned

Establishment of Inclusion Programme Board to oversee effectiveness of inclusion provision across the city


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6. Monitoring, Review and Refresh

Our business plan will be subject to regular progress monitoring and review. This will

include:

Monthly reviews of performance and quality data at the Directorate’s Performance

and Quality Assurance Boards;

Monthly reviews of financial data at the Budget Management Group meeting;

Quarterly reviews of progress at the Directorate Management Team meetings,

Service Manager meetings, team meetings and through individual Performance &

Development reviews;

Annual review of progress against agreed actions and the production of an annual

report.

Progress updates will also be presented corporately via:

Corporate Programme Management Board

Management Team

Director of Children’s Services Performance and Development reviews.


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Appendix One

Statutory Responsibilities Roles and Responsibilities of the Director of Children’s Services (DCS) and Lead Member for Children’s Services (LMCS)

Local authorities are bound by some 200 statutory duties covering education and children’s social care. The way in which the roles and responsibilities of the DCS and LMCS are fulfilled will vary between different places and change over time. This guidance does not attempt to cover all these duties in detail but the key aspects of those roles are outlined below.

Leadership and partnership The DCS and LMCS work together to provide strong, strategic local leadership and development of an increasingly autonomous and diverse education and children’s services sector. Working with headteachers, school governors and academy sponsors and principals, the DCS and LMCS should support the drive for high educational standards for all children and young people, paying particular attention to the most disadvantaged groups. They should also ensure that children's services are integrated across the council, for example to support a smooth transition from children’s to adults’ services. The DCS and LMCS should involve and listen to parents, carers, children and young people. The DCS and LMCS have a key role in ensuring that the local voluntary and community sector, charities, social enterprises, the private sector and children and young people themselves are included in the scope of local authority planning, commissioning and delivery of children’s services where appropriate. Section 10 of the Children Act 2004 places a duty on local authorities and certain named partners (including health) to co-operate to improve children’s well-being. The DCS and LMCS must lead, promote and create opportunities for co-operation with local partners (for example, health, police, schools, housing services, early years, youth justice, probation, higher and further education, and employers) to improve the well-being of children and young people. Local authorities must also (by virtue of the Child Poverty Act 2010 1 establish local co-operation arrangements to reduce child poverty, prepare and publish a local child poverty needs assessment, and prepare a local child poverty strategy. As a statutory member of local health and wellbeing boards, the DCS will have a clear role in driving the development of the local Joint Strategic Needs Assessment (JSNA) and joint health and wellbeing strategy. The DCS will promote the interests of children, young people and their families. The DCS will also help join up local commissioning plans for clinical and public health services with children’s social care and education, where appropriate, to address the identified local needs through the JSNA and Joint Health and Wellbeing Strategy. The DCS will make a key contribution to ensuring effective working relationships between the health and wellbeing board and the LSCB. The DCS is responsible for any agreements made under section 75 of the National Health Service (NHS) Act 2006 between the local authority and NHS relating to children and young people – for example, pooled budgets for commissioning and/or delivering integrated services covering children’s health, social care and education.

Local authorities must comply with the duties set out in the Equality Act 2010, which means that, as well as ensuring that they do not discriminate unlawfully, DCSs LMCSs must take into account the likely impact of their policies and decisions on specified groups. In doing so, particular

1 Although the local authority duties under the Child Poverty Act 2010 are not included in the Section 18(2) definition of functions for which the DCS / LMCS are automatically responsible, local authorities may nonetheless consider it appropriate to assign them to the DCS


29 May 2018 v11 of 42

consideration should be given to Article 2 of the UNCRC. Local authorities should also maintain an audit trail to demonstrate how equalities matters were considered as part of the decision-making process.

Safeguarding Section 11 of the Children Act 2004 requires local authorities and other named statutory partners to make arrangements to ensure that their functions are discharged with a view to safeguarding and promoting the welfare of children. There is a similar requirement imposed on schools2. This should ensure that safeguarding is integral to all that local authorities, schools and other named partners do. The DCS and LMCS should ensure that there are clear and effective arrangements to protect children and young people from harm (including those attending independent schools). Local authorities are also required to set up a LSCB to coordinate the effectiveness of arrangements to safeguard and promote the welfare of children and young people in that area.

The DCS has the responsibility within the local authority for improving outcomes for children and young people, children’s social care functions and local cooperation arrangements for children’s services.3

The DCS should always be a member of the LSCB. However, it is the responsibility of the Chief Executive (Head of Paid Service) to appoint or remove the LSCB chair, with an appointment panel involving Board members and lay members. The Chief Executive, drawing on other Board partners and, where appropriate, the Lead Member will hold the Chair to account for the effective working of the LSCB and will be held to account for the effective working of the LSCB4.

The LMCS should be a “participating observer” of the LSCB; they may engage in discussions but not be part of the decision making process in order to provide the LMCS with the independence to challenge the DCS (and others) when necessary. The DCS also has a crucial role in ensuring collaboration and dialogue with the family courts so that high quality local authority assessments

and other evidence contribute to effective and timely court processes for children.

Vetting and barring scheme DCSs and LMCSs will not be in regulated activity in relation to children just by virtue of undertaking those posts. The Government will publish detailed information about workplace safeguarding in good time for commencement of the new Vetting and Barring Scheme arrangements.

Vulnerable children and young people

Local authorities should work with partners to promote prevention and early intervention and offer early help so that emerging problems are dealt with before they become more serious. This will help to improve educational attainment, narrow the gaps for the most disadvantaged and promote the wider well-being of children and young people, including at key transition points.

2 In accordance with section 175 of the Education Act 2002 if they are maintained or the Independent School Standards set out pursuant to section 157 of that Act if they are independent schools, including Academies and Free Schools 3 Section 18 of the Children Act 2004. DfE guidance expands on this role 4 Working Together to Safeguard Children 3.12 - 3.13


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More specifically, the DCS and LMCS in their respective roles:

have a shared responsibility with all officers and members of the local authority to act as effective and caring corporate parents for looked after children, with key roles in improving their educational attainment, providing stable and high quality placements and proper planning for when they leave care;

must ensure that disabled children and those with special educational needs (SEN) can access high quality provision that meets their needs and fund provision for children with statements of SEN;

must ensure arrangements are in place for alternative provision for children outside mainstream education or missing education (e.g. due to permanent exclusion or illness) to receive suitable full-time education;

should ensure there is coherent planning between all agencies providing services for children involved in the youth justice system (including those leaving custody), secure the provision of education for young people in custody and ensure that safeguarding responsibilities are effectively carried out; and

should understand local need and secure provision of services taking account of the benefits of prevention and early intervention and the importance of co- operating with other agencies to offer early help to children, young people and families.


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Fair access to services

Local authorities should promote the interests of children, young people, parents and families and work with local communities to stimulate and support a diversity of school, early years and 16-19 provision that meets local needs. More specifically, the DCS and LMCS in their respective roles:

must ensure fair access to all schools for every child in accordance with the statutory School Admissions and School Admissions Appeal Codes and ensure appropriate information is provided to parents;

must ensure provision for suitable home to school transport arrangements;

should actively promote a diverse supply of strong schools, including by encouraging good schools to expand and, where there is a need for a new school, seeking proposals for an Academy or Free School;

should promote high quality early years provision, including helping to develop the market, securing free early education for all three and four year olds and for all disadvantaged two year olds5, providing information, advice and assistance to parents and prospective parents, and ensuring there are sufficient Sure Start children’s centre services to meet local need and sufficient childcare for working parents;

must secure access for young people to sufficient educational and recreational leisure-time activities and facilities for the improvement of their well-being and personal and social development;

should promote children’s and young people’s participation in public decision- making so they can influence local commissioners; and

should promote participation in education or training of young people, including by securing provision for young people aged 16-19 (or 25 for those with learning difficulties/disabilities).

5 The free entitlement to early education for disadvantaged two year olds became statutory in 2013


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Educational excellence

25) Working with headteachers, school governors and academy sponsors and principals, local authorities should promote educational excellence for all children and young people and be ambitious in tackling underperformance. More specifically, the DCS and LMCS should in their respective roles:

take rapid and decisive action in relation to poorly performing schools, including using their intervention powers with regard to maintained schools and considering alternative structural and operational solutions;

develop robust school improvement strategies, including choosing whether to offer such services in a competitive and open school improvement market, working beyond local authority boundaries;

promote high standards in education by supporting effective school to school collaboration and providing local leadership for tackling issues needing attention which cut across more than one school, such as poor performance in a particular subject area across a cluster of schools;

support maintained schools in delivering an appropriate National Curriculum and early years providers in meeting the requirements of the Early Years Foundation Stage (as outlined in the EYFS Statutory Framework);

establish a schools forum for their area, maintain a scheme for financing maintained schools and provide financial information; and

undertake specified responsibilities in relation to staffing and governance of maintained schools.

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