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  • pg 1

             2003 – 2006

            February 2003




1. Introduction

2. Background and purpose

3. Partners to the Plan

4. Objectives for children‟s services in Cambridgeshire

5. Priority outcomes for children and families

6. Progress on Children‟s and Young People‟s Strategic Plan 2002-2005
    locality strategies
    specialist groups
    health delivery plans
    Children‟s and Young People‟s Strategic Partnership

7. Resources invested and activity purchased

8. The agenda for action 2003-2006
    common priorities
    locality priorities

9. Demonstrating delivery


1. The Government‟s (bookcase) planning model for children‟s services in

2. Performance improvement plans

3. Locality strategies (to be added)

4. Specialist group priorities (to be added)

5. PCT local delivery plans (to be added)

6. Analysis of resources invested and activity purchased (to be added)

7.   Model terms of reference for locality partnerships


1.1   The function of the Children‟s and Young People‟s Strategic Plan is to:

         identify the agreed inter-agency objectives for vulnerable children and their
         define the priority outcomes that are to be delivered
         ensure that these are co-ordinated across the more specific plans (such as
          the Care and Education Plan, Youth Justice Plan)
         ensure that the statutory agencies are held to account for delivering these

1.2   This Plan does not re-state all the detail that is covered in the more specific
      plans. (These are listed in Appendix 1.) Rather it provides the framework for
      development and change within which the detailed plans can be understood.


2.1   Three-year Children‟s Services Plans have been required of local authorities
      under Department of Health guidance (LAC(96)10) since April 1997. Six such
      Plans have been produced in Cambridgeshire.

2.2   In May 2001 the Department of Health issued further guidance on „Co-
      ordinated Service Planning for Vulnerable Children and Young People in
      England‟. This guidance requires local authorities to work in partnership with
      others, including children and families and the voluntary sector, to:

         establish local Children‟s and Young People‟s Strategic Partnerships
         develop a planning framework and a Children‟s and Young People‟s
          Strategic Plan around the needs of all children.

      The latter requirement extends the focus beyond children in need (as defined
      by the Children Act 1989) to all vulnerable young people. In this context
      “vulnerable” means children and young people whose life chances will be
      jeopardised unless action is taken to meet their needs better, and reduce the
      risk of social exclusion. Most children and young people will not be
      “vulnerable” throughout their whole childhood, but will go through periods of

2.3   The intention of the guidance, which has advisory status, is that this planning
      framework will be developed locally through to 2003-04. It will be overseen by
      the Children‟s and Young People‟s Strategic Partnership for Cambridgeshire
      and will need to be linked to the development of Local Strategic Partnerships.

2.4   The aim is to produce a planning process that results in better life chances for
      children and young people rather than a plan for its own sake. The process
      aims to tie together all the existing plans so that the overall effort across
      agencies is co-ordinated towards improving outcomes for children. This
      requires a coherent planning framework that the DoH describes as the
      “bookcase” model. This is attached as Appendix 1 and shows how the DoH
      envisages the plans at different levels should inter-relate. The Children‟s and

       Young People‟s Strategic Plan shown at level 4 in the framework is intended to
       be an evolution of the Children‟s Services Plan, setting out how improved
       outcomes for vulnerable children and families will be achieved.

2.5    In developing the Children‟s and Young People‟s Strategic Plan we will also
       need to take the principles and aims set out by the Government‟s Children‟s
       and Young People‟s Unit into account.

2.6    The purpose of the Children‟s and Young People‟s Strategic Plan, therefore, is

       “…identify and deliver the priority outcomes for vulnerable children and
       their families …” (and)
       “… ensure that there is coherence between the priorities and delivery
       plans across the more specific planning documents [e.g., the Quality
       Protects Management Action Plan, Youth Justice Plan, Child and
       Adolescent Mental Health Strategy]”.

2.7    The emphasis (and, indeed, rationale) is on a Plan that:

          defines the outcomes to be delivered
          ensures that the focus is on action that will make a difference to the
           lives of children and families
          establishes mechanisms that demonstrate delivery
          co-ordinates corporate activity by the County Council and between the
           County Council and its partners.

2.8    The approach to be adopted is the same as the joint investment planning
       model for adult client-groups. That is to say:
        setting objectives
        mapping needs and services
        setting these against the resources invested by the commissioning partners
        establishing whether the collective resources could be used more creatively
          and effectively to produce the defined outcomes
        measuring the effectiveness with which those outcomes are delivered.

2.9    The last two plans for Cambridgeshire began to take this approach in line with
       the dispensation obtained through the Local Public Service Agreement to adopt
       an outcome-focused approach.

2.10   They set out:

          the overall “bookcase” planning framework that the Department of Health
           was known to be promoting
          the objectives in local plans identified as part of that model
          the overall objectives agreed as a result of the Children‟s Conferences held
           in July 2000 and January 2001
          proposed locality partnerships to meet these objectives (and the associated
           targets and outcomes), together with the accountability mechanisms for
           testing delivery against these objectives.

       The 2002-2005 Plan also provided information on needs that has been
       augmented in the last year by the work undertaken to develop the Children‟s
       Fund proposals.

2.11   The essentials of the approach are therefore in place locally. They need now
       to be delivered by the Local Strategic Partnerships at Member level and by the
       County Strategic Partnership and locality partnerships at officer level across all


3.1    There are three sets of partners to this Plan:

          the statutory agencies that commission services (local government,
           particularly the County Council and five District Councils; the five Primary
           Care Trusts [Cambridge City, East Cambridgeshire and Fenland,
           Huntingdonshire, South Cambridgeshire, South Peterborough]). These are
           the authorities that are held to account for delivery, along with the inter-
           agency partnerships such as the Connexions service, the Learning and
           Skills Council, the Care and Education Partnership, the Area Child
           Protection Committee, the Drug Action Team, the Youth Offending Team,
           and the five Crime and Disorder/Community Safety Partnerships.
          the agencies that provide services (Social Services, Education, NHS Trusts,
           District and Parish Councils, Primary Care Trusts and GP practices, the
           voluntary and private sectors, Police, Probation and, again, the inter-agency
           partnerships listed above).
          children and families themselves.

       These partners are represented on the Children‟s and Young People Strategic
       Partnership and the locality and specialist groups which report to the

3.2    The Plan has not been discussed directly with either children or families.
       However, there are already a wide range of mechanisms in place to draw on
       the views of children and families in Cambridgeshire. Nevertheless, one of the
       priorities for future development of both the Plan and its underpinning
       partnerships is to better co-ordinate ways of engaging young people and
       families in determining both what outcomes should be delivered and how. It is
       to them that the partners at paragraph 3.1 are ultimately accountable for

3.3    All the other partners have been consulted directly on the Plan. In addition,
       they are all closely involved in the specific planning and commissioning
       mechanisms (see Appendix 1) that this Plan seeks to co-ordinate.


4.1    The twelve agreed inter-agency objectives that inform the work of the Strategic
       Partnership and the locality and specialist groups are set out below:

1.    Promoting health and welfare: To ensure that the health, welfare and
      well-being of all children is safeguarded and promoted, through both
      universal services and those targeted to prevent children becoming

2.    Protecting safety: To ensure that children receive safe and effective
      care throughout their childhood.

3.    Providing support: To support vulnerable children and their families in
      order to prevent family breakdown (particularly through early
      intervention) and promote better life chances for vulnerable children
      through co-ordinated and integrated action.

4.    Ensuring access: To ensure that vulnerable children have their life
      chances optimised through access to educational and training
      opportunities, health and social care, housing, and leisure and

5.    Enhancing inclusion: To ensure that vulnerable young people of all
      ages are not isolated by raising their achievement so that inequalities in
      attainment are reduced, and that those entering adulthood are enabled
      to participate socially and economically as citizens.

6.    Responding to need: To ensure that referral and assessment
      processes discriminate effectively between types and levels of need and
      produce a timely response.

7.    Reviewing needs: To ensure that children with specific social needs
      (e.g., as a result of a disability or health condition) receive effective
      support and appropriate opportunities in line with their needs, and that
      their assessed needs are regularly reviewed.

8.    Involving users: To actively involve children and families in planning
      services and in tailoring individual packages of care, and to ensure
      mechanisms are in place to handle complaints.

9.    Providing a skilled response: To ensure that education, health,
      housing and social care workers are appropriately skilled, trained and
      qualified, and that the take-up of training is promoted at all levels.

10.    Optimising resources: To maximise the benefits to service users from
      the resources available, demonstrate the effectiveness and value for
      money of the care and support provided, and allow for choice and
      different responses for different needs and circumstances.

11.    Partnership: To require that agencies plan jointly, co-operate
      effectively and co-ordinate their activity so as to ensure effective
      outcomes and impact for children and families.

12.    Innovation: To enhance the quality of service delivery (in particular
      through innovative approaches), testing this against best practice to

               demonstrate that it is responsive to the needs and preferences of
               children and families.

4.2   They have been instrumental in determining the agreed priorities for use of the
      Children‟s Fund of £1m in Cambridgeshire from 2003/04, and will be
      underpinned by the Prevention Strategy and Identification, Referral and
      Tracking (IRT) system that are to be developed over the next year.

4.3   These objectives are also reflected in the improvement plans for

           social inclusion, prevention and early intervention
           developing multi-agency working to improve services for children in need
            and their families
           tackling the fear of crime in our communities and reducing offending by
            young people.

      These improvement plans were developed as part of the Comprehensive
      Performance Assessment process and were re-stated in the Joint Review
      Position Statement. They are attached here as Appendix 2.


5.1   All the statutory agencies are required to deliver against a series of
      performance indicators and targets. These are set out in:

           the Social Services Performance Assessment Framework
           Quality Protects Management Action Plan
           Best Value Performance Plans
           health local delivery plans in response to the requirements of „Improvement,
            Expansion and Reform‟
           Education Development Plan
           Youth Justice Plan
           Care and Education Plan
           ACPC Business Plan

5.2   They can be summarised as follows against the objectives to which they
      particularly relate:

       Objectives                           Priority Outcomes

       1.       Promoting health and        Increased immunisation rates
                welfare                     Increased access to early years places
                                            Reduced school exclusions and absences
                                            Improved educational attainment
                                            Improved post-16 education participation
                                            Reduced teenage pregnancies

       2.       Protecting safety           Stability of placements for looked after
                                            Adoptions of looked after children

                                Effective child protection arrangements as
                                       measured by re-registrations and
                                Reduced numbers of children killed or
                                       seriously injured as a result of road
                                       traffic accidents

3.    Providing support to     Home support to disabled children and their
      prevent family breakdown      families
      and promote better life  CAMHS early intervention and prevention
      chances                  Support to carers

4.    Ensuring access           Ethnicity of children in need
                                Educational attainment of care leavers
                                Improved health of children looked after
                                Reduced rates of final warnings and
                                Speed of response to homelessness
                                Increased use of library services

5.    Enhancing inclusion       Youth participation rates in activities to
                                      promote active citizenship
                                Employment, education and training rates
                                      for care leavers

6.    Responding to need        SEN statement responsiveness
                                Speed of response to referrals and

7.    Reviewing needs           Review of looked after children within
                                Improved parental satisfaction with services
                                      for children with disabilities/special
                                      educational needs

8.    Involving users           Reduced number of complaints

9.    Providing a skilled       Workforce development strategies
      response                  Training and qualifications of staff

10.   Optimising resources      Looked after children in family placements
                                Increased placement choice
                                Costs of services
                                Pooled budgets for children with disabilities

11.   Partnership               Reduced numbers of young people
                                     appearing in court for the first time
                                Reduced rates of re-conviction

12.   Innovation                IRT system in place


6.1   Locality Strategies

6.1.1 These are at different stages of development, with that in Fenland the furthest
      advanced. They will be included as Appendix 3.

6.2   Specialist Groups

6.2.1 These exist for:

         children with disabilities
         child and adolescent mental health
         Area Child Protection Committee
         social exclusion (separated into under 13 and over 13 groups).

      Their priorities for action will be included as Appendix 4.

6.3   Health delivery plans

6.3.1 These are in the process of being prepared. They include targets for

         child and adolescent mental health services
         placement stability and educational attainment of looked after children
         adoption numbers and response rates.

      These will be included as Appendix 5.

6.4   Children‟s and Young People‟s Strategic Partnership

6.4.1 The Partnership is still in the early stages of its development. Nevertheless, it
      has overseen the production of the Children‟s Fund Proposals during 2002/03.
      Its priorities for 2003/04 are:

         prevention strategy
         IRT system
         moving towards increasing integration of children‟s services across partners
          (“the way forward” discussions).

      Dedicated posts have been agreed in order to oversee the development of the
      first two priorities.


7.1   Considerable progress has been made on clarifying health spend on children‟s
      services during 2002/03. It will therefore be possible to include a fuller
      resource map (as Appendix 6) than in previous years.


8.1   Common Priorities

8.1.1 In addition to the specific developments that the Partnership is initiating on
      prevention, IRT and the way forward discussions (as set out in para 6.4.1), the
      particular priorities are:

         improved educational attainment
         improved standards of care and protection, including better placement
         enhanced life chances for children in need
         better co-ordinated and more responsive services for children with
          disabilities and those requiring child and adolescent mental health services
         more socially inclusive services
         listening to children and families and taking their views into account
         workforce development
         integrated services, based on evidence of what works, that meet the needs
          of children and families.

8.1.2 These reflect the priority outcomes in section 5 and the performance
      improvement plans in Appendix 2.

8.2   Locality Priorities

8.2.1 These will be added when they are available from the locality strategies to be
      included as Appendix 3 and the health delivery plans to be added as Appendix


9.1   Appendix 7 sets out the model terms of reference for the locality partnerships.
      This includes proposed accountability mechanisms. Both the locality
      partnerships and the county-wide Strategic Partnership should be considering
      the extent to which they are addressing the priority outcomes in section 5. It is
      these that test the impact and effectiveness of partnership working for children
      and families.

                                                                                                                                             Appendix 1

Planning Level 6                                             Community Strategy (Local Government Act 2000)
Plans at the                            (Overarching – concerned with social, environmental and economic well-being of the community)
Broadest Level                                                           Best Value Performance Plans
                                                  (Overarching – looking at achievements and future plans at a corporate level)
                   Supporting People Strategic Plan
Planning Level 5   Health Improvement      Crime Reduction              Education              Early Years              Connexions             Learning Skills
The Major           and Modernisation            Strategy         Development Plans         Development and            Partnerships           Council Strategic
Universal Plans             Plan                                                         Childcare Partnership        Business Plans                Plan
                                              (Universal for          (Universal for              Plans
                       (Universal for      children and young      children and young                                 (Universal plans
                      children, young      people, and adults)           people)          (Universal for children   for 13-19 year olds)
                    people, and adults)                                                        aged 0-14)
Planning Level 4                                   Children’s and Young People’s Strategic Plans for vulnerable children
Strategic Plan     A statement of needs, aspirations, objectives and targets for children as they impact on all vulnerable children across all services.
Planning Level 3   Service Plans for (disaffected) young       Service plans for      Service plans for      Service plans for      Service plans for     Etc.
Thematic Plans       people in school and community,             children with        children who are      young people who       support to children
                    including Behaviour Support Plans           disabilities or         looked after        have been looked          and families
                            [Youth Justice Plans]                    illness                                       after                  Etc.
Planning Level 2    [Youth        Plans for       Plans for        Plans for Quality       Area Child    Teenage           Young       Area-based         Special
Focused,            Justice       CAMHS            Carers           Protects Special        Protection  Pregnancy         People‟s      initiatives     Education
centrally           Plans]      special grant      Grant                Grants and         Committee       Plans         Substance      e.g. Sure        al Needs
prescribed                                       (children)       Management Action         Business                   Misuse Plans        Start         Strategy
plans                                                                      Plans              Plans
Planning Level 1      Front line        Etc.    Etc.      Etc.
Implementation          project
                                                                                     To be determined locally
and Action         Implementation
Plans                    plans

                                                                            Appendix 2



     Develop our strategies for social inclusion, prevention, and early intervention
     across all services.


     The particular focus for this work relates to the Council‟s responsibilities for
     children and young persons and their families. As such there is a very strong
     overlap with the improvement area on multi agency work with children in need.
     There are also strong relationships with other improvement areas such as:

        Crime and offending by young persons.
        Sustainable development within the county.
        Transport and accessibility.

     We are still at an early stage in developing the precise remit for this
     improvement objective. But the particular emphasis for this improvement
     objective is likely to include:

     1. To ensure that in each area there is an agreed programme of effective
        interventions that pick up on early signs of difficulties, identify needs and
        introduce children and young people and their families to appropriate
        services ensuring:

            Close and co-operative working between all relevant local agencies.
            Clear responsibility for the management of each child and family‟s
            Services are sufficiently flexible and accessible to enable informal and

     2. To ensure that children and young people who have experienced early
        signs of difficulties receive appropriate services in order to gain maximum
        life-chance benefits from educational opportunities, health care, and social
        care and to ensure good outcomes by:

            Increasing provision of the right kind of preventive services which will
             increase the children‟s life chances through combating problems before
             they escalate.
            Ensuring services are accessible to children and young people and
             families, particularly those most in need.
            Actively involving children, young people and their families as services
             users, in planning and delivering services and in creating individual
             packages of support.
            Empowering children, young people, families and communities to take
             responsibility and control of solutions for themselves.

       (N.B. These objectives are taken verbatim from the Children‟s Fund objectives
       for 5 to 13 year olds; but we believe they are also a helpful summary of
       objectives for children and young people from 0 to 19 years old).


       The Children in Need census conducted in October 2001 identified a total of
       2716 children comprising 1516 male and 1200 females. Almost a quarter
       (23.8%) of the children were aged under five. Another quarter were aged
       between 12 and 15. The 370 young people in the oldest age group includes 71
       who were aged 18 or more.

     Age Group                             Number                    Percent
     Unborn                                10                        0.4
     Under one                             111                       4.1
     1-4 yrs                               525                       19.3
     5 -7 yrs                              419                       15.4
     8 –11 yrs                             595                       21.9
     12 -15 yrs                            686                       25.3
     16 and over                           370                       13.6
     Total                                 2716                      100

       Just under 10% of children in need were recorded as being from an ethnic
       minority. This is well above the proportion we would expect based on
       proportion of the population from ethnic minorities.

       Our Connexions Needs Analysis indicated that 15% of young people will
       require substantial support during their teenage years.

       Achieving our objective of getting up-stream to minimise future service
       problems requires a mixture of specific service actions and general
       organisational culture. At the heart of a successful social inclusion policy must
       be sound prevention strategies so we intervene before exclusion occurs.

       This is already evident through many of our mainstream services and
       reinforced through current initiatives such as:

          SEN strategy of inclusion.
          Extending provision for pre-school children (including Sure Start).
          Developing citizenship skills of young people through the curriculum.
          Use of the Children‟s Fund (in 2003/04 and 2004/05).
          Close involvement in new Connexions service.
          Neighbourhood management and local regeneration initiatives.
          Equal opportunities policies and plans.


       Many of our PSA targets are based on social inclusion objectives.
       And our best value reviews in 2002/03 strongly reflect the inclusion agenda.

     Within the County there are already a wide range of well-regarded and effective
     preventive services. Amongst these are the following:

        A range of projects developed through the Child Health Promotion Family
         Support Project. These have been focused on Littleport, Ramsey and
         Oxmoor and have been primarily directed at building community capacity
         and improving early support services for parents and young children.
        School based support projects such as the Red Hen Project in Cambridge
         and the Triangle Project in Huntingdon.
        A number of SRB related projects based in Oxmoor including the transitions
         project for young people moving out of secondary school and into work or
         college. “Communities That Care” initiatives are working in three areas in
        A variety of parenting programmes run jointly between the Youth Offending
         Service and Social Services Family Support Team.
        A range of projects run by Ormiston across the County, some in conjunction
         with Social Services, which provide easy access community support for
         parents and children.
        A range of community support services for disabled parent including the
         Good Night Child Sitting Service, Play Schemes and home support service
         provided by Social Services.
        Preventive Fund programme of the Youth Offending Service.
        Numerous education projects including reading recovery project, parent
         reading schemes, drugs education, education support for looked after
         children and health promoting schemes.

     These are only a sample of the range of projects currently in place. One of our
     aims is to build on the successful aspects of these projects and to enable some
     of these projects to grow and achieve a level of financial security that has not
     been available to date.

     The Cabinet has recently agreed the release of £400,000 as a Prevention Fund
     and initiatives to be pursued as part of this will consolidate work already in
     hand. However, resources permitting (LPSA Reward Grant?), we intend to put
     a definite focus in our next 3-year corporate service and financial plans on
     investing in “effective prevention through early intervention”. We need to
     develop a very firm framework for this strategy. It must be multi-agency
     involving parents, children and the voluntary sector.


     We are currently working with partners to create the “Children & Young
     People‟s Strategic Partnership for Cambridgeshire” and an essential first step is
     to agree common goals and targets. We expect these targets to be a synthesis
     of Care & Education, Sure Start, Children‟s Fund, Quality Protects, EDP,
     Connexions, DAT, Health Improvement etc. targets and hence might include:

        To develop services for those children, young people and families
         commonly excluded from gaining the benefits of public services – and at
         risk of social exclusion or unlikely to achieve their full potential.

         To involve families in building the community‟s capacity to sustain the
          programme and thereby create pathways out of poverty.
         To ensure that children, young people, their families and local people feel
          that the preventive services being developed through the partnerships are
         To promote attendance in the schools; to achieve overall improved
          educational performance and to reduce disparities in educational
         To ensure that fewer young people aged between 10 and 19 commit crime
          and fewer children are victims of crime.
         To reduce child health inequalities among children and young people.
         To increase number of 16-19 year olds in structured learning.
         To reduce under 18 conception rate.
         To reduce drug misuse amongst young people.
         To give stability to children in care, improved outcomes for children leaving
          care and better services for children on child protection register.
         To increase young people‟s involvement in the planning and delivery of
          services to them and to promote participation in local democracy and

      This definition of common goals, work plan and measures of success will be
      progressed over the next 6 months.


Cabinet Member Lead                         Cllr John Powley
Strategic Manager Team Lead                 Alan Barnish
Assistant Director Lead                     Colin Green, Brian Gale, Tom Jefford
Other Assistant Director Involvement        Simon Smith, Adrian Williams, Charlotte



     Facilitate the best possible service for children in need and their families from
     the resources available by continuing to develop multi-agency working across
     education, health and social care.


     The particular focus of this work relates to the Council‟s responsibilities to
     children in need and vulnerable children and their families. There is a very
     strong link with the improvement area on social inclusion and early intervention
     across all services. There are also strong relationships with other improvement
     areas such as:

        Crime and offending by young persons.
        Narrowing the gap in educational attainment.
        Enhancing our contribution to lifelong learning.

     There is already a wide range of work developed which falls within this
     improvement area. Examples include Child and Adolescent Mental Health
     strategy development, Public Parent Steering Group to improve life chances for
     looked after children, work on Sure Starts and the Children‟s Fund,
     development of Joint Agency planning and service development for disabled
     children, shared resource panels for disabled children and children with special
     needs. This work is described in a range of documents including the Quality
     Protects Management Action Plan, the CAMH strategy, EDP, SEN Strategy
     etc. The emphasis for this improvement objective is on bringing these strands
     of work together more effectively to deliver improved outcomes for children in
     need and their families.

     Our target areas can be categorised under the headings:

        Developing integrated services for disabled children and their families which
              Joint assessment
              Key worker system
              Schools plus
              Joint commissioning of services
        Continuing development of the Councils‟ corporate parent role to children in
         our care particularly by taking forward the actions from the Best value
         Review of Life Chances of Looked After Children.
        Strengthening support to Children in Need on a joint agency basis e.g. by
         building on initial development of links between social services and a limited
         number of high needs schools across the county.
        Development of work between agencies to ensure children in need of
         protection are effectively protected and that keeping children safe is central
         to the work of all agencies working with children and families – lead role for
         Area Child Protection Committee.


       Social Services, Education Services and our partners in Health have all
       effectively contributed to the development of services for children in need and
       vulnerable children over the last four years. This is demonstrated in the good
       performance indicators for children in need and in particular looked after
       children and the positive feedback to the authority on its performance
       assessment and on individual plans or initiatives for this group of children.

       However feedback from children and families, especially parents of disabled
       children or those with other special needs indicates they experience the
       different services as working separately. Professionally all agencies are aware
       of difficulties in delivering co-ordinated services to children in need. This has
       been evidenced in our audit work, in the audit work of ACPC and in the
       difficulties in taking forward joint service developments.

       The commitment between agencies to work more closely together is evident in
       the shared input to a variety of joint planning mechanisms. These structures

          At Member level:
           o Children in Need Service Development Group with responsibility for
              advising on the development of policies, plans and services for children
              in need and vulnerable children. Its remit extends across the authority
              including social services, education and the Youth Offending Team.

          At Officer level:
           o The Education and Social Services Strategy Group covers the same
              service areas. The group has an action plan which is reflected in the
              goals of senior managers and reviewed annually.
           o Children and Young People‟s Strategic Partnership and its related officer
              support group.

The table below sets out the main inter-agency groups organised by target area.
 Area                     Main Multi-agency groups
 Disabled Children/SEN    Children‟s Disability Group – Formerly HIMP Group
                          Accessibility Strategy Steering Group
                          Numerous specific task groups including multi-agency involvement in
                          resources panels to consider individual need and agree interventions
                          and resources to meet that need.
 Corporate Parenting      Public Parent steering Group sub groups on IT and Health.
 Children in Need         Child and Adolescent Mental health Strategy group
                          Children‟s Fund and Social Exclusion Group
                          Combined Drugs Action Team and Youth Offending Strategy Group
                          Traveller Review Implementation Group
 Children in Need of      Area Child Protection Committee and sub groups covering Procedures,
 Protection               Practice and Standards, Serious Cases Review, Communications and
                          local Practice Fora.


        There are a number of examples of effective joint delivery of services such as vision
        support teams, early years speech and language projects, multi-agency support for
        children in public care, family support projects in highest needs areas, drug education
        programmes. The key issue to be addressed is to ensure that the good planning and
        communication mechanisms further promote and improve service delivery on a joint
        agency basis. Critical to this is that Children in Need and their families notice a
        difference in the quality and effectiveness of the service and in how it is delivered.

Proposed Actions                             Outcome                                       Time Scale
Deliver key worker service for disabled      Improved parental satisfaction with the       Pilot in place by
children & their families                    quality of additional support received        3/03
Develop two “schools plus” schemes in 2      from SSD and Education services –             Pilot by 9/03
special schools                              PSA Target
Develop integrated referral and              In particular parents report improved co-     Process
assessment pathways for disabled             ordination and less duplication and           developed by
children                                     being passed from “pillar to post”            3/03
Ensure the relatively new LEA parent
partnership service is integrated with
measures taken in social services and
health to support and inform parents
Implementation of the SEN strategy           More children educated in inclusive           As set out in
                                             settings. Reallocation of resources to        strategy
                                             early intervention. Reduced requests for
                                             statutory assessment.
Achieve joint budget for specialist          Improved use of resources and more            03/03
placements between SSD and Education         effective commissioning of services.
                                             Reduction in the need to place children
                                             out county.

Aim for pooled budget with health                                                          03/04
Implement National Hearing Screening         Earlier identification and intervention.      Authority will
for newborn children                         Better outcomes in language                   start to receive
                                             development hence better educational          referrals for 0-2
                                             success and life chances.                     year olds from
                                                                                           01/03 onwards
Develop a joint strategy for speech and      Greater countywide consistency in             April 04
language services                            provision. Clarity on referral criteria and
                                             routes. Better trained frount line staff.
                                             Earlier intervention
Develop with ConneXions processes for        Improved stay on rates in                     April 03
ensuring that transition planning for        education/training and/or work
children with statements is improved
Extend successful multi-agency early         Parents feel better skilled in managing       April 03
birds training to                            their child‟s difficulty
parents of autistic children in the Hunts.
Produce an accessibility strategy for        More children with disability able to         Strategy
schools                                      attend their local mainstream school          produced by
                                                                                           April 03

Proposed Action                               Outcome                                    Timescale
Implement the Education Development           Targets for raising attainment achieved    April 03
Plan activity relating to CinPC (early
intervention, preparation for GCSEs,
reading projects with foster parents and
children‟s homes, out of school provision)
Implement the recommendations of the          Reduce drift. Improved provision.          April 03
recent audit of C in PC out of school         Raised attainment
Implementation recommendations from           Increased stay on rates and reduced        April 03
the mini review of post 16 education /        drop out rates at post 16
training involving ConneXions
Implementation of PPSG Health Action          Improved health of LAC including better    April 04
Plan                                          information and capacity to promote
                                              own health
Extend the PSHE Vulnerability and Risk        Increased confidence in staff in           April 03
programme to all Children‟s Homes             discussing sensitive issues. Improved
Implement the sexual health policy            attitudes by children to risk taking       Ongoing
Implement the health filofax                  activities. Reduced early pregnancies.
Improve management information on             Obtain a better idea of “added value”      April 04
educational outcomes
Audit of Care Plans of LAC from Ethnic        Improved care planning and capacity to     March 03
Minorities                                    meet the needs of looked after children
                                              from black and ethnic minority
Implement strategy to recruit and retain      Greater stability of placements.
foster parents                                Improved educational outcomes
Use the Just Us Group to ensure policy        Children report improvements to the        Ongoing
and practice reflects the views of children   services

Proposed Action                               Outcome                                    Timescale
Improve liaison between primary schools       Schools express greater confidence in      9/03
and social services and evaluate              SSD
effectiveness of the recent link worker
scheme to high needs schools.
Consolidate development of Multi              Single response across agencies to         03/04
Agency Children and Young Person's            children in need and their families.
Develop and implement Children‟s Fund         Range of preventative services             Plan by Dec
Plan                                          increased                                  02.
Use CIN data to complete needs analysis       Improved understanding of how well         March 03 for
of Black and Ethnic Minority Children in      services are meeting needs and why         analysis March
Need                                          Black and Ethnic Minority groups over      04 for service
                                              represented in population of children in   change
Complete the BV review of children in         Better understanding of the needs of       Review to be
temporary accommodation and                   families resulting in improved service     completed by
implement recommendations                     provision                                  March 03
Complete BV Review of family support          Improved co-ordination and range of        09/03
services and implement                        services for early intervention Family
recommendations                               Support
Maintain investment in Family Support         Proportion of SSD children‟s budget        3/03 to 3/05
Services                                      above 35%
Implement the DAT‟s substance misuse          Improved access to treatment.              Plan reviewed
plan for young people                         Reduced levels of substance misuse as      annually
                                              recording in the Balding Survey

Proposed Action                     Outcome                                               Timescale
Extend the successful multi-agency Greater inclusion and participation in                 Ongoing
groups supporting disaffected       mainstream education
secondary aged pupils in 2 schools
in Hunts to other areas
Support implementation and review Plans implemented. Reduced offending by                 Current
of the young people sections of the young people.                                         strategies
local Community Safety Strategies   Reduced fear of crime by young people                 implemented
                                                                                          by 03/03
Work with ConneXions to improve        Greater participation rates at post 16 in          April 03
transition planning for students out   education, training and/or work. Reduced
of school                              drop out rate at post 16
Support the clinical governance         Better co-ordination of services (avoiding        Jan 03 first
review in CAMHS                        inconsistency in advice) to support troubled       report
                                       children in schools, pre-school children and
                                       their parents/carers
Ensure effective implementation of     Early intervention. Greater participation rates.
the new Sure Start programme in        Better baseline assessment scores on
Cambridge                              starting school
Contribute to the implementation of    Greater inclusive practice in mainstream           Ongoing
the multi-agency Traveller Review      services. Improved school attendance and
                                       attainment. Greater participation in pre-school
                                       provision. Great access to health and emp.

Proposed Action                   Outcome                                                 Timescale
Support the implementation of the Key issues identified in the Business Plan              Plan
ACPC Business Plan for 2002/3     addressed. Subsequent Business Plans                    implemented
and review                        reflect self assessment process using                   by 03/03. Plan
                                  National Standards                                      reviewed by
Develop good practice in               Improved information sharing                       03/03
information sharing which improves     More accurate assessments
assessment and service co-             Improved child and family participation and
ordination and ensures consent         ownership of assessments and shared
and proper respect for privacy and     information
confidentiality (included in the
Business Plan)
Complete Multi-agency audit of         Raising practice standards                         03/03
casework and disseminate findings
to inform training plans, practice
development and review
Improve our procedures and             Better identification of peer abuse and            March 04
practice relating to peer abuse        development of improved service response
(part of Business Plan)
Continue to build on the well          Improved awareness of keeping children safe        03/03
established range of training on
safeguarding children across all


Cabinet Member Lead                                   Cllr John Powley
Strategic Manager Team Lead                           Liz Railton, Andrew Baxter
Assistant Director Lead                               Colin Green, Brian Gale, Tom Jefford



     Tackle the fear of crime in our communities and reduce offending by young


     Section 6 of the Crime and Disorder Act 1998 requires Local Authorities to form
     Crime Reduction Partnerships, to carry out an audit of crime and disorder and
     to develop a three-year strategy to reduce this. Section 38 of the CDA1998
     requires the local provision of Youth Justices Services and the establishment of
     a Youth Offending Team with the „ principal aim of preventing offending by
     children and young people „ The Local Authority sets out each year a Youth
     Justice Plan that sets out the provision of services in the local area.

     The particular contributions which the County council can make to reducing
     crime are:

        Provide strategic and specialist support to CDROs.
        Meeting its obligation to mainstream S17 responsibilities.
        Tackling youth crime specifically and „disaffection amongst youths‟ in


     The County face the challenges of servicing 5 Community Safety Partnerships
     that all have different needs and patterns of crime whilst delivering central
     services from a county perspective. The County Community Safety Manager
     and Support Officer take responsibility for the corporate representation on the
     Partnership Boards and liaising with the Partnership structures. The Corporate
     Community Safety Strategy sets out the commitment to Community Safety for

     The Youth Offending Service has grown dramatically in size over the last 12
     months and has seen unprecedented changes in areas of responsibility and
     expectations. The Youth Justice Board has outlined 13 National Measures of
     Performance that will need to be met over the next three years. The Youth
     Justice Plan 2002-2005 is therefore directed to the achievement of these
     measures as well as National Standards, National and Local Objectives.


     The key themes that have been identified are:

     Community Safety

        Delivering the Action Plans as set out in the 5 local Partnerships. The
         Corporate Plan will provide a countywide perspective on relative priorities,
         themes and geographic priorities.

          Ensuring that the activity of the Partnerships is mainstreamed into the core
           business of the County and Partner agencies in line with Section 17. The
           implementation of the Best Value Improvement Plan is overseen by a
           Corporate Officer Group.
          The strategy demonstrates the County‟s lead role in preparing and
           implementing the district crime and disorder strategies, including financial
           and staff resources.

       Youth Offending Services

          Developing a performance culture that will demonstrate effective practice
           and the delivery of high quality services whilst meeting the 13 Performance
           measures. The implementation of the Youth Justice Board Quality
           Assurance self audit process.
          Delivering a range of services to young offenders and their families across
           the tiers of intervention that are both effective and proportionate to the
           seriousness of the offence. Working with partner agencies to reduce risk
           and to protect the public.
          Developing innovative and creative solutions to young offenders who are at
           risk of offending via specialist interventions that focus upon evidence based
          Creating an agenda for prevention with partners that is targeted and clear in
           its expectations of young people and of communities.
          Integrating the work of the Youth Offending Service with the Community
           Safety Team and the Drug Action Team.
          Taking a proactive approach to press and public relations to reduce the fear
           of crime in the community. To maximise opportunities for the achievement
           of young people with the Connexions Service.
          Working with the Voluntary Sector to develop Referral Orders and
           Community Mentors. To work with parents in partnership to reduce
           offending by their children by offering parent training and support in a
           targeted manner.
          PSA Targets for substance misuse and first entrants to Court to be met.


Outcome              Completion Date Comment/Key                   Critical Factors
Youth Justice Plan   March 2002       Plan passed by the           Sets out Youth
submitted                             Youth Justice Board          Justice Services
                                      as satisfactory
Achievement of       Jan 2003         Review of calendar           Progress on 13
year one targets                      year results and             measures
Achievement of       April 2003       Stretch target to be         PSA performance
PSA targets          & April 2004     met                          funding released
                                                                   and re-invested in
Community Safety      March 2003           47 improvements         BV rating changes
BV Review                                  made

Improvement Plan
Community Safety     April 2003   Review of             Reductions in
Partnership Action                effectiveness of      Crime and Disorder
Plans                             spend from funding    that can be
                                  streams               attributed to
                                                        partnership work


Cabinet Member Lead                Cllr Alan Melton and Cllr John Powley
Strategic Manager Team Lead        Alan Barnish
Assistant Director Lead            Tom Jefford
Other Key Involvement              Brian Gale, Simon Smith, Colin Green

                                                                                            Appendix 7



1.0    PURPOSE

1.1    The purpose of the partnership is to drive forward the commissioning and implementation of
       changes in Children's Services to improve outcomes for vulnerable children and young
       people in the partnership locality. (“Vulnerable” means those children and young people
       whose life chances will be jeopardised unless action is taken to meet their needs better and
       reduce the risk of social exclusion.)


2.1    The following are tasks which partnerships will need to undertake or contribute to
       undertaking to achieve the purpose:

           1. developing strong local inter-agency networks to facilitate communication and
              sharing of information.
           2. develop effective means to involve and consult children and their families in
              providing feedback on existing services and input to the development of service
           3. mapping of existing services and resources.
           4. evaluation of existing services against national objectives and performance
           5. developing an understanding of the meaning of those performance indicators for the
              locality in relation to outcomes for children and families.
           6. developing a performance change plan for the locality based on 1-5 which leads to
              refined objectives, national and local, which will contribute to improving the
              performance indicators and outcomes for children and families.


3.1    The partnerships will be based on District Council and Social Services Team boundaries or
       combinations of these which are broadly coterminous with Primary Care Trust boundaries.


4.1    The membership of each partnership will involve all relevant parties in the area. At a
       minimum this will include: Health Commissioners and Providers, Education Services, Social
       Services, Voluntary Sector and Independent Sector Providers, representatives of parents
       and children's organisations. Each partnership can determine the best way to take forward
       development of their partnership membership and structure.


5.1    The partnership will have direct links through common membership or other communication
       mechanisms to the Children's and Young People‟s Strategic Partnership, HIMP groups,
       Local Strategic Partnership, the Children's and Young People‟s Strategic Plan
       Implementation Group, and to other planning and implementation groups (e.g., Education
       Development Plan, Care and Education Partnership, Community Safety Partnership, Youth
       Offending Team Executive, Drug Action Team, Teenage Pregnancy Initiative, Connexions
       Partnership, etc.)


6.1    Each locality partnership will be expected to account for their performance to their local
       community, particularly children and families themselves.

       Options to achieve this include:

       an annual conference involving children and families
       an annual report to the Cambridgeshire Children's Conference
       through the District Council Best Value Performance Plan
       through the Community Plan for the area
       through the Primary Care Trust Annual Report
       through the Social Services Team Plan

Future Children's and Young People‟s Strategic Plans in Cambridgeshire will refer directly to
the work undertaken by locality partnerships.


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