The development of the children’s trust model for delivery of local services is at the heart of legislation and policy regarding all children and young people. The development of the pathfinder children’s trust’s work has been at the forefront in taking forward the duties set out in the Children Act 2004. Thirty five pathfinder children’s trusts were announced in 2003. Their brief was to improve partnership working and try out ways of doing this which suited local needs. Each children’s trust had a specific area which they identified as a focus for the development of an effective model. A third of the children’s trusts had identified disabled children’s services as their priority areas of work.
The development of the children’s trust model for delivery of local services is at the heart of legislation and policy regarding all children and young people. The development of the pathfinder children’s trust’s work has been at the forefront in taking forward the duties set out in the Children Act 2004. Thirty five pathfinder children’s trusts were announced in 2003. Their brief was to improve partnership working and try out ways of doing this which suited local needs. Each children’s trust had a specific area which they identified as a focus for the development of an effective model. A third of the children’s trusts had identified disabled children’s services as their priority areas of work.
Extended abstract:
Author
WHEATLEY Helen.
Title
Pathways to success: good practice guide for children's services in the development of services for disabled children: evidence from the pathfinder children's trusts.
Publisher
Council for Disabled Children, 2006
Summary
This guide looks at the development and learning from pathfinder children's trusts and how support and services can be improved.
Context
The development of the children's trust model for delivery of local services is at the heart of legislation and policy regarding all children and young people. The development of the pathfinder children's trust's work has been at the forefront in taking forward the duties set out in the Children Act 2004. Thirty-five pathfinder children's trusts were announced in 2003. Their brief was to improve partnership working and try out ways of doing this which suited local needs. Each children's trust had a specific area which they identified as a focus for the development of an effective model. A third of the children's trusts had identified disabled children's services as their priority areas of work.
Contents
An introduction outlines the development of the children's trust model for delivery of local services, describing the brief of the 35 trusts announced in 2003, the interest generated, and the origins of the project leading to this guide. The development of children's trusts is described. The trusts were asked to identify key work areas they would be concentrating one including areas of particular concern, and common threads were identified. Priorities included agreeing shared aims and objectives within the strategic planning framework and across agencies; agreement of workstreams across agencies; developing an effective communication strategy; pooling budgets; making the children's trust a priority in wider authority/council business; co-location of mixed staff teams; joint training for staff groups; linking in with the development of extended schools/services; transition to adulthood for disabled young people; and participation of parents and young people. From these came a number of workstreams. The bulk of the guide describes the key work areas: strategic planning; commissioning services and pooling budgets; joint working and co-location; assessment process and information sharing; keyworking and lead professionals; developing capacity for change; transition to adulthood; evaluation; participation of disabled children and young people; and participation of parents and carers in children's trusts. Sections give the background, legislation and guidance, good practice, key elements of success, and a conclusion.
Conclusion
A final section on 'The future' says the aims of developing local children's trust arrangements have been well received in most areas. There is real evidence of change which has led to an improvement in services and support. The approach has been flexible to accommodate local needs. Much has been achieved but there is still much to do. As the role of children's trusts continues to develop it is becoming evident that other developing initiatives are not always interlinking with the children's trust agenda and in some instances are duplicating or going in a different direction. Examples are given. In the move towards further integrated services it is essential to ensure all services are included in changes. Appendices give and extract from the job description for the post of Disabled Children Integrated Services Manager at the London Borough of Tower Hamlets, an article on the problem of developing inter-agency transition pathways for disabled and special needs young people in Leicester , and notes on key elements of success in parents' participation in children's trusts.
45 references
ISBN 1 904787 8
Subject terms:
learning disabilities, physical disabilities, social services, social care provision, vulnerable children, Childrens Trusts, collaboration;
GREAT BRITAIN. Office of the Deputy Prime Minister, et al
Publisher:
Great Britain. Office of the Deputy Prime Minister
Publication year:
2004
Pagination:
77p.,bibliog.
Place of publication:
London
This document describes the various statutory duties laid upon both social services and housing authorities in relation to their adaptations service. It draws on identified good practice from local authorities across the country in advising on the key issues about how the service should be organised and the full process of delivery from first contact with a client to the completion of the adaptation. The purpose of an adaptation is to modify disabling environments in order to restore or enable independent living, privacy, confidence and dignity for individuals and their families. It is therefore not primarily a matter of building work, the provision of equipment or otherwise modifying a dwelling, but providing an individualised solution to the problems of people experiencing a disabling environment. The primary purpose of this document is to advise local authorities on how they can establish a first class service which can deliver adaptations to the homes of disabled people in order to meet their needs and statutory entitlements.
This document describes the various statutory duties laid upon both social services and housing authorities in relation to their adaptations service. It draws on identified good practice from local authorities across the country in advising on the key issues about how the service should be organised and the full process of delivery from first contact with a client to the completion of the adaptation. The purpose of an adaptation is to modify disabling environments in order to restore or enable independent living, privacy, confidence and dignity for individuals and their families. It is therefore not primarily a matter of building work, the provision of equipment or otherwise modifying a dwelling, but providing an individualised solution to the problems of people experiencing a disabling environment. The primary purpose of this document is to advise local authorities on how they can establish a first class service which can deliver adaptations to the homes of disabled people in order to meet their needs and statutory entitlements.
Subject terms:
home adaptations, independence, housebound people, housing, physical disabilities, social services, social care provision, supported housing, assistive technology, good practice;
The improvement handbook has been designed for managers and staff who work with disabled children and their families, across different agencies and disciplines. Individual services and agencies can use it to improve their own services. But, the most effective way to use the change pack is for managers and professionals from different agencies and disciplines to use it to review and develop services together. Families said that very often it was better co-ordination between different professionals and agencies that would make the biggest difference to the quality of their lives.
The improvement handbook has been designed for managers and staff who work with disabled children and their families, across different agencies and disciplines. Individual services and agencies can use it to improve their own services. But, the most effective way to use the change pack is for managers and professionals from different agencies and disciplines to use it to review and develop services together. Families said that very often it was better co-ordination between different professionals and agencies that would make the biggest difference to the quality of their lives.
Subject terms:
interagency cooperation, joint working, organisations, physical disabilities, social services, social care provision, social worker-service user relationships, children, families;
This report is based on users' experience in Wiltshire, where disabled people demonstrated the effectiveness of designing and executing the best value process of the 'Four Cs' - challenge, compare, complete and consult, to evaluate the service from their perspective. They reviewed the direct payments service, which linked into their particular understanding of the independent living and quality of life issues. They investigated users experience of direct payments support and care managers' knowledge of direct payments. They then undertook comparisons with services elsewhere including costing exercises.
This report is based on users' experience in Wiltshire, where disabled people demonstrated the effectiveness of designing and executing the best value process of the 'Four Cs' - challenge, compare, complete and consult, to evaluate the service from their perspective. They reviewed the direct payments service, which linked into their particular understanding of the independent living and quality of life issues. They investigated users experience of direct payments support and care managers' knowledge of direct payments. They then undertook comparisons with services elsewhere including costing exercises.
Subject terms:
local government, monitoring, performance evaluation, physical disabilities, quality of life, research dissemination, social services, standards, user participation, access to services, best value, cost effectiveness, direct payments, evaluation, good practice;
Part of a 6 volume package containing all the guidance issued by the Social Work Services Group and the Social Work Services Inspectorate of the Scottish Office to local authorities from 1967 which is still in force. All other circulars and guidance issued by the SWSG since that date have been cancelled. All the volumes are designed to be updated when new circulars are issued. This volume contains sections 3-10 on community care. These are: choice of accommodation; commissioning and purchasing; complaints; dementia; disabled people; day services; domiciliary care; and health.
Part of a 6 volume package containing all the guidance issued by the Social Work Services Group and the Social Work Services Inspectorate of the Scottish Office to local authorities from 1967 which is still in force. All other circulars and guidance issued by the SWSG since that date have been cancelled. All the volumes are designed to be updated when new circulars are issued. This volume contains sections 3-10 on community care. These are: choice of accommodation; commissioning and purchasing; complaints; dementia; disabled people; day services; domiciliary care; and health.
Subject terms:
local authorities, nursing homes, older people, physical disabilities, purchaser-provider split, residential care, social services, care homes, community care, commissioning, day services, dementia, health care;