SOUTH CENTRAL CONNEXIONS
PARTNERSHIP
ISLE OF WIGHT CONNEXIONS
LOCAL MANAGEMENT COMMITTEE
DRAFT DELIVERY PLAN 2002 -
2003
For Discussion at
Stakeholder Meeting 17 April 2002 and
Ratification by Local
Management Committee
CONTENTS
PAGE
3 Executive Summary
The Vision
4 The Principles
5 Engaging Young People
Strategic Objectives
6
Structure,
Delivery and Management
7
Structure
Diagram
8 Delivery
9 Management
10 Needs Assessment
12 Performance Indicators and
Targets
13 Funding and Resources
Human Resource Strategy
14 Working with Schools and
Colleges
Working with other Key
Partners
15 Performance Management and
Continuous Improvement
Information Sharing
Equal Opportunities
Health and Safety
16 Communications Marketing
and Branding
Management Information
17 Strategic Objectives and
the Key Delivery Tasks
Introduction
18 Strategic Objectives
23 Timescales, Costs and
Responsibilities
Planning Objectives and Key Delivery Tasks
32 Recommended Model for
Delivery
33 The Isle of Wight
Connexions Service Model – In Schools and IoW College
35 The Isle of Wight
Connexions Service Model – Not In Education, Employment or Training
36 Resourcing the Delivery
Models
37-38
Estimated
Resources and Potential Costs
ANNEXES
THE ISLE OF WIGHT CONNEXIONS LMC - DELIVERY PLAN 2002-2003
EXECUTIVE SUMMARY
The Local Management Committee (LMC) of the South
Central Connexions Partnership (SCCP) for the Isle of Wight have developed this
Delivery Plan to link in with the Business Plan developed by the SCCP for the
Partnership Area, which includes Hampshire, Portsmouth, Southampton and the
Isle of Wight.
The format and headings used are consistent with
those in the SCCP Business Plan and a précis of the main plan is included under
each of the headings. Additional information, and a copy of the Business Plan
are available if required.
1.THE
VISION:
1.1 All young people between the ages of 13 years
and 19 years (and up to 25 years for those with special needs) will have access
to services that ensure they gain the information, advice, guidance and support
necessary to reach their potential and make the successful transition into
further education, training and/or employment.
2.THE VALUES:
2.1
The Isle of Wight Connexions Service has been instigated on the following
values:
- Identifying and responding to the needs of all young people
- Ensuring all young people have equal access to opportunity
- Acknowledging young people as valuable contributors to the
community and who are welcomed and celebrated in the community
- Recognising that all young people have rights and responsibilities
in society
2.2
The principles underpin a delivery plan that extends opportunities for equal
access to all young people through:
·
Transparent
and inclusive processes involving all partners but actively recognises the role
that young people have as active contributors
·
The
constant pursuit of new developments to reflect agreed vision and values
·
An
implementation of the Service in a transitional but phased approach that builds
on good practice and current research
·
The
continuing reflection upon the lessons learned from the Isle of Wight Pilot
2001/2002
·
The
sharing of critical information with all partners through agreed protocols
·
New
resources that will only be deployed against specified criteria
·
Training,
support and quality standards that strive to reflect “best value”
·
Continuous
mapping and a sharing of management information
3.ENGAGING YOUNG PEOPLE:
3.1 In continuing to
develop the Connexions Service across the partnership we have followed
the strategic policy made by the SCCP Board to engage young people in the
design and delivery of the Connexions Service.
3.2 Support for this policy has resulted in young people being involved
on appropriate “interview panels”; the LMC Youth sub-group; in the
establishment of the Transforming Youth Work Development Fund position within
the Youth Service; and through the development of a Young Peoples Charter that
outlines the rights and expectations of the new Connexions Service.
3.3 Support for the policy has also resulted in a
shared value statement under which the Isle of Wight Connexions Service has endorsed:
“Joining
together to promote opportunities for achievement & success”.
3.4 We will, through
consultation with the Youth Forum, continue with these policies to ensure that
all young people can contribute to the delivery of the Connexions Services, can
highlight their own barriers to learning, and can adequately express and help
themselves to raise their aspirations.
3.5 A copy of the Young
Peoples Charter is attached as an annex to this document for reference.
4. STRATEGIC OBJECTIVES
We
support the strategic objectives set across the whole SCCP area. These are:
4.1
To raise aspirations,
participation and challenging goals for the achievement levels of all young
people
4.2
To provide all young
people outside of learning with the support they need to fulfil their potential
4.3
To provide an integrated
support service for young people and their carers to assist in engaging
effectively with learning and employment
4.4
To influence and improve
learning provision and other services for all young people
To To operate all Connexions Services with an equality of opportunity and open access for all by providing a dedicated personal adviser service to all young people
4.6
To develop the capacity
of the partnership to deliver the objectives above
These Strategic Objectives link to the Key Tasks and
Stakeholder Targets and are discussed and detailed in Section 17 onwards
5. STRUCTURE DELIVERY AND MANAGEMENT
5.1 Structure:
5.11 The Local
Management Committee with representatives from the contributors and stakeholders
involved in the Isle of Wight Connexions Service, was developed at an early
stage as a robust structure that can oversee, influence, manage and quality
control the local Service and its funding.
5.12 Links to the SCCP
Board have been maintained, as the Chair of the LMC is an SCCP Board
Member. Additionally the Isle of Wight Director for Social Services and Housing
also sits as an SCCP Board member. The Chief Executive of the SCCP will also
attend Local Management Committee meetings on a regular basis and provide
direct line management for the appointed Isle of Wight Connexions Manager.
5.13
The LMC have agreed to the formation of a smaller LMC Steering Group as
part of the Local Management Committee. This group acts on behalf of the LMC
and takes an early response on policy, probity and good practice but at the
same time defers to the LMC and is finally guided by that broader membership.
5.14 Identified Sub
Committees will be created to oversee Contracts Quality and Performance,
working to clear terms of reference, as well as steering identified issues for
young people.
5.15 An all Island wide Stakeholders
Group will be regularly consulted at least annually on Connexions Service
matters and invited to contribute as and when appropriate.
5.16 Young people play a
major role in all the above groups but also have their own dedicated Youth
Forum that will in future meet under the direction of a member of the LMC
and the Transforming Youth Work Development Fund (TYWDF) worker.
STRUCTURE
DIAGRAM
>>>>>>>>>>>>>>
>>>>
^ <<<<<<<
^ v
^ v
Connexions Manager Isle
of Wight Connexions LMC
>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>
<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<<
<<<<<< ^
Isle
of Wight Connexions Information Officer/Support staff
>>>>>>
^
^ v <<<<
^ v
^ v
Isle
of Wight Connexions Isle of Wight Connexions
Young Peoples Forum
Personal Advisors
<<<<
Isle
of Wight Connexions Commissioned Personal Advisers &
additional services
Transforming Youth Work Development Fund Worker
<<<<
5.2 Delivery:
5.21
The implementation of the Isle of Wight Connexions Service will be delivered
through the support of Stakeholders, and the direct resource of Connexions
Personal Advisers placed within professional teams; and a small team of
trained young people known as “Connexors” as a link between service users and
service providers.
5.22 The principal
contributors are the Island’s Education and Community Development Directorate,
the Local Education Authority, Schools, the Youth Justice Service, HealthCare,
Social Services and Housing Directorate, the Isle of Wight College and the
local Southern Careers Service Company. Significant input and resources in kind
will also come from self-funded voluntary agencies including the Youth Trust,
the Hampton Trust, the Girls Friendly Society, Platform One and others.
5.23 The Annexes include
a Tabular format of the linkages within the Connexions Service in relation to
Young People, Schools and Colleges and Other Key Partners.
5.24 All of the
contributors are critical to the Isle of Wight Connexions Service. In seeking
funds from South Central Connexions Partnership they will deliver the Isle of
Wight Connexions Services by collaborating under a contracted framework, which
includes quality standards and information management.
5.3 Management:
5.31 The Isle of Wight
LMC will have a key role in identifying the needs for local provision,
identifying gaps and developing local plans. The members will work closely with
the SCCP Board in the ongoing development of area plans and how resources might
be most effectively deployed. The LMC will also be responsible for identifying
local service needs and ensuring that quality is monitored.
5.32 The Isle of Wight
Connexions Local Management Committee Steering Group will promote and
prepare policies, advise on probity and recommend good practice. At the same
time this group will be required to defer to the LMC and be guided by that broader
membership. The Chair of the LMC is also a member of the SCCP Board. He will be
supported by personnel identified by the LMC and with expertise drawn in from
stakeholders.
5.33 The Isle of Wight
Connexions Manager will be employed directly by the Isle of Wight Council.
They will be accountable to the Chief Executive of SCCP but will work closely
with the Chair and LMC Members to manage the effective local delivery.
5.34 To assist the work of
the Isle of Wight Connexions Manager, the Service will require Connexions
Administration staff and a Connexions Information & Data Controller.
The first of these support staff is already in place assisting the
current Connexions (IOW) Co-ordination Manager and will continue in this
role when the Connexions Manager is appointed.
The remaining posts will be appointed prior to the live date.
5.35 The Connexions
Personal Advisers (PA’s) will be employed by contract and work within
partner organisations and stakeholder teams. The PA’s will assist in the
building of a multi-skilled and talented delivery team capable of crossing
professional boundaries.
5.36 All PA’s working at
Level 1 (as described in Section 22 below) will undertake accreditation through
the Connexions Diploma. Those working with Levels 2 and 3 will undertake the
Understanding Connexions 10-day Course and be encouraged to undertake the
Connexions Diploma. The PA’s will be brought together by the Connexions Manager
to share good practice and to help in the communications link with the LMC.
5.37 In delivering the
Connexions Service PA’s may operate from Schools, the Isle of Wight College,
One Stop Shops, Youth Offending Teams, Leaving Care Teams as well as Youth
Clubs, and local (ward level) Voluntary, Community or Neighbourhood
Organisations.
5.38 Other staff offering
Personal Advice will be considered as PA’s, even where they have yet to take on
the ten-day Understanding Connexions training. Where they have been nominated
by the Schools, the Isle of Wight College, or from any of the key partners,
they will carry the name of Connexions Personal Adviser.
6. NEEDS ASSESSMENT:
6.1 Mapping
6.12 In June 2001, SCCP commissioned the Youth
Affairs Unit De Montfort University to provide consulting support for a mapping
exercise. A purpose of the mapping was to gather baseline data for the
strategic planning of the Connexions Service on the Isle of Wight.
6.13 Research has been undertaken of the views of
the young people on the Island through the Education Resource Information
Centre (E.R.I.C.). This surveyed 1160 young people from across the island with
the survey carried out by their peers. The full report is available by request.
6.14 Some of the main issues brought out through
E.R.I.C. was the current view of support offered to young people. To the
question “Think about the help you have needed over the past year. If you have
needed help, advice or support in these areas was there someone to help you?”
The main emphasis of the responses received is shown in the following table:
|
|
Education Help & Advice |
Health help & advice |
Help with relationships |
||||||
|
|
Schoolwork |
Careers |
Jobs |
Mental |
Alcohol/drugs |
Pregnancy |
Family |
Bullying |
Teachers |
|
Yes |
67% |
43% |
28% |
14% |
16% |
12% |
22% |
19% |
12% |
|
No |
33% |
57% |
72% |
86% |
84% |
88% |
78% |
81% |
88% |
|
No of respondents |
739 |
482 |
316 |
150 |
173 |
130 |
240 |
209 |
138 |
6.15 A separate question
asked, “ What difference would having a Connexions person to help you, have on
your life?” Young people were asked to rate this on a scale of 1 0 to 10 with
0= none and 10 = a lot. The responses are shown below:
|
|
0 |
1 |
2 |
3 |
4 |
5 |
6 |
7 |
8 |
9 |
10 |
|
Rating |
157 |
55 |
73 |
81 |
77 |
257 |
91 |
91 |
73 |
19 |
74 |
6.16 The mapping exercise has shown that the Island
has key issues in specific areas:
- Unemployment is consistently higher on the Island than in the UK
and the South East and is concentrated in the 18-24-age range.
- Of the 48 electoral wards on the Island, 2 rate in the most
deprived 10% in England
- The Island has a very small Black and Minority Ethnic population,
less than 0.5%
6.2 The Involvement of Young
People
6.21 Through E.R.I.C. and
such rotes as Focus Groups, extensive consultation has already been undertaken
with young people. In addition the LMC Youth sub committee and the SCCP Board
have ratified the Youth Charter.
6.22 As a result of
consultation, an Isle of Wight Youth Forum will be developed by the TYWDF
worker in collaboration with Wight 2B Heard. Continuing feedback from the Isle
of Wight Youth Forum and the SCCP Young People’s Forum will be
essential to monitor the quality and impact of the Service from young people.
6.3 Developing The
Needs Assessment
6.31 We recognise that
whilst the information gained from the mapping has highlighted many key areas,
more needs to be done in the first year of delivery to establish sound
baselines, issue targets for achievement and log appropriate milestones. In
this regard, we will ensure that:
·
A repeat exercise is
undertaken that identifies the needs of young people, and of services and
activities available on the Island, the user-friendliness of the Connexions
Service (its’ locations, hours and services), and also to confirm the correct
contact routes for the many specialist services such as housing and the support
for drugs related issues.
6.32 The Connexions Service
will continue to contribute a youth perspective to the Island’s Community
Strategy; have a voice on the Local Learning Partnership; and contribute to the
Children and Young People Partnership Board and the Children’s’ Fund
6.4 Partners Plans
6.41 In its first year, and
then annually, the Isle of Wight Connexions Service will improve its needs
assessment by collaborating and consulting with key partners over their plans
where they involve services to young people.
6.42 Some of the plans being
shared include Education Development Plans, Children and Young People’s Strategic
Plans, Behavioual Support Plans, Children’s Service Plans, Community Safety
Partnership Action Plans, Youth Service Plans, Education-Business Link Plans,
Local Learning Plans, Single Regeneration Bid Plans, Substance Misuse Plans
(Drug Action Teams), Teenage Pregnancy Strategies, Youth Justice Plans, Housing
Strategies, Homelessness and Health Plans.
6.43 Sub-regional plans such
as those held by South East England Development Agency (SEEDA,) Government
Office for the South East (GOSE) and The Hampshire and IOW Learning &
Skills Council will also be consulted, as will the more local plans held by the
Lifelong Learning Partnership.
7. PERFORMANCE INDICATORS AND TARGETS
7.1 We will take a local
lead in setting and contributing to Connexions Service targets but will need to
be mindful that any resulting performance indicators and targets have to be
agreed by the Board of SCCP with Connexions Service National Unit (CNSU). This
agreement will cover:
·
Performance indicators
that measure “year on year” progress
·
Cross cutting targets
that are owned by individual partners but contributed to by all
·
Partnership targets
that relate to specific areas of the Connexions Service
7.2 The Isle of Wight
Connexions Service considers that it has a contribution to make to the
achievement of targets held by the various partners. To facilitate this,
regular exchanges will take place between all contributors and stakeholders so
that information and techniques can be shared and appropriate support offered.
7.3 Performance indicators
7.31 Three key performance
indicators will be monitored-
·
The
year on year progress of the proportion of 16-19 yr olds in employment,
education and training.
·
The
year on year progress of the proportion of the cohort taking part in personal
development,
·
The
number of young people receiving support through a Connexions intervention.
7.4 Cross-cutting targets
7.41 These targets, owned by
individual key agencies, will, through planning processes be linked together to
avoid duplication and to provide realistic local Isle of Wight Connexions
Service targets. The targets will concentrate upon increasing the achievement
levels for 16 yr olds, increasing NVQ achievements for 19 yr olds, increasing
school attendance and reducing the under 18 conception rate.
7.5 Partnership targets:
7.51 Local targets, specific
to the Connexions agenda, will include reducing the number of young people
leaving education and training to become Not in Education, Employment or
Training (NEET), and a number of shared targets with the Health Services, Youth
Justices, Drug Action Teams, and those in the Voluntary Sector working to the
Connexions agenda.
8. FUNDING
AND RESOURCES
8.1 The Isle of Wight
Connexions LMC will have a role in working to join up local services for all
young people aged 13-19 as well as delivering (through contracted arrangements)
some of the Connexions Service. In 2002-3 the Isle of Wight Connexions Service
will receive notional funding of £263,000
8.2 The funding is based upon a number of weighting
factors, around population size in the target groups, and young people’s needs
such as GCSE results; numbers of young people not in education; those
unemployed, and those claiming income support. Overall the per capita payment
for the Isle of Wight Connexions Service is above the average for SCCP and
reflects the specific issues faced on the Island.
8.3 The notional monies awarded to the Isle of Wight
Connexions Service do not reflect the substantial commitment of resources by
voluntary and publicly funded partners who will continue to provide a
significant “in-kind” contribution towards the local delivery of the Service.
8.4 The Local Management
Committee will approve contracts but will not be contractors nor be the holders
of monies, however will work with SCCP to recommend suitable contract holders
and then help put financial systems in place with them that enables those
appointed contractors to record and advise all transactions between themselves
and the South Central Connexions Partnership Board.
8.5 Isle of Wight Connexions
will submit to SCCP the detailed delivery plan that recommends where local
costs for the delivery of the Service should be allocated and which reflects
CSNU recommendations that 40% of monies should be spent on work with the 13 -16
yr age group, 35% on work with the 16-19 yr age group and the balance to
support the direct employment of Personal Advisers and other delivery staff.
9. HUMAN RESOURCE STRATEGY
9.1 Isle of Wight LMC
will submit recommendations to the SCCP Board for the level of Personal
Advisers and support staff required to deliver its local service. With support
from the key contributors and stakeholders we will prepare a Human Resources
planning strategy. This strategy will identify and describe the details of the
numbers of staff to be deployed to deliver a total Service reflecting the needs
of the Island’s young people.
9.2 This strategy will
also identify future retention and recruitment needs & training and
development needs.
10. WORKING WITH SCHOOLS & COLLEGES
10.1 We clearly recognise
that the link to individual school and the Isle of Wight College priorities is
vital to meet with student needs. It is essential that school and college
management be engaged in planning and delivery and with full representation on
the LMC.
10.2 In the Schools and
the Isle of Wight College, Connexions will provide universal support, advice
and guidance to all students and more intensive support to students needing
specific help to progress. This is set out in a tabular format in the Annexes.
10.3 Every school and the
Isle of Wight College will negotiate its own Partnership Agreement that will
include Careers advice and guidance and access to additional support. The
Agreement will also address issues such as the resources that the Service can
offer, give clarification on the roles, responsibilities and the management of
the school/College nominated Personal Adviser, advise how students with
particular needs will be helped, and clarify how data will be expected to be
collected and shared.
11. WORKING WITH OTHER KEY PARTNERS
11.1 The Isle of Wight
Connexions Service aims to bring together the services working with young
people and to implement a strategy that supports and directs collaborative
working. Key partners include the voluntary and community sectors, statutory
services, training providers, educational institutions and employers.
11.2 There will be an
early agreement with all key partners on the principles for joint working so
that the Isle of Wight LMC and the Youth Forum are working towards building on,
rather than duplicating the work of existing agencies. To be effective the Isle
of Wight Service will work with these partners to identify
·
How and where they
operate,
·
How to best work
together,
·
Where Personal Adviser
roles already exist,
·
How to join together
all partners to share their work, their vision, planning, training and use of
premises.
Through this joint
approach the Service will encourage the most appropriate worker to take on the
role of the young person’s Personal Adviser and to take a lead case management
role in order to broker and co-ordinate support from other agencies.
11.3 The Key Partners
will provide an open route for local employers and training providers in order
to present them with up to-date information, advice and guidance about local
labour markets and support for associated learning and employment
opportunities.
12. PERFORMANCE MANAGEMENT AND CONTINUOUS IMPROVEMENT
12.1 The CSNU is
developing a performance management and contracting framework that will cover
both qualitative and quantitative measures in-order to provide an integrated
basis for accountability and continuous improvement.
12.2 The SCCP Board will
be required to undertake an annual self-assessment of their performance, and
GOSE, as managers of the Connexions Contract, will hold quarterly reviews with
the SCCP Board. The CSNU will be responsible for reporting to Ministers on
progress with the delivery of Connexions nationally. OFSTED has the
responsibility for inspecting the Connexions Service and every Connexions
Partnership is required to carry out a Best Value review.
13. INFORMATION SHARING AND SYSTEMS
13.1 The CSNU is
developing a comprehensive information system database, to monitor the status
and needs of all 13-19 year olds and enable young people who move between
Connexions Partnership areas to be supported more easily.
13.2 The key component to
the system will be the feeding of information from Personal Advisers, local
agencies and others to the national system via the SCCP system and in doing so,
making that information compatible to other collection systems such as those
used by the Learning and Skills Council, Schools, Colleges and others.
13.3 There will be an
early need for local data sharing agreements and suitable training for
Connexions staff to help understand and implement them in line with the Data
Protection Act 1998. It is the intention that all Isle of Wight
Connexions Service partners and key stakeholders support the SCCP Board in their
information sharing and systems strategies.
14. EQUAL OPPORTUNITIES
14.1 In delivering any
Connexions Service, all key partners and stakeholders will have to demonstrate
that their services offer appropriate forms of access and delivery for all, and
is able to support the SCCP Board equal opportunities strategy.
15. HEALTH AND SAFETY
15.1 Isle of Wight
Connexions Service will inform the SCCP Board how services will be organised to
minimise the risk to health and safety to all young people benefiting from its
provision.
15.2 Isle of Wight
Connexions will request all partners and key stakeholders to comply with
relevant legislation, ensure that front line delivery staff have been suitably
trained and informed of the risks involved and have adequate supervisory
arrangements in place particularly where Personal Advisers are working with
young people with multiple problems, ensuring support for the SCCP Board health
and safety strategies.
16. COMMUNICATIONS MARKETING AND BRANDING
16.1 From the first day
of operation, and guided by the SCCP Board, Isle of Wight Connexions Service
will contribute to the development and the understanding of how, with its key
partners and stakeholders, the process for using the Connexions name, the
corporate identity and the branding of the Service will operate locally. This
will include the promotion of the Connexions Card and its’ locally negotiated
discounts.
17. MANAGEMENT INFORMATION
17.1 Isle of Wight
Connexions Service will collect and report management information as guided by
the SCCP Board but it is likely to include information based around narrative
reports, planning data, expenditure, and statistics.
18. NOTES
19.
STRATEGIC OBJECTIVES AND THE KEY
DELIVERY TASKS
19.1 INTRODUCTION
19.2 The Isle of Wight Connexions Delivery Plan sets
out milestones for 2002-2003 for the first year of the Service’s activity and
mirrors the Business Plan by setting key delivery tasks against the SCCP
strategic objectives and then cross referring those tasks to the relevant
section of the Isle of Wight Connexions Delivery Plan and key targets for
stakeholders
19.2 In respect of timeframes, it is, at the time of
writing anticipated that South Central Connexions Partnership will “go live” on
1st September 2002. In the plan, the annotation “by 31st
August 2002” means therefore that an Implementation Activity Phase will
be funded and operated from 1st April 2002 to 31st August
2002. Should a decision be made by CSNU that South Central Connexions
Partnership will only “go live” from 1 April 2003, then a new funded
arrangement will be identified for Implementation Activity Phase funding
between 1st September 2002 – 31st March 2003.
19.3 Stakeholders will be
eligible to tender for contracts for the delivery of the Connexions Agenda.
19.4, The Careers Service Contract will be offered
direct to Careers Management by SCCP but that does not prevent Isle of Wight’s
Southern Careers working in any of the other contracts or bidding for further
contract work in their own right.
19.5 This rule also applies to any agency or
partner.
|
Strategic Objective |
Key Tasks |
Business Plan Section
References |
Link to Key Targets and
responsibilities |
|
1. To raise aspirations,
participation and set challenging goals for the achievement levels of all
young people |
1. Work with schools, colleges and training
providers and other organisations to screen all young people for risk of
underachievement 2. Provide help to review each young person’s
strengths and weaknesses, understand their situation, recognise their
potential and set goals 3. Provide advice to each young person on planning
to achieve their educational and life goals, including impartial careers
information, advice and guidance 4. Provide information and advice to each young
person where required on health, lifestyle, financial support and other
practical issues to assist them in achieving their goals 5. Provide each young person with information and
access to personal development opportunities to broaden horizons and develop
talents, including volunteering, community service activities, sports arts
and recreational activities 6. Provide programmes of education to young people
and carers on local risk factors associated with underachievement such as
drugs, crime, bullying, pregnancy and gambling 7. Provide equal access to the above regardless of
race, gender, disability, sexuality, and other potential discrimination 8. Work with schools, colleges and training
providers and other organisations to improve attendance |
3, 5, 6, 7, 8, 10, 11, 13, 14, |
1.
All Stakeholders 2.
Schools/ IW College Training
Providers Careers
Service 3.
Careers Service Schools/IW
College Training
Providers 4.
All Stakeholders 5.
Voluntary/Community Sector Isle of
Wight Council Private
Sector 6.
Youth Offending Team, Drug Action Team, Teenage Pregnancy Unit Schools/IW
College, Youth Service 7.
All Stakeholders 8.
Schools/IW College, Police, Training Providers |
|
Strategic Objective |
Key Tasks |
Business Plan Section
References |
Link to Key Targets and
Responsibilities |
|
2. To provide all young people
outside of learning with the support they need to fulfil their potential |
1. Work with partners and other organisations to
identify and provide support to young people pre and post 16 who are outside
of learning or otherwise at risk of under-achieving* to enable them access
and benefit from appropriate learning opportunities and/or employment *This definition includes all young people from or
with, minority ethnic groups, disabilities, health problems, language
difficulties, literacy and numeracy needs, learning difficulties, pregnant
teenagers and teenage parents, substance misuse, homeless or looked after,
Learning Gateway, young offenders, neighbourhoods with lower participation
rates and those who are re-entering the labour market 2. Arrange for the assessment and referral of
young people to appropriate services according to their needs |
3, 5, 6, 9, 10, 11, 13, 14, |
1.
All Stakeholders 2.
All Stakeholders, Connexions personal Advisers |
|
Strategic Objective |
Key Tasks |
Business Plan Section
References |
Link to key targets and
responsibilities |
|
3. To provide an integrated
support service for young people and their carers to assist in engaging
effectively with learning and employment |
1. Provide co-ordinated access to specialist
advice and services to all young people who need them, to remove barriers to
learning such as difficulties accessing financial support, difficulties with
housing and behaviour problems 2. Agree arrangements with partners for pooling
staff and other resources where appropriate 3. Agree protocols to share relevant information
on young people and services with partners 4. Agree protocols with youth offending teams for
the assessment of all supervised young offenders, their referral to
education, training and progression to employment and the provision of other
support according to their needs 5. Collaborate in government initiatives to
improve participation and achievement levels 6. Work towards joint targets with partners for
reducing the incidence of youth offending, substance misuse and teenage
conceptions |
3, 5, 7, 8, 9, 10, 11, 12, 13, 14, |
1.
Social Services, Voluntary & Community Sector, Benefits Agency,
Education Department 2.
All Stakeholders 3.
All Stakeholders, CSNU 4.
Youth Offending team 5.
All Stakeholders 6.
Youth Offending Team, Drug Action Team, Teenage Pregnancy Unit |
|
Strategic Objective |
Key Tasks |
Business Plan Section
References |
Link to Key Targets and
responsibilities |
|
4. To influence and improve
learning provision and other services for young people |
1. Deliver the young persons charter 2. Monitor effectively the views of young people
and stakeholders about learning provision, development opportunities and
support services for young people 3. Identify shortfalls in the range, capacity and
quality of all learning provision, development opportunities and support
services for young people 4. Act as an advocate for individuals or groups of
young people to ensure that they have access to appropriate learning
opportunities and support services |
3, 5, 6, 13, 14, 17 |
1.
All Stakeholders 2.
Youth Forum 3.
All Stakeholders 4.
All Stakeholders, Connexions Personal Advisers |
|
Strategic Objective |
Key Tasks |
Business Plan Section
References |
Link to key targets and
responsibilities |
|
5. To operate all connexions
services with an equality of opportunity and open access for all |
1. To communicate to all partners the need to have
extending opportunity and equality of opportunity as part of their organisations
culture and core practice 2. To monitor and ensure good practice exists
across the whole service |
3, 5, 6, 13, 14, 17 |
1.
All Stakeholders 2.
All Stakeholders |
|
Strategic Objective |
Key Tasks |
Business Plan Section
References |
Link to key targets and
responsibilities |
|
6. To develop the capacity of the partnership to deliver the
objectives above |
To
contribute to the South Central Connexions Partnership aims of: 1.
Developing an effective customer information service 2. Putting
in place effective arrangements to ensure the ongoing involvement of young
people in the design, delivery and evaluation of the service 3.
Recruiting, training and deploying a sufficient workforce of personal
advisers and other staff to ensure that all young people can access the
personal adviser and other services 4.
Marketing, communications and branding of the service 5. Ensuring
that the service and supporting activities meet the relevant national
standards 6. Meeting
the requirements of the grant terms and conditions as stated in the Financial
Memorandum |
3, 5, 8, 9,
10, 11, 12, 13, 15, 16, 17 |
1.
All Stakeholders 2.
All Stakeholders 3.
All Stakeholders 4.
All Stakeholders 5.
All Stakeholders 6.
All Stakeholders |
20. TIMESCALES, COSTS AND RESPONSIBILITIES
20.1 Subject to the above
recommendations for the Isle of Wight Connexions Service having been ratified
by the LMC following consultation with stakeholders, the recommendation
in the Delivery Plan will be set against the relevant sections of the SCCP Business
Plan with identified timeframes, costs and responsibilities.
20.2 In respect of timeframes, it is anticipated at
the time of that South Central Connexions Partnership will “go live” on 1st
September 2002. In the plan, the annotation by 31st August 2002
means therefore that an Implementation Activity Phase will be funded and
operated from 1st April 2002 to 31st August 2002. Should
a decision be made by CSNU that South Central Connexions Partnership will only
“go live” from 1 April 2003, then a new funded arrangement will be identified
for Implementation Activity Phase funding between 1st September 2002
– 31st March 2003.
21. PLANNING
OBJECTIVES AND THE KEY DELIVERY TASKS:
21.1
Tasks have been identified and linked to the relevant section of the SCCP
Business Plan. Timescales and responsibilities have been detailed with costs as
appropriate.
DP1: Regularly review the membership
of the Youth Forum, its’ role and or contribution to Isle of Wight LMC
Youth sub committee, and to the South Central Connexions Partnership
SCCP Business Plan - Section 3 Engaging Young People
DP1: With guiding terms of reference in
place, agree the structures and reporting mechanisms of the LMC, the LMC
Steering Group, LMC Sub Groups, Isle of Wight Youth Forum including
clarifying the roles and contributions required by the LMC Chair, Local
Connexions Manager and any other appropriate supporting staff DP2: Agree the framework by which
stakeholders will join together to effectively deliver the Isle of Wight
Connexions Service and identify lead bodies within each contract DP3: Agree individual roles and
responsibilities for all those who contribute to the Isle of Wight
Connexions Service including the LMC, LMC Steering Group, Connexions
Manager, Administrators, Information & Data Controller, TYWDF Worker,
Personal Advisers from Schools, Isle of Wight College, Social Services,
Youth Service, Voluntary Services, Youth Justice Service and Connexions
Personal Advisers
SCCP Business Plan - Section 5 Structure Delivery and Management
DP1: Undertake
further mapping of needs assessment to inform local and SCCP business
planning that also includes the involvement of young people themselves DP 3: Investigate
the need to have a one-stop shop and/or information access points
particularly in rural areas DP4: Agree
the methodology that will lead to an improvement in the understanding of
needs by encouraging all key partners to collaborate and share their plans
where they involve young people
SCCP
Business Plan - Section 6 Needs Assessment
DP2: Identify
the methodology that incorporates a requirement within contracts to supply
ongoing needs assessment information, how young people are consulted, and
how changes in need will affect changes in service
DP1: The LMC will identify and agree
the local contribution to the requirements placed upon SCCP to identify,
collect and implement work towards the CSNU Performance Indicators, the key
partners Cross Cutting Targets and the local Partnership Targets
SCCP Business Plan -
Section 7 Performance Indicators and Targets
DP1: With SCCP Financial Accountant,
prepare appropriate systems that will record and report back to SCCP the
budgets and spend associated with the notional monies allocated to Isle of
Wight Connexions Service DP2: Involve all appropriate
stakeholders in the planning required by Isle of Wight Connexions Service
to implement contracts DP3: Identify other sources of funding DP4: Establish “in-kind” contributions
SCCP Business Plan -
Section 8 Funding and Resources
DP1: Prepare a human resource planning
strategy to identify and describe for SCCP the implications and the details
of numbers of staff to be deployed to deliver the Isle of Wight Connexions
Service DP2: Establish “in-kind” contributions
to the human resources plan DP3: Establish
a network of Personal Advisers and other delivery staff DP4: Contribute to a SCCP staff
development and training programme that includes the Understanding
Connexions and Individual Training for APIR programmes along with
implementing other locally identified “needs training” DP4: Research
the potential for a “peer group” training programme for young people
wishing to progress to Personal Advisers through the establishment of a
team of “Connexors”
SCCP Business Plan - Section 9 Human Resources
DP2: Wherever possible, and using
pilots and/or staggered delivery, plan and implement with schools and Isle
of Wight College strategies that integrate careers education, personal and
social health education, citizenship, and pastoral support DP3: In support of DP2, plan and
implement with schools and Isle of Wight College strategies that join
together the delivery of the many agencies including educational welfare,
behaviour support, special education needs as well as the key external
agencies including youth service and education business links DP4: Identify and work with those
young people for whom the current support is either failing, is not
appropriate or for whom attention to social, emotional, behavioural or
learning needs are a priority
SCCP Business Plan - Section 10 Working with
Schools and Colleges
DP1: Introduce to all schools and the Isle of Wight the
(CSNU based) School & College (Post 16) Delivery Model alongside
minimum standards for the school and college partnership agreement
DP1: Establish
a joint working protocol that builds upon the multi-agency work already
existing on the Island to be able to provide joint planning for the
collaborative delivery of the Service to young people DP2: Identify particular ways of
working, collaborating and planning with the voluntary and community
agencies across its entire sector DP3: Identify particular ways of
working, collaborating and planning with the Learning and Skills Council
using the Memorandum of Understanding model
SCCP Business Plan -
Section 11 Working with Key Partners
DP1: To set up an LMC Sub-group with
the aim of identifying and agreeing a local contribution to the
requirements placed upon SCCP to demonstrate performance management and
continuous improvement activities across every LMC and be mindful of future
needs re OFSTED and Best Value Reviews
SCCP Business Plan -
Section 12 Performance Management
DP1: Identify, and if
required, design or modify the method by which the Isle of Wight Connexions
Service can contribute to the SCCP information system requirements whilst
at all times being aware of the Data Protection Act
SCCP Business Plan -
Section 13 Information Sharing and Systems
DP1: Identify, and if
required, design or modify the method by which the Isle of Wight Connexions
Service can contribute to the SCCP equal opportunities strategy and the
Isle of Wight Council equal opportunities policy
SCCP Business Plan -
Section 14 Equal Opportunities
DP1: Identify, and if
required, design or modify the method by which the Isle of Wight Connexions
Service can contribute to the SCCP health and safety strategy and the Isle
of Wight Council Health and Safety policy
SCCP Business Plan -
Section 15 Health and Safety
DP1: Identify, and if
required, design or modify the method by which the Isle of Wight Connexions
Service can contribute to the SCCP marketing communications and branding
strategy
SCCP Business Plan -
Section 16 Marketing Communications and Branding
DP1: Identify, and if
required, design or modify the method by which the Isle of Wight Connexions
Service can contribute to the SCCP management information strategy
SCCP Business Plan -
Section 17 Management Information
22. RECOMMENDED MODEL FOR DELIVERY
22.1 The recommended Isle of Wight Connexions Service
delivery model has been adapted from that proposed by the CSNU July 2001
guidance set out in “Connexions for All” and from the discussions with
stakeholders and the LMC.
22.2 The established
assumption running through the Isle of Wight Connexions Service delivery model
is that apart from the ever present statutory involvement with young people in
schools or the Isle of Wight College, with the education authority and careers
service, Isle of Wight Connexions will also promote out-of-school or college
personal development work that involves the Youth Service, the Voluntary
Community Organisations and other key stakeholders in the community.
22.3 Isle of Wight Connexions will give priority to
Personal Advisers in their aims to help all young people gain access to
services and to ensuring that those same young people feel involved and
empowered in the decisions being made about them
22.4 Isle of Wight Connexions will enhance the
staffing levels of some stakeholders by the provision of intensively working
Personal Advisers working with young people at Level 1.
APIR
– Assessment, Planning, Implementation and Review tool completed by Personal
Adviser in consolation with young people and their parents/carers.
PA
1
Multi-agency
intensive and co-ordinated support using APIR
1 LEVELS
One
to one support with APIR
PA 2
Isle
of Wight Connexions Service will offer a universal service and thus the
pyramid only describes the level of support available to a young person, it
is not segmented to identify how “multiple problems” might be tackled. A
young person may, and can quite legitimately access the higher levels of
support, before returning once more to the lower level.
2
Standard
support, information advice and guidance
PA3
3
3
4
5
AGE 13-19
22.5
A brief overview and description of the adopted operational model follows
but first some assumptions have been made:
- During term times Personal Advisers identified by each School or
for the isle of Wight College, will work under a known “code of practice”
that reflects the values of that School or of the College.
- The Personal Adviser will be “hierarch ally positioned” within the
School or College management team with access to and support from Pupil
Services or similar Student Liaison staff.
- Nominated Personal Advisers will liase with other agencies working
on youth support programmes to update their skills and take part in
professional development
- One member of the Senior Management Team (SMT) will be identified
as the lead person for the Connexions community within each school
and the Isle of Wight College. The SMT member will act as a communications
conduit for “outside” agencies.
·
“A Principle Agreement” will be annexed to any SCCP
contract operating between themselves and any Isle of Wight Connexions
nominated Contractor, stipulating how service level agreements with individual
educational institutions involved in Connexions will operate. This agreement
would elaborate on the need for various conditions ranging from Multi Agency
Panels, Data Protection needs, Information Exchange/Reporting requirements,
Marketing and Branding and the Connexions qualifications held by staff.
23 The Isle of Wight Connexions Service Model – In
Schools and Colleges
23.1 In School Model, Year 8
|
Month 1 |
In School introductions to the Connexions Service
for young people aged 13 |
|
Month 2/3 |
Senior
Management Team (SMT), working with the Children and Young People’s Services (CYPS)
and a School based Connexions Personal Adviser (PA) undertake a review of
pupil needs to identify and agree any additional support |
|
Month 4/12 |
Implement and allocate “caseworkers” with
identified students |
|
Month 10/11 |
SMT, CYPS, PA and caseworkers undertake end of
year review, plan year 9 |
|
Month 11/12 |
Connexions Partnership Agreement negotiated and
signed for Year 9 |
23.2 In School Model Year 9
|
Month 1 |
SMT, CYPS, PA and caseworkers identify young
people “likely to be at risk” in post 16 transition, initial caseload
identified for PA |
|
Month 2/3 |
Introduce statutory careers advice inform young
people & parents post 16 options |
|
Month 4/12 |
Implement individual case conferences, and
allocate “caseworkers” with identified students, tracking and outreach work
starts, involvement of multi agencies |
|
Month 10/11 |
Education careers programme starts and dependent
upon SAT’s identify any further young people needing support. KS 4 Planning |
|
Month 11/12 |
Disapplication of National Curriculum, PA’s work
with Education Business Links and others to identify alternative curriculum |
23.3 In School Model Year 10
|
Month
1 |
SMT,
CYPS, PA and caseworkers review progress following the potential for having
involved other agencies and worked with many young people in the Summer Break |
|
Month
2/3 |
Health
Check on subject courses |
|
Month
4/12 |
Implement individual case conferences, and
allocate “caseworkers” with identified students, tracking and outreach work
starts, involvement of multi agencies. Involve agencies in preparation and
choices of work placements, mentoring and pastoral care. PA now proactive in
tracking all “at risk” pupils and manages referrals accordingly. Liaise with
Learning and Skills Council for needs of all pupils for post 16 planning |
|
Month
10/11 |
Individual
progress files updated SMT, CYPS, PA aware of young peoples needs |
|
Month
11/12 |
Visit
and monitor work experience |
|
Year
End |
Conference
that allows all partners to contribute to the reassessment of needs,
including identifying young people transferring to pre 16 college courses,
requiring one to one support, or requiring specialist support. Tracking and
other data information shared |
23.4 In School Model Year 11
|
Month 1 |
Year Start Review that allows all partners to
re-confirm and contribute to the reassessment of needs, including identifying
young people transferring to pre 16 college courses, requiring one to one
support, or requiring specialist support. Tracking and other data information
shared |
|
Month 1/12 |
Delivery of careers guidance interviews and follow
up employment and training in placement support from Southern Careers. Early
identification through guidance interviews of young people deemed to be “at
risk” when moving onto further education or training |
|
Month 2 |
SMT, CYPS, PA and caseworkers review progress following
the potential for having involved other agencies and worked with many young
people in the Summer Break |
|
Month 2/3 |
Issue Connexions and national insurance cards. PA
allocated to work with groups of young people to identify continuing need for
advocacy, mentoring and/or referrals to Learning Gateway/Youth
Service/CYPS |
|
Month 4/12 |
Implement individual case conferences, and
allocate “caseworkers” with identified students, tracking and outreach work
starts, involvement of multi agencies. Involve agencies in mentoring and
pastoral care. PA now proactive in tracking all “at risk” pupils and manages
referrals accordingly. Liaise with Learning and Skills Council for needs of
all pupils for post 16 planning. Identify students eligible for Summer
Activities For 16 Years Olds programme |
|
Month 10/11 |
Individual progress files updated SMT, CYPS, PA
aware of young peoples destinations and future needs logged |
|
Month 11/12 |
Summer activities, Link Courses and other
“learning opportunities” identified with partners, planned and communicated
by PA. Year End Review. |
24.5 In Further or Continuing Education Year 12 & 13
|
Month 1 |
Year Start Review. Partnership agreements to be
signed with Colleges, Training Providers, and Voluntary Organisations that
allow all partners to contribute to the reassessment of young people’s needs,
including one to one support or specialist support. Tracking and other data
information shared. Pastoral support in Further Education for identified
students |
|
Month 1/12 |
Operate a college wide system to anticipate
students that may be at risk of becoming early leavers and then with
potential “early leavers” to introduce career and learning opportunities and
labour market information. Publicise Connexions |
|
Month 5/9 |
Pro-active outreach, identify those at risk,
destination survey, work with LSC |
|
Month 10/12 |
Implement individual case conferences, and
allocate “caseworkers” with identified students, involve the multi agencies
in mentoring and pastoral care. Yr End Review |
24 The Isle of Wight Service Model – Young People Not In Education, Employment or Training (NEET)
24.1 Isle of Wight Connexions will introduce a
one-stop-shop and information point concept
24.2 With support from the dedicated services
provided by Hampton Trust, Com-ment Community Mentoring, Learning Partnership
and the many stakeholders offering access or outreach services, Connexions has
identified a principal base for a Connexions “one-stop-shop” and, where there
are similar outreach offices Connexions “information access points” within
schools and the Isle of Wight College
24.3 Pending the outcome of the SRB commissioned
feasibility study, in business planning terms the one-stop-shop concept will
secure the market, albeit with the co-operation of other agencies that have young
people “referred” to them; Youth Service, Southern Careers, Social Services,
Housing Services, Employment Services, Youth Offending Team, Probation, Pupil
Support Services, Education Welfare, and the many purely voluntary
organisations
24.4 With the one-stop shop concept, Isle of Wight
Connexions Service will be able to match specialised clients with specialised
staff, be able to work to the highest quality standards and with continued
management and expert support from both the statutory and voluntary agencies be
able to expand to meet the future demands on the service that local “mapping”
has highlighted.
25 RESOURCING THE DELIVERY MODELS:
25.1 The principal
contributors on the Island have been identified as the Education and Community
Development Directorate (incorporating the Youth Service, Tuition and
Behavioural Support and Educational Psychology); Social Services and Housing
Directorate (incorporating Social Work teams, Family Solutions Teams,
Independence Support project and Children’s Disability Team); Schools; the Isle
of Wight College; the Youth Justice Service; the Police; Health; Social and
Housing Services and Southern Careers - the local careers service company.
25.2 Significant input
and resources in kind will come from self-funded voluntary agencies including
Hampton Trust, Com-ment Community Mentoring, Youth Trust, Girls Friendly
Society, Platform One, Mencap, Health and other stakeholders.
25.3 Key contributors too
are representatives from Learning and Employment, the Sixth Forms and the Isle
of Wight College, the Benefits Agency, Jobcentre Plus, the Education Business
Partnership; the Lifelong Learning Partnership; the Hampshire and IOW Learning
and Skills Council and Employers.
26. ESTIMATED RESOURCES AND POTENTIAL COSTS:
n.b. The status
quo will continue for the current Careers Contract with individual stakeholder
Service Level Agreements.
|
Contract Route |
Assessment of Need |
Estimated Current versus Estimated
Required PA Resource PA1/ PA2/ PA3 |
Comments |
Estimated Income required including
on-costs |
|
Careers Company |
6,500 (13-16) @ Levels1/2/3 |
Current
– Southern Careers staff Reqd
– additional 3 staff PA1/PA2/ PA3 |
1
PA -Special Needs to purchase from across all contracts 1
PA – Learning Gateway 1
PA – Further/Higher Education advice |
3 x =£70,000 |
|
Isle of Wight Council
Social Services Directorate |
17 Care leavers (13-19) @ Levels 1/2/3 |
Current
– ISP Staff Reqd
– 1 additional PA1 |
To
provide an intensively working PA with a caseload ratio of 1:8 with most
complex Level 1 clients Case
referrals via manager of ISP only |
1 x £25,000 = £25,000 |
|
Health Trust |
Adolescents with mental
Health issues |
Current
– CAMHS Reqd
– 1 Additional PA1 |
To
provide an intensively working PA with a caseload ratio of 1:8 with most
complex Level 1 clients Case
referrals via manager of Adolescent Mental Health Services only |
1 x £25,000 = £25,000 |
|
Youth Offending Team |
young people (16-19) @ Levels 1/2/3 |
Current
– multi-agency team Reqd
– 1 additional PA1 |
To
provide an intensively working PA with a case load ratio of 1:8 with most
complex Level 1 clients Case
referrals via Manager of Youth Offending Team only |
1 x £25,000 = £25,000 |
|
Com-ment Community
Mentoring |
|
Current
project funded by SRB and New Start. New Start funding accessed by SCCP |
Building
on New Start budget to continue to provide a Community Mentoring Scheme
accessible by all Stakeholders |
£25,000
This figure may be drawn from a separate funding stream |
|
Compact Club 2000 |
11 clubs operational |
Staffing provided by
stakeholder organisations according to need |
To
provide external support to Schools by local co-ordination and additional
supply staff as modelled by New Start: Round 2 |
£30,000 |
|
IW Connexions Manager “Connexors IW” |
10,700 young people@ Levels 1/2/3 |
No current provision |
To
provide a team of 3 trained young people to act as an interface and support
between service providers and service users |
3 x £9,000 = £27,000 |
|
Isle of Wight Connexions
and Steering Group |
10,700 young people @ Levels 1/2/3 |
No current provision |
Self-help
Grant scheme for pro-active citizenship projects |
£10,000 |
|
Development Officer |
10,700 young people @ Levels 1/2/3 |
No current provision |
To
develop aspects of Connexions service as demand arises and identify and
secure additional funding opportunities |
£25,000 |
|
Competitive
Tendering |
|
|
Independent
Housing Advice Service Independent
Counselling Service Research
Projects to inform local Strategy and Service One
Stop Shop Information centre (Newport) development Information
Centres in Schools/ IW College Training
Opportunities for Stakeholders Personal
Development Opportunities for young people Citizenship
Projects for young people |
£10-12,000 £6,000 £6,000 £5,000 £10,000 £5,000 £10,000 £10,000 |
|
Isle of Wight stakeholders
will have an estimated £263,000 to create additional resources for young
people. The funding may NOT be
used for statutory service delivery. Stakeholders are requested
to indicate their preference fro spending on the enclosed pro-forma. |
||||