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Islington Youth Justice

Strategic Plan

2012-15

2

Islington Youth Justice Strategic Plan 2012-15

Contents

Page

1 Introduction

3

2 Partnership Arrangements

4

3 Structures and Governance

5

4 Resourcing and Value for Money

6

5 Service Performance

a) Assessment, Planning and Intervention b) Access to universal and specialist services c) Reducing First Time Entrants d) Reducing the use of Custody e) Reducing Reoffending f) Improving Safeguarding g) Improving Victim and Public Confidence h) Resourcing i) Workforce Development

6

6 Youth Offending Plan Priorities

16

Appendix A - Partnership Structure

18

Appendix B - YOS Structure

20

Appendix C - YOS Budget

21

Appendix D - YOS Improvement Plan

22

3

Islington Youth Justice Strategic Plan 2012-15

1 Introduction

The London Borough of Islington is committed to building stronger communities, and ensuring that Islington remains a safe place to live in for our families, children and young people. Islington is a small densely populated, inner London borough with a total population of 206,100 and a child population of 37,000. The population of 10 -17 year olds is 14,500 of which 51% are female. The borough is the second smallest in London in terms of area and has the highest population density of any local authority in England. Islington is a borough of stark contrasts. It has the 2nd highest level of child poverty in the country with over half the population live in an income deprived neighbourhood and almost half of all children living in the borough live in income deprived households. This strategic plan seeks to describe how youth justice is delivered in Islington through the strategic partnership arrangements and how the Youth Offending Service is improving key performance indictors in relation to outcomes for young people and ensuring safe and secure practice. The strategic plan incorporates the YOS Service Improvement Plan which is appended and which provides a detailed breakdown of how the key priorities will be delivered This Plan has been approved by the YOS Management Board, Safer Islington Partnership and the Islington Children and Families Board

Strategic Board

Designation Signature

YOS Management Board

Chair

Safer Islington Partnership

Chair

Islington Children and Families Board

Chair

March 2013

4

2 Islington’s Partnership Arrangements

Attached, as Appendix A, is a diagrammatic representation of Islington’s partnership arrangements. These reflect the number of key partnership boards that contribute to youth justice services:

Safer Islington Partnership – which is Islington’s strategic crime and reduction partnership for considering matters relating to community safety and crime

Children and Families Board – which provides the strategic oversight for all services for children and families and is responsible for the Children and Families Strategy

Safeguarding Children’s Board – which provides the statutory oversight of arrangements for safeguarding and child protection

YOS Management Board – which provides the oversight, support and challenge to the Youth Offending Service.

The children’s partnership arrangements in Islington have been judged as outstanding in the most recent Children’s Services Assessment and in the Safeguarding and Looked after Children Inspection 2012.

This plan is aligned to the strategic vision and priorities in the Children and Families Strategy

Vision for children, young people and families in Islington:

We want Islington to be the best place for children and young people to grow up. By 2020, we want an Islington where:

children and their families live in a thriving and supportive community;

children are healthy and thriving;

young people have positive aspirations, achieve their full potential and are valued;

families are coping well and not disadvantaged by poverty;

children and their families live in a safe home and community.

Strategic Priorities – relevant extracts

Children and Families Strategy

Improving outcomes by 19 through outstanding health services, schools and children’s centres.

Ensuring play, youth and leisure opportunities for children and young people

Transforming early intervention and prevention support for vulnerable children and families.

Ensuring children are safe at home, school and in the community. Troubled Families – Islington Stronger Families Plan

Adopt a Think Child, Think Parent Think Family approach

Outcome focussed plans

5

Service integration Family Intervention Project/ Family intervention Service and AMASS (Edge of Care Service)

Islington Community Strategy

People of all ages and backgrounds are safe, feel safe and respect each other Islington Corporate Plan

Lower crime and anti-social behaviour

MOPAC

Gangs

Gun/knife crime

Relationship between young people and police

Violence against women and girls

Safer Islington Partnership Strategic Assessment

Young Gangs and Groups

Violence against Women and Girls

Early intervention

Tacking Gangs and Serious Youth Violence Strategy

Prevention and early intervention

Engagement and protection of young people at risk

Enforcement on those who pose greatest risk

Islington Youth Offending Service (YOS) contributes to the above vision and priorities by:

preventing anti-social behaviour, gang involvement, offending and repeat offending to enable young people to make a positive contribution and achieve their full potential.

3 Structures and Governance There have been changes in the management and governance arrangements in the past year. The managerial responsibility for the Youth Offending Service has moved from the Young People’s Division and is now within the directorate for Targeted and Specialist Children and Families Services which includes Children in Need (CIN) and Children Looked After (CLA). The Head of the Youth Offending Service also has responsibility for Targeted Youth Support and reports directly to the Director of Targeted and Specialist Children and Families Services. A service structure diagram is attached as Appendix B.

6

There have also been changes in the YOS Management Board which is now chaired by the Director of Strategy and Commissioning. The Director also chairs a number of other strategic partnership groups including the young people Crime and drugs Group which is responsible for the Young and Safe in Islington strategy and commissioning youth crime and safety projects. The Director of Strategy and Commissioning sits on the Safer Islington Partnership along with the Head of the Youth Offending Service. The YOS Management Board comprises all the key strategic partners and plays the key role in ensuring that there is effective oversight, support and challenge to the youth Offending Service and working closely with other partnership boards to ensure an integrated approach to youth justice issues informed by the Safer Islington Partnership Commissioning principles:

Early intervention

A whole family approach – integrated working

Reducing inequalities

Community participation

4 Resourcing and Value for Money

The budget for the Youth Offending Service has been relatively stable over the past year. The service was prioritised fro protection by the local authority in its required savings programme for 2011-15.

The current budget breakdown is attached as Appendix C.

The YOS Management Board receives regular updates on the financial position and seeks to secure commitment from partners that resources provided, either in cash or in kind are maintained and if possible enhanced.

This budget stability has reduced risk on staffing budgets and enabled the service to restructure within stable budgets to address key priorities.

Communication has been received from the Youth Justice Board of an indicative 8.8% reduction in funding for the YOS in 2013/14. If confirmed, this would reduce the contribution from the Youth Justice Board from £619,549 to £564,951. Work is being undertaken to mitigate the impact of this indicative reduction through both service efficiencies and additional funding from the council’s core budget.

The funding equates to approximately 34% of the overall budget and enables the YOS to focus on developing good practice. As can be seen from the following sections, this activity is a key priority of the overall work of the YOS.

In relation to value for money, the YOS Management Board receives regular updates on service performance and adopts the ‘Results Based Accountability’ (RBA) approach in considering: Service Outputs, Young People’s Outcomes, Costs and Impact .

The following section breaks down the performance of the service in relation to 9 key areas of activity including resources and value for money.

7

5 Service Performance

a) Assessment, Planning and Intervention.

Review of 2011/12

In 2011 Islington YOS was subject to a Core Case Inspection along with the rest of the London YOS services. The Inspection report identified key areas for development in the way that services are delivered in the YOS which are now incorporated into the YOS improvement plan.

As a result, a restructure of the service was implemented and since July 2012 there has been a new Head of Service in post and all the management positions are now occupied.

An independent audit was commissioned in May 2012, the findings of the audit were as follows:

the Safeguarding aspects of the work are assessed as being done well enough in an average of 63% of the cases. (HMIP 47%);

Public Protection - work to minimise each individual’s Risk of Harm to others in an average of 68% of the cases; (HMIP 53%);

work to make each individual less likely to reoffend is assessed as being done well enough in an average of 72% of the cases.(HMIP 55%)

However, the following recommendations were made

All assessments need to be evidence based with verified information which is then analysed; there was good practice and this can be shared across the teams. The “What Do You Think” forms need to be completed at the start and reviewed during the course of the Order and incorporated into the assessment and planning process. Learning styles also need to be assessed prior to intervention planning.

Safeguarding assessments need to include information from all sources and should be clearly recorded and reviewed. More use should be made of home visits to ensure engagement with parents/carers and to inform the on-going assessment.

Vulnerability Management Plans (VMP) should be specific and comprehensive and include clear roles and responsibilities.

The role of the Police Liaison Officers and how they integrate into the delivery of victim safety and how this is recorded needs to be addressed.

Intervention Plans need to be SMART. Sequencing should take place that prioritises interventions according to the need to address risk of harm and safeguarding issues and be reviewed. They need to move away from referring to general areas of work and be specific; they should make reference to learning style and incorporate an achievable method and timeframe.

8

Effective management oversight needs to be evidenced routinely in respect of all areas of work. National Standards on enforcement need to be consistently applied. A comprehensive Quality Assurance process needs to be established and evidenced that covers all areas of assessment and intervention planning including Risk of Serious Harm (ROSH), Risk Management Plans (RMP) and VMPs.

As a result of these findings and the HMIP inspection a robust quality assurance framework has been implemented; performance reporting has been strengthened; training needs have been identified and supervision and monitoring systems improved.

In 2013/15 the service will:

continue to quality assure all assessments and use Asset/ROSH compliance analysis tool and expand the QA process to review practice beyond the first 4 weeks and include multi-agency audit;

analyse performance data to ensure themes, trends and risks are identified at the earliest opportunity and plans implemented to address emerging issues;

implement and embed a multi-agency risk management panel to ensure that we are all working towards the same goals and that our actions are timely, coherent and accountable;

deliver performance reports to the Youth Offending Service Management Board (YOSMB) at every meeting.

improve compliance levels with community orders to ensure that young people are supported to attend and the need for formal breach proceedings minimised.

b) Access to universal and specialist services.

Review of 2011-12

20%

40%

60%

80%

100%

2006-07 2007-08 2008-09 2009-10 2010-11

Pe

rce

nta

ge

NI45 % YP in Education Training or Employment at the end of their order

Islington YOT Family London National

9

Being in education, employment and training (ETE) is one of the most significant protective factors in reducing the risk of reoffending. Performance in 2011-12 was lower than we would have hoped at just 61%. We recognise this is an area that we need to improve moving forward, and have reorganised our resources and are exploring different partnerships within schools and the third sector to ensure we improve this figure over the course of this plan. We have undertaken a review of the health offer to the YOS and reviewed the Care Quality Commission recommendations from the 2011 inspection. We have identified the need to improve systems so that health information can be appropriately captured and reported and create a quality assurance framework whereby performance information can be reported to the Youth Offending Service Management Board (YOSMB). There is further work to be undertaken to clarify the referral routes from YOS into Child and Adolescent Mental Health Services (CAMHS) and the interplay between the Children Looked After (CLA) Health Team, the CAMHS Assertive Outreach Team and Tier 4 Acute services.

The YOS has one substance misuse worker who provides 1:1 support including prevention, education and treatment. Islington Youth Offending Service is the largest referrer for young people in Islington. For example, the majority of the referrals in 2011/12 came from the YOS: 55 out of 86. With over 90% of the young people leaving treatment in a planned way.

In 2013-15 the service will:

further develop and implement screening and assessment that identify current ETE status, literacy levels, learning styles and speech and language issues;

review current job description of the education worker and governance arrangements of education panels;

increase resources and effectiveness of the education offer through reviewing the Information, Advice and Guidance (IAG) offer to YOS, the use of volunteers and rolling employment readiness workshops;

20%30%40%50%60%70%80%90%

100%

2006-07 2007-08 2008-09 2009-10 2010-11 2011-12

Pe

rce

nta

ge

NI45 % YP in Education Training or Employment at the end of their order

10

implement the recommendations of the CAMHS commissioners’ review of the Integrated Health Team (IHT) and seek to increase the drug and alcohol offer;

produce a substance misuse policy in line with national guidance which includes Testing and Treatment as part of the Youth Rehabilitation Order;

work with “Mentor” who are leading on a research project with the Middlesex University looking at the link between Alcohol use, and offending by Young people

c) Reducing First Time Entrants.

Review of 2011-12

Islington has achieved a year on year reduction in first time entrants to the youth justice system with an overall decrease of 62% in the number of first time entrants since the baseline year of 2007/8. While this is below the figures reported by our YOS family, we recognise that this is still above the current London average and remain committed to bring this figure down further over the course of this plan.


continue to maintain the Triage scheme to ensure that young people are diverted at the earliest opportunity through comprehensive assessment and timely interventions;

0

1000

2000

3000

Apr 07 - Mar 08 Apr 08 - Mar 09 Apr 09 - Mar 10 Apr 10 - Mar 11 Apr 11 - Mar 12

Nu

mb

er

pe

r 1

00

,00

0

First Time Entrants

Islington YOT family London National

0

500

1000

1500

2000

2500

3000

Nu

mb

er

pe

r 1

00

,00

0

Islington YOS First Time Entrants

11

proactively identify young people who would benefit from intervention using information available from Police and the anti-social behaviour teams generated by the overnight reports;

ensure Targeted Youth Services (TYS) continue to engage with young people to prevent entry into the criminal justice system by delivering diversionary and positive activities in line with First Time Entrants (FTE) and Anti-Social Behaviour (ASB) hotspots;

deliver high quality parenting programmes that meet the needs of parents and carers of offenders and other support services (Families First and Children Centres) available in the community.

d) Reducing the Use of Custody.

Review of 2011-12

Reducing the use of custody continues to be an aim of the YOS as it is recognised that experiences of the custodial setting is not conducive to the well-being of young people and is likely to increase their risk of reoffending on release. The YOS continues to face a challenge in reducing the numbers of young people who are subject to custodial remand and to custodial sentencing. Although the numbers of young people subject to custody are relatively low and have been decreasing, the proportion of young people receiving a custodial sentence has become more challenging to reduce. This in part reflects the significant success over several years in reducing the numbers of first time entrants into the criminal justice system, with the result that only the more serious repeat offenders are appearing in court.

0%

5%

10%

15%

2007-08 2008-09 2009-10 2010-11 2011-12

Pe

rce

nta

ge

% sentenced to custody for Isington YOS

0%

5%

10%

15%

Islington Islington target YOT Family London National

Pe

rce

nta

ge

% disposals resulting in custody 2010-11

12

Islington has seen a reduction in the use of custody in 2011/12 to 7.1% compared to 10.8% in 2010-11. Over the course of this plan we will continue to work towards reducing this figure further ensuring that issues contributing towards offending and reoffending in young people are addressed in the community wherever possible.


continue in partnership with youth offending teams across the North London Adoption and Fostering Consortium in setting up a Remand Fostering scheme; (The aim is to reduce expenditure on expensive residential or independent fostering placements. We are now advertising for foster carers and envisage that we will have appointed up to 5 foster carers in 2013).

work with our local court to build and maintain confidence in community sentences

through participation in the court user groups and magistrates training events;

use the learning from North East London Partnership (NELP) custody pathfinder and continue in the use of Buddi a GPS tracking system that has been embraced by the local court as an alternative to custody;

provide post release programmes of Intensive Supervision and Surveillance (ISS) and Integrated Resettlement Support (IRS) for all young people leaving custody.

e) Reducing Reoffending

Review of 2011-12

Islington YOS reported a 12 month reoffending rate (NI19) of 1.6 for the year 2011/12. A review of the data on YJMIS (Youth Justice Management Information System) for the same reporting period shows that the overall reoffending rate for the London region is 1.2, while the same data in our YOS family is showing at 1.25, with an overall national reoffending rate of 1.9. Changes to the way this data is now collected and reported on make it difficult to bench mark data beyond this point, or provide year on year comparisons.

We acknowledge that our reoffending rates are above our YOS family and the London average and we are determined to bring this figure down. However, we have continued

0.0

0.5

1.0

1.5

2.0

2008 2009 2010

Off

en

ces

pe

r Y

P

NI19 Re-offending rate - YOT data

Islington Family Average London National

13

to achieve year on year reductions with the most up to date data showing a current reoffending rate of 1.04.


ensure that initial assessments are of a high standard in order that they identify the needs of young people and provide staff with training and quality assurance feedback on the effectiveness of assessments;

deliver training in breach and enforcement procedures to ensure a robust system is in place that is consistent in its approach and seek to return young people to court for revocation of their order for good progress where appropriate;

undertake further data analysis in order to establish when young people are reoffending: at the start, midway or towards the end of their orders and how we can address this through training and practice. The YOS will proactively monitor and address disproportionality so the data can meaningfully inform service delivery;

continue to improve compliance levels with community orders to ensure that young people can attend their appointments thus minimising the need for formal breach proceedings.

f) Improving Safeguarding.

Review of 2011/12

The Islington Safeguarding Children Board (ISCB) has young people at risk of serious youth violence and gang involvement as one of their priorities. The ISCB have raised awareness of the London Safeguarding Children Board procedures on gang violence and sexual exploitation. The YOS has implemented a protocol and escalation process with Children’s Social Care.

The YOS has also secured a dedicated Child Protection Advisor who will assist in the escalation process and leads on safeguarding training. All YOS staff received dedicated safeguarding training in order to improve knowledge, understanding and practice. A specialist NIA sexual exploitation worker has been appointed through lottery funding who is co-located with the service two days a week.

In 2013/15 the service will.

ensure that all staff attend mandatory child sexual exploitation training and participate in the mapping of need and data collection;

participate in the creation of multiagency triage as part of the Multi -Agency Safeguarding Hub (MASH) so that young people can be offered an intervention at the earliest opportunity;

14

undertake a case file audit in partnership with Childrens Social Care of all looked after children known to the YOS specifically looking at the role of the Independent Reviewing Officer for those young people placed away from Islington;

ensure that all young people subject to assessment are visited at home and their home circumstances are assessed and they are then visited in accordance to risk;

monitor and track children in care who have offended providing appropriate resources to prevent reoffending.

g) Improving Victim and Public Confidence.

Review 2011/12

The YOS complies with Islington Recruitment Procedures to ensure that there is a young people’s representative on all recruitment panels, who takes an active role in the selection and appointments of staff in the service at every level. The YOS has appointed a full time volunteer coordinator to improve consistency of support and supervision arrangements for volunteers across the service and to increase wider citizen participation. Volunteers’ views are incorporated into service planning through events such as Panel Member training feedback.

The Legal Aid Punishment and Sentencing of Offenders Act 2012 (LAPSO) raised the profile and expectation of the use of Restorative Justice (RJ) wherever possible, and particularly within Referral Orders which will now be able to be given more than once where appropriate. To meet this requirement a number of YOS staff, funded by YJB, have trained as RJ Conference Facilitator Trainers and will be training both YOS staff and Youth Offending Panel Members. In order to achieve positive outcomes the YOS has developed and offer a range of reparation projects across Islington.


train more YOS staff and Panel Members to be RJ Conference facilitators;

ensure all individual victims are contacted and given opportunity to participate in a restorative process. Increase the use of volunteers/mentors across the YOS with the introduction of breach panels and direct work with young people.

ensure that “What do you think?” is completed with young people and parents at the start, review and end stage of each intervention and that feedback is used to develop the service.

increase resource through sessional staff to ensure that reparation is completed in the first three months of the order.

provide MAPPA training for all managers to be delivered by the YJB.

15

h) Resourcing and Ensuring Value For Money

Review 2011/12

Islington YOS aims to prove itself as a cost-effective service and that partnership money is being used to good effect to prevent offending and further offend by Islington’s young people.

The introduction of the Scaled Approach has assisted to ensure that YOS resources are targeted at those young people presenting the highest risk and levels of need. As a part of implementing the Scaled Approach and the new sentencing framework the YOS has implemented a revised risk management procedure to ensure its partnership services are used to target those young people presenting at the highest risk.


continue to measure performance (including average cost per intervention) to provide a comparison of YOS funding across the region and family.

i) Workforce Development.

Review 2011/12

The YOS moved from the Young People’s Division in April 2012 and is now within the directorate for Targeted and Specialist Children and Families Services which includes Children in Need (CIN) and Children Looked After (CLA). There are now weekly quality assurance meetings to help identify good practice and also gaps in learning. The Practice Development Manager leads this process and, together with the management team, analyses the gaps and makes recommendations for training needs. This will be an effective way of constantly reviewing delivery of core business whilst promoting continuous improvement. The YOS has recently delivered bespoke safeguarding training to all staff and Pre-Sentence Report training to the court and community team. It has also undertaken a training needs analysis in order to inform the workforce strategy and bring us in line with our colleagues in the new directorate. In 2013/15 the service will:

010002000300040005000600070008000

£

2012-13 Budget per 2011-12 total disposals

16

ensure all staff completes the annual appraisal process in 2013 to set formal targets for staff and to monitor gaps in practice and subsequent development;

support at least three staff to complete the Professional Certificate in Effective Practice in Youth Justice;

through the training needs analysis, decide whether the YOS staff will undertake brief solution focussed therapy or motivational interviewing in order to provide a clear framework for working with families and young people;

further embed and accelerate the outcomes for young people through our quality assurance framework.

6 Youth Justice Strategic Plan Priorities

a) Ensure the effectiveness of multi- agency interventions to prevent crime, anti- social behaviour and gang involvement by: continuing to reduce first time entrants by targeted youth support and triage

(Serious Youth Violence(SYV) and Gangs Team);

ensuring good quality early intervention, parenting and family support - (Families First services and other commissioned services);

ensuring excellent universal services e.g. schools, youth clubs, GPs (Children and Families Strategy);

providing good quality diversion and positive activities – (detached youth work and youth hubs)

b) Ensure the effectiveness of multi- agency interventions to prevent reoffending and reduce custodial sentences by:

reviewing the health offer to the YOS (Health commissioners);

improving the effectiveness of referral orders through effective restorative justice (Referral Order and SYV and Gangs Team);

reducing custody rates through provision of robust alternatives to custody (NELP project);

reducing use of secure remand through the provision of suitable alternatives (remand fostering project);

reducing repeat offending through improving the quality of Assessment, Planning, Interventions and Supervision (APIS);

achieving greater participation by young people in their plans and development of the service;

increasing the number of young people accessing education employment and training;

implementing the QA strategy;

ensuring arrangements for workforce development

17

c) Ensure that the welfare of young people known to Youth Offending Services is safeguarded and promoted and the public are protected by:

increasing compliance with and quality of Risk of Serious Harm Assessment, Vulnerability Management Plans and Risk Management Plans;

establishing and embedding multi agency risk management panel;

reviewing work with victims (Police team);

ensuring all young people are visited at home and their home circumstances are assessed;

ensuring excellent joint working arrangements with social care services;

ensuring plans for those leaving custody are robust;

ensuring effective MAPPA arrangements.

d) Ensure the governance of the Youth Offending Service is robust and effective by: ensuring management oversight of casework is robust, challenging and effective;

accelerating measurement of outcomes;

ensuring performance reporting is thorough and enables effectiveness and outcomes to be tracked;

ensuring multi agency governance arrangements through the YOS Board are challenging, aspirational and effective;

ensuring leadership of the service is dynamic and ensures continual improvement;

ensuring partnerships are effective, supportive and provide appropriate challenge;

ensuring funding is used efficiently and ensure that the priorities of the plan are realised;

ensuring services are delivered in an anti- discriminatory way which enables equality of outcomes.

Assessing risk in relation to budget stability and maintenance of effective staffing complement

The YOS Service Improvement Plan is attached as Appendix D

18

Appendix A - Partnership Structures

19

SIP Strategic Board

SIP Operational Board

Young People Crime &

Drugs Group (Silver)

MAGPI Chairs Group Offender Managers Group Violence Against Women &

Girls PT

YOS Management Board

Bronze Gangs Prevention

Group

YOS Risk-Management

Group

MAGPI x 4

Police Liaison Meeting

Outreach Forum

Focus Group (IOM)

Borough Tasking Group

(BTCG)

Joint Commissioning Group

(Community)

MARAC Steering Group

VAWG Housing Group

Harmful Traditional

Practices Group

Complex Needs Group

RSL Forum

Young People ASB & Community Offender Management VAWG Themes

Management

sub-groups

Operational

Sub-groups

20

Appendix B Youth Offending Service Structure

21

Appendix C - Youth Offending Service Budget 2012/13

Agency

Staffing Costs

Payment In Kind

Other Delegated Funds

Total

Local Authority Police

770,506 0 129,000

770,510 129,000

Probation 0 57,000 57,000

Health 0 102,182 62,000 164,182

YJB 520,224 0 520,224

MOPAC 78,418 0

78,418

Other 78,000 78,000

1,447,148 288,182 62,000 1,797,330

Running Expenses

Local Authority

YJB

259,713

99,325

Total budget:

2,156,368

Notes

YJB grant - staffing costs are included (full time and agency budgets)

Other – Safer Islington Partnership

The Youth Justice Liaison & Diversion funding - £62K is included in the other delegated funds column.

YOS Improvement Plan Version 1 November 2012

22

Appendix D - Youth Offending Service Improvement Plan

Version 1 November 2012

Index

No

Issue identified Outcome Required Action Lead Timescale

RAG/Progress

1

Assessments (Asset, VMP

etc.) do not always reflect

the young person’s current

situation in the context of

the historical information

known about the young

person / the family - the

“story of place”. (due to a

combination of the

significance of previous

information not being fully

understood and the

worker’s familiarity with the

case which is not

recorded).

Historical information is

pulled through but is not

Assessments are timely,

relevant, including use of

historical data and voice

of child at the start of the

assessment process.

80% of all cases must

have an up to date asset

linked to intervention.

Staff to use APIS

guidance

Staff are reminded that assessments must

be evidence based, actions will need to link

with assessed risk.

All YOS

managers

December

2012

GREEN

November up

to date Asset

88% Jan 13

Up to date Asset,, contacts in line with

scaled approach, intervention plan in place

and breach compliance to be measured

through fortnightly caseload report

MMF December

2012

GREEN

Breach 98%

Contacts

78.5%

Intervention

87% Jan 13


23

Index

No


RAG/Progress

dated and presents as

current.

Adopt Think Child, Think

Parent, Think Family

approach.

Managers through supervision and audit

must ensure

1. children are seen.

2.Educational style identified. Using

guidance supplied

3.Frequency and rationale of visits links to

risks.

4.Intervention plans address the troubled

families criteria

All YOS

managers

December

2012

AMBER

Plan to pilot TF

care plans

January 2013

YOS identified

43 families for

FIP

Young People sign their

plans

Target 80% compliance

Staff are reminded that: What do you think

is completed at the start of all assessments.

managers will verify through audit 20 cases

per month.

All YOS March 2013

AMBER

Audit

completed

shows 48%

compliance-

Audit will be

repeated

January 2013


24

Index

No


RAG/Progress

2

Increase the focus and

priority given to the

frequency and

purposefulness of home

visits – these are a critical

mechanism for

safeguarding children /

young people – seeing and

knowing at first hand the

conditions / circumstances

the child is living and

sleeping in (get beyond the

front door – see where the

young person sleeps)

An increase in the

overall number of home

visits to every young

person evidenced in the

monthly performance

management reports

Target Setting for Home

visits: 160

Review and update home visit policy and

guidance- PSR and initial asset should have

1 home visit to inform assessment..

Manual spot check of all cases to be

completed by 31st January 2013

MMF March 2013

RED

January results

53 home visits

still need to

improve too

low.

Improved recording of

the purpose of the home

visits – easily visible on

YOIS (intervention

screen) namely to

monitor safeguarding /

motivate young person /

keep parents informed /

monitor accommodation

issues.

We must ensure that YP are seen in

accordance to assessed risk:

Staff to be reminded that young people at

High/V. High Risk of Harm and/or

Vulnerability - must be visited at least

weekly (shared across agencies engaged

with YP)

This will be monitored through supervision

and Panel reviews

MMF March 2013

AMBER

Risk register

completed will

be monitored

via Risk panel

commence Jan

2013

Staff to be reminded that those at Medium

RoH and/or Vulnerability must be visited-

fortnightly

MMF March 2013 AMBER


25

Index

No


RAG/Progress

Staff to be reminded that those at Low RoH

and/or vulnerability must be visited-

monthly

MMF March 2013 AMBER

3 The ASSET context is not

always being fully

completed, particularly the

positive, resilience,

mitigating and aggravating

factors.

Assessments need to

reflect strengths as well

as concerns

Target 35. satisfactory

5 Assets are QA-d weekly by management

team and QA lead.

.

YOS

Management

team

December

2012

AMBER

January 2013

average quality

score is 26/84

Inadequate.

Target 35.

4 Sometimes the ASSET

identifies

parenting

substance misuse

mental health

Education, training

or employment issues

without linking them to the

impact of parenting on

young person’s

Needs identified as part

of the assessment need

to be acted upon and

appropriate referrals

made

Staff to be reminded that all referrals to

other agencies must be made within 5

working days. To be measured through

Monthly referral reports showing time

between referral and first agency contact

YOS

Management

Team

February 2013

AMBER

Last 20 cases

completed will

be audited

January 2013


26

Index

No


RAG/Progress

mental/physical health and

behaviour

5 Improve the quality,

timeliness and relevance

of Risk Management Plans

(RMP VMP and ROSH)

Plans are so clear and

accessible that other

case managers/agencies

can work with YP in the

absence of the

designated officer.

When YP is LAC/CIN

intervention plan

incorporates Social care

plan

80% compliance to be

achieved by March 2013

The quality of Assets risk assessments and

management plans are reviewed by

managers

All case workers to undertake risk

assessments as appropriate and refer

cases to risk panel for discussion

Managers to ensure that risk assessments

are completed and reviewed in line with

procedures.

Compliance regarding CLA plans will be

measured through CLA audit Feb 2013

YOS

management

team

March 2013

AMBER

Current

compliance re

RMP is 56%

Current

compliance re

VMP is 40%

Current

compliance re

ROSH is 66%

6 The plan of work sets

appropriate goals, realistic

timescales, is clearly

sequenced and regularly

reviewed

Increased level of

compliance with YJB’s

National Standards

regarding timeliness of

assessments and

All staff to be reissued Good Practice

Guidance which sets standards for

Assessment, Planning, Intervention and

Supervision (APIS) on YOIS. Performance

will be tracked via QA and individual

YOS

management

team

December

2012

AMBER

Tracked via

performance

reporting and

QA and


27

Index

No


RAG/Progress

intervention plans supervision individual

supervision

Assessment of risk is

evidenced-based,

challenged through

management oversight

and/or supervision and

quality assured

Records show balance

between description and

analysis should be

25%/75%. Analysis

covers intentions,

outcomes,

consequences, reasons

motives and patterns.

This will be measured through the asset QA

process and analysis reports produced

using YJB tool using risk of harm and

vulnerability sections

YOS

management

team

December

2012

AMBER

Audit 13/19

staff

satisfactory or

above

Improvement in the

quality and assessed

level of risk for each YP

Managers to use QA and supervision to

feedback performance to individual case

YOS

management

team

December

2012

AMBER

Audit

9/19 staff

satisfactory or


28

Index

No


RAG/Progress

above

7 Ensure all intervention

plans address victim

awareness issues and

Restorative Justice

element

Improved community

safety outcomes

evidenced in feedback

from victims of crime

Conduct a 3-6 month pilot extending Vol.

Coordinators’ remit from supporting

volunteers to also supporting victims of

crime. Increase coordinators hours from

17.5 per week to 35 hours per week

allowing 2.5 days to manage the victim

contact. Management support during the

pilot programme will be provided by

Interventions manager

MMF January 2013

AMBER

Recruitment

should be

completed

Feb 2013

Victims of violent/sexual

offences where YP

received 12+ month

custody are notified of

release

Briefing to all managers to ensure that YOT

Police ensure victims are notified of young

person’s release from custody

MMF January 2013

AMBER

Repeat

Briefing to be

delivered

managers and

service

meeting

Increase in reparation

capacity to ensure YP to

complete their

community reparation

Set up system to record and monitor hours

of reparation outstanding and achieved

Provide additional resources to increase

reparation capacity:

MMF March 2013

AMBER

Awaiting CRB

13 recruited.


29

Index

No


RAG/Progress

increasing the current

rate of hours of

reparation from

approximately 20 hours

per week to a position of

40/50 hours a week.

Currently

completing

37hrs weekly

8 Management oversight

needs to improve and to

take corrective action or

change direction of child’s

life

Plans need to be

SMART. Clear

sequencing of activities

and outcomes are

tracked through

supervision

Managers ensure regular case audits and

feedback form a regular part of the

supervision process

YOS

Managers October 2012 AMBER

Minimum 20 Case file audits per month.

Supervision tracked monthly to ensure staff

supervision and performance management

is embedded and standards of practice

improve

AN November

2012

GREEN

Total number

of cases

audited in

January

Staff to be provided with training and

examples of good planning and SMART

plans.

All YOS/TYS

managers

November

2012 GREEN


30

Index

No


RAG/Progress

All actions can be

evidenced and tracked

on YOIS

Managers record meaningful management

oversight in the Key Process Stage of YOIS

listing actions required.

At each monthly supervision, a sample of

case files are reviewed to ascertain

recording practices are compliant,

assessments and supervision plans are in

place, policies are consistently implemented

and remedial action is taken where

necessary

All YOS/TYS

managers

September

2012 AMBER

All cases are

appropriately allocated

and reviewed

Allocation (and re-allocation) of cases and

any identified outstanding tasks to be

recorded in relevant Intervention screen

All YOS/TYS

managers

September

2012 GREEN

9 Strengthen exit planning

and effectiveness of

community re-integration

Completion of CAF (as

either step up or step

down process) by case

managers at point of

YP risk of re-offending

would have reduced

Use of CAF as step down with dedicated

pathway between YOS and TYS. Will be

monitored through CAF returns and case

Audit

JD November

2012 AMBER

YP level of risk would

have reduced Establish system for measuring

effectiveness: including subsequent re JD

November

2012 AMBER


31

Index

No


RAG/Progress

intervention end

offending and whether in ETE

Clear exit pathway

supported by the most

appropriate Lead

Professional

Staff to provide clear exit strategies at the

end Asset stage showing how

demonstrating how continuing issues

regarding vulnerability and risk of harm will

be addressed by targeted and universal

services.

JD November

2012

AMBER

Number of

step down

CAFS

10 Lack of Performance Data

Inability to track number of

assessments being

completed

Data on outcomes is

robust and meaningful

Ability to track

performance and

increase quality of

provision.

Establish core data set. Cross reference

YOIS data with CIN/CLA and out of borough

CLA.

Performance

Team October 2012 GREEN

Monitor trends to shape future service

delivery. Including feedback by parents and

Young people in WDYT

AN AMBER

Analyse data to address

poor compliance and

take action.

Provide support and training to staff unable

to reach agreed quality standards.

Managers October 2012

GREEN

Missing data

performance

tracker ran

07.12.12

Increase all staffs

awareness of and Have a better

understanding of

Case holders ensure that they have copies

of all relevant plans from CSC on file. All staff March 2013

GREEN

Audit all


32

Index

No


RAG/Progress

11 responsibility around

safeguarding (i.e. that it is

much wider than child

protection) and their

understanding of how their

role / work contributes to

the safeguarding agenda &

keeping young people safe

safeguarding are curious

and vigilant ask the right

questions know what to

do when they have

identified a safeguarding

issue / concern

Attend all reviews and TAC meetings

CLA/CIN

cases in Feb

2013

Establish Dedicated YOS lead from Quality

and Safeguarding.

Lara Wood

November

2012

GREEN

now appointed

Take responsibility for

safeguarding by making

referral and following up

until resolved

satisfactorily.

Bespoke Training ½ day for all staff- 1st

date to be delivered.

Lara Wood

and Mary

Day

November

2012

GREEN

Delivered

November

2012

12

Ensure all cases are

screened and the

information already known

about them or their

families held by different

agencies is collated and

analysed as part of the

safeguarding assessment

Services are coordinated

and effective.

Better targeting of

existing resources.

Menu of services FF,

FISS, FIP, CSC AMASS.

Parenting Orders,

All social workers to be trained in ICS so

they are able to understand ICS- case

holders ensure information is dated in any

reports or assessments.

Ida Cohen

February 2013 AMBER

New duty system to be implemented to

ensure agencies checks with CAMH’s

Health and education take place in a timely

way

MMF November

2012 GREEN


33

Index

No


RAG/Progress

13

Partnership

All agencies contribute to

the reduction of risk in

relation to YP, their

families the community

and victims

Effective Sharing of

information from all

agencies including

Police, Health and

Education.

Effective Governance

and

Scrutiny.

All Agencies are held to

account.

Establish Multi agency Risk Panel to

scrutinise current intervention plans. The

panel will meet fortnightly and be reviewed

at 1 month and 3 months

MMF

January 2013

GREEN

All members

attended

induction 1st

Full panel

130213

14

SLA with Met Police

Clarity re roles

expectations and outputs

New protocol and Performance Framework

with YOS Police to be established AN/ SB January 2013

AMBER

Awaiting

signed return

by Police

15 Inspection preparation That the service is

inspection ready and all

managers and staff are

aware of the process,

standards and

expectations

All relevant policies and staff structure chart

are available and up to date.

YOS plan completed.

CB December

2012

GREEN

YOS Plan

Completed


34

Index

No


RAG/Progress

16 Education, Employment

and Training.

Improve educational

outcomes for all YP

known to YOS

Review Governance of various education

meetings.

Ensure all staff update education offer on

YOS.

Review current connexion offer

Match YOS and Alternative provision data.

AN February

2013

AMBER

17 Integrated Health Team To improve the current

health offer to YP

involved with the YOS

and reconfigure spend in

line with CQC

recommendations

Review to be undertaken by CAMHs

commissioner and make recommendations

to ensure that health offer meets current

and future demands

SH

December

2012 AMBER

18 Issue – Troubled Families

– Islington Stronger

Families Programme

Offending, ASB is

reduced, school

attendance and

worklessness is

improved

Managers to ensure all TF known to TYS-

YOS are identified and have a SMART

stronger families plan which is regularly

reviewed, and step down arrangements are

made where required

Redesign of specialist services including

FIP to improve integrated approach to

service delivery which delivers think family

MMF/AK

RB

April 2013

April 2013

GREEN


35

Index

No


RAG/Progress

approach and improved outcomes

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