Supporting integrated working: Implementation roadmap
description
Transcript of Supporting integrated working: Implementation roadmap
Integrated Working
Silos
Info Sharing
CAF
LPIS
Index
Improved Outcome
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Supporting integrated working: Implementation roadmap
Integrated working to improve outcomes for children and young people
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Contents
• Introduction– Implementing Integrated Working– Purpose of this pack– How to use this pack – Summary of Roadmap Contents
• Roadmap– Pre-requisites & Set-up– IS Guidance, CAF, LP Implementation– IS Index Implementation
• Details of Activities• Vision
– How Integrated Working processes & tools support the delivery of services to children and young people
• Sources of Information• Acronyms
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Introduction
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Implementing Integrated Working
Outcomesfor children and young
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Implementing integrated working:
• means implementing Integrated Processes and Integrated Front-Line Delivery of the children’s trust in action; and
• helps to meet statutory requirements as laid out in s10, CA 2004 and statutory guidance on inter-agency co-operation, i.e.:
– LA’s must take a lead in making arrangements to promote co-operation between local agencies;
– relevant partners must co-operate in making these arrangements; and
– co-operation arrangements must encompass a much wider group of partners to achieve their full potential.
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Purpose of this pack Purpose of the Supporting integrated working: Implementation roadmap• To provide senior / project management within Local Authorities (LAs) and their partners with a high level view of what is required to implement the key IW processes and tools.
• The Roadmap illustrates the key activities to be undertaken by LAs and their partners in implementing:– Common Assessment Framework (CAF);– lead professional (LP);– Service Directories;– IS Index;and improving practice in– information sharing (IS); and– inter-agency working.
• Includes sequencing, pre-requisites, criticalsuccess factors and interdependencies for the activities.
• As no decision has yet been taken on how CAF will be shared electronically between practitioners, it is not included here.
• This Roadmap will be updated as more information becomes available.
Outcomesfor children and young
people
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How to use this pack
• The Roadmap is a graphical representation of the key activities involved in the implementation of the Integrated Working key processes and tools.
• The Roadmap represents a time line from top left to bottom right of each page. • The arrows between boxes show links and dependencies between the activities.
• For each box on the Roadmap pages, there is a linked (click-through) page that provides detail on the subject.
• Each detail page has a Resources (web links) section with links to relevant on-line materials.
• View the Roadmap in Slide Show mode (click on icon at bottom left of screen),
• Press Page Down to build the activity flow,• Click on any relevant box to see the detail page.
• This pack is intended for viewing on a PC, ideally using the graphic pages to select detail to view (rather than reading from start to finish). It contains pages that are not suitable for presentation to larger audiences due to small font sizes.
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Summary of Roadmap Contents
Roadmap Page Description Summary of Key Activities
Pre-requisites
Set-up
Basic change and programme management activities
Expected to be in place already through existing ECM / Children’s Trust programme.
The Pre-requisites are also on-going requirements through all implementations.
Start up activities required for implementation of IW processes and tools
• Establishing Strategic Level Policies• Implementing Service Directories• Implementation Planning• Identifying Impacted Workforce• Identifying Change Champions• Planning Communications
IS Guidance, CAF, LP Implementation
Main implementation activities for IS Guidance, CAF and LP
• Establishing IW Operational Policies• Identifying and Engaging the Workforce• Establishing IW Processes & Structures• Assessing Change Readiness• Detailed Implementation & Roll-Out Planning• Training Planning, Development & Delivery• Roll-Out
IS Index Implementation
Main implementation activities for IS Index
• Index Project Start Up• Index Pre-Deployment• Index Deployment
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View in Slide Show mode Press Page Down to build activity flow Click on any box to see details
Page Down
Start
Guiding Team
EngagingStrategicPartners
Budgets &Resources (web links)
VisionChange
ProgrammeMgmt
EngagingChildren &Families
StakeholderAnalysis
ProgrammeReviews
PerformanceManagement
Info SharingFramework
Level 1/2
Continuum ofNeeds & Services
ImplementationPlanning
ChangeChampionsOutline
WorkforceAnalysis
CommsStrategy & Plan
Pre-requisites Set-up
Service Directory
EngagingPractitioners &
Managers
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IS Guidance, CAF, LP ImplementationFrom IS
Framework 1/2
From OutlineWorkforceAnalysis
From CommsStrategy & Plan
From Continuum of Needs & Services
From Imp Plan
Page Down
IWPolicies
SupportStructures
EngagingPractitioners& Managers
ProcessMapping
CommsDevelopment
& Delivery
Phased Implement’n
ReadinessAssessment / Gap Analysis
DetailedRoll-Out
Plan
DetailedImplement’n
Planning
SkillsAudit
TrainingStrategyand Plan
TrainingDesign and
Development OperationalTraining
ManagerTraining
TeamBuilding
CAF / LPRoll-out
View in Slide Show mode Press Page Down to build activity flow Click on any box to see details
DetailedWorkforceAnalysis
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IS Index Pre-deployment
IS IndexDeployment
Project Start-up
IS Index Implementation
From Detailed WorkforceAnalysis
From Comms Strategy & Plan
From Change ProgMgmt Readiness
targets met
Establish Index Project
Team
Index Readiness
Assessment
Identify Gaps
Agree Action Plans
ImplementActions
Index Workforce Analysis
Index Comms Planning
Audit of Partner Orgs.
ProjectManagement
Identify IndexRoll-out
Plan
View in Slide Show mode Click to build activity flow Click on any box to see details
From Imp.
Plan
Understand Readiness Checklist
IndexRoll-out
Understand Implement’n
Toolkit
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Details of Activities
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Pre-requisites are:• basics of any well-managed and
successful change programme; and• required in advance and throughout all
ECM implementations.• Before implementing Integrated
Working (IW) processes and tools, it is assumed that these elements and activities would be already in place as part of the wider ECM change programme, notably the implementation of children’s trusts, and that IW activities would build on these.
What are they?
Why are they important?• As documented numerous times in
literature (see Resources for most relevant examples) these pre-requisites are the critical elements of any major change programme and key to it’s success.
• IW cannot be implemented as a stand-alone programme as it is dependent on other elements of the change programme.
• Likewise IW cannot be implemented independent of the other initiatives – it must be integrated and aligned with the whole change programme.
Key Dependencies
Initiator• Some-one to kick-start and
drive the change programme forward until Guiding Team and Change Programme Management are fully established, - DCS or other CEO appointed by the DCS
National Milestones & JARs• Targets and dates to be metChildren & Young People’s
Plan (CYPP)• Agreed objectives & priorities
Resources (web links)
• National evaluation of children’ trusts
• Targeted Youth Support toolkit• Show me how I matter part 3 (
I&DeA)• Statutory guidance on inter-age
ncy co-operation to improve the wellbeing of children: children trusts
• Audit Commission Improvement Tool
• Capability Maturity Model for integrated working
• Guiding team: top level team of champions and drivers of the ECM change programme.
• Could provide direction to the whole programme or set up sub-programme steering groups for specific implementations as best meets local needs.
• Shared Vision: clear statement of long-term outcome-focused programme goals and benefits.
• Budgets and Resources (web links): funds and resources to support the change programme, ideally jointly funded by strategic partners.
• Stakeholder Analysis: identifying and understanding those people or bodies who have influence over or are impacted by the programme.
• Engaging Strategic Partners: ensuring channels and processes for communicating with and involving all strategic partners (including VCSO), professional bodies, unions on an on-going basis.
• Engaging Children, Young People and Families (CYPF): ensuring effective involvement of CYPF in on-going, meaningful & representative ways.
• Engaging Practitioner & Managers: ensuring channels and processes for communicating with and involving staff at all levels across all partners.
• Change Programme Management: a stand-alone change management function, responsible for driving the change agenda and for programme management, independent of the practice mgmt elements of social care, education and health.
• Performance Management: processes & systems to monitor local area key performance indicators.
• Programme Reviews: a formal commission and process to challenge the change programme and focus the change on agreed outcomes; complimentary to Change Programme Management and Performance Management.
• Using standard definitions in programme reviews such as in the Audit Commission Improvement Tool or Capability Maturity Model can be useful.
Description
Pre-requisites
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Set-up
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Continuum of Needs & Services covers:• developing and agreeing a common,
local model of children’s needs and services for use throughout the LA.
• It has 3 main elements:• a diagrammatic Model of levels of need and services;
• A Definition of Terms related to levels of needs and services; and
• a common Service Delivery Pathway describing typical front-line activities involved in delivering services to children and families.
What is it? Key Dependencies
Engaging Strategic Partners / Practitioners & Managers / CYPF
• The model will only add value if it is universally debated, agreed and adopted by all strategic partners
Communication and Training• The model must be
universally communicated and understood by all practitioners
Why is it important?• A significant barrier to integrated working
is the fact that different language, eligibility criteria, standards and processes are used in different agencies and services.
• A common model of levels of need and a common pathway for delivery of services, adopted by all strategic partners, can help to remove that barrier and means that the people involved with a child or young person can share an understanding of their needs, as well as the ways to meet those needs.
Resources (web links)
• CAF managers’ guide
• Lead professional guidance
• Telford & Wrekin Common Service Delivery Process
• Bolton Child Concern Model
• Knowsley Model of Children in Need
Elements of the Continuum of Needs & Services• The Model graphically summaries the different
levels of need that a child may experience and shows how services are mapped to these needs.
• The Definition of Terms explains the terms used in the Model and includes descriptors or indicators for each of the levels within the model.
• The common Service Delivery Pathway shows an overview of the typical activities to be followed in identifying and addressing a child’s needs that is common to all services and levels of needs.
• The Model in combination with the Definition of Terms can assist a practitioner in clarifying the nature and severity of a child’s needs in a way that would be understood by other practitioners.
• The common Service Delivery Pathway provides practitioners with a common view of what to do if they believe a C&YP may have unmet needs.
• The pathway also provides a common context for more detailed descriptions of activities, including how they overlap and interact with each other.
• Development of any local detailed processes or procedures will be based on this pathway.
Model Development and Communication• Involvement of all strategic partners and as many
practitioners and managers as possible in the development of the model will be beneficial in ensuring quality and buy-in.
• The approach is not to decide what to do and then tell practitioners to do it but to involve them in developing and shaping it. There is a lot of emphasis on: developing a common language e.g. what is meant by risk; the development of consensus around what thresholds mean; and where to act singly and where together.
• Once developed the model must be embedded in all initiatives, messages and documentation to ensure consistency and sustainability of approach.
Description
Continuum of Needs & Services
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Information Sharing Framework is:• a set of principles or protocols, agreed
by all agencies, which will underpin the processes by which agencies share information with each other
• A standard framework has been developed for Information Sharing Protocols (ISPs) defining them in levels of complexity:
• Strategic (level 1)• Community/Managerial (level 2)• Operational (level 3)• Client (level 4)
What are they?
Why are they important?• With the development of more integrated
services, the range of information that may need to be shared on a regular basis is increasing. Front-line services need to make decisions on information sharing a risk-assessed, case-by-case basis. ISPs provide a framework to support this decision making.
Key Dependencies
Guiding Team• The strategic level ISPs will
be agreed by the Guiding Team
Engaging Strategic Partners• Effectively engaging strategic
partners will be an important element in getting agreement to ISPs Level 1 and 2
Resources (web links)
• Information Sharing Framework
• Knowsley Information Sharing Protocols
ISP Level 1 (Strategic)• Identifies the common principles that underpin the
disclosure, sharing and exchange of data and information between signatory agencies. Covers all agencies with a common commitment to the sharing on information and all purposes for which those agencies may wish to share information.
ISP Level 1 Contents• Salient aspects of relevant legislation and other
supporting principles (e.g. Caldicott principles)• Reference to common policies concerning
collection of consent, sharing where there is risk of harm, duties to prevent crime, etc
• Full list of relevant purposes that will be supported• Ownership, process for maintenance and review• Appendices on legislation, common agreed
standards for information security, confidentiality, records management, etc
ISP Level 2 (Community/Managerial)• Supports Level 1 ISP by providing a more detailed
definition of purpose and purpose specific policies. A purpose at this level can be defined as a shared common objective common to an information community Not all agencies will necessarily be a member of every community
• Can be seen as a series of protocols agreed within the relevant information communities.
ISP Level 2 Contents• Specified purpose for info sharing and the types of
data that will be shared to support that purpose• Common policies that apply and common
standards to be met• List of the detailed operational level agreements
that support the stated purpose• Ownership, processes for maintenance and reviewTiming• ISP’s Level 1 and 2 are seen as pre-requisites for
IW and should already be in existence.
Description
Information Sharing FrameworkLevels 1 and 2
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Service Directory covers:• establishing a directory of all services
available to CYPF in the local area;• establishing mechanisms for keeping
the information in the service directory up-to-date;
• making the directory accessible and communicating it’s existence to all relevant staff from statutory and voluntary sectors; and
• making the directory accessible and communicating its existence to CYPF.
What are they?
Why are they important?• Having an up-to-date view of all services
that are available in the local area, with an indication of the eligibility criteria for each service, greatly assists a practitioner in identifying all the options available to meet the needs of the child or young person and should contribute to a reduction in the number of inappropriate or misdirected referrals.
• Service Directories can also help CYPF access services to meet their needs.
Key Dependencies
Engaging Strategic Partners• Effectively engaging strategic
partners will be an important element in identifying all of the services available in the local area
Resources (web links)
• Childcare Bill
• Service Directory Research Report
Background• Funding was given to LAs in 2003 for the setting
up and maintenance of Service Directories and their importance was reinforced in ECM: CfC in Dec’04.
• These requirements are now strengthened through the Childcare Bill which proposes a duty from 2008 requiring LAs to provide information to parents on childcare and other services in their area that will enable them to identify sources of support and help for children and young people.
Service Directory Contents & Functions• A service directory is a comprehensive online
information bank of all types of children’s and young people services available in a local area.
• It should be easily searchable and should include a broad range of preventative services from providers in both voluntary and statutory services.
• For each of the services available to CYPF, the following basic content should be included:
• contact details;• eligibility criteria;• geographical location; and• referral procedure (if relevant).
Accessibility• Access to the Service Directory should be web-
based but could also include a telephone helpline or print version.
• It should be widely available and easily accessible to all practitioners and to CYPF.
Creation and Maintenance of the Service Directory• Many LAs have placed their service directories on
the LA website; others have created a new site. • Some areas have also joined with providers of
other directories (Connexions, CIS) to develop the service directory and avoid duplication of effort.
• Processes and clear accountabilities for ensuring that the information in the Service Directory remains up-to-date must be established.
Description
Service Directory
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Implementation Planning covers:• identifying, planning and agreeing the
key activities and their sequencing for the implementation of the IW processes and tools as a integrated programme of work within the wider change agenda
• ensuring effective contribution to the overall culture change requirements;
• identifying any pre-requisite processes, skills and infrastructure for the implementations; and
• developing a detailed plan of activities and monitoring progress against plan.
What is it?
Why is it important?• Implementing integrated programmes
(rather than a number of smaller single- and multi-agency initiatives) is perceived to reduce the likelihood of initiative overload amongst professionals; particularly at the practitioner level.
• Avoids the trap of concentrating on delivering projects rather than really embedding a partnership culture.
• Integrated planning can help to identify synergies and economies of scale.
Key Dependencies
Change Prog Management• Dedicated resources with
appropriate expertise to plan and manage the change programme
Shared Vision• Clearly defined and agreed
vision, shared by all partners• Strong focus on outcomesNational Milestones & JARs• Targets and dates to be metCYPP• Agreed objectives & priorities
Resources (web links)
Integrated Plan• Change is complex and needs to be converted
into simple interventions to be successful. However there is a need to integrate the multiplicity of small initiatives, and funding, into the overall programme.
• Planning for local implementation of the IW processes and tools must be aligned with other elements of ECM: restructuring services (Extended Schools, Children's Centres, Targeted Youth Support), professional development (Common Core), developing leadership and mgmt skills.
• The IW plan must address generic culture change requirements of ECM, i.e. need to be pro-active, take a holistic view, tackle issues themselves where appropriate, involve CYPF in decision making, as well as the specifics of IW.
• The IW plan needs to consider the immediate implementations, any related initiatives (e.g. ICS, NPfIT) and also later implementations (IS Index) combining or pre-empting activities where possible.
Focus on Outcomes / Suited to Local Needs• The implementation plan lays out the timetable and
project lead responsibilities for work on the many different themes of the overall ECM agenda. This ensures a strong focus on outcomes whilst meeting national requirements for whole system change.
• Need an integrated local change programme, reflecting local priorities and pace, but also ensuring that safeguarding remains a priority.
Pace of Change• Important to take a slow or incremental approach
to managing change for it to be successful. • Cultural change is seen as more important than
structural change. The plan should ensure that there are focused elements of the programme that don't require hard and structural org. change.
• New ways of working will take time to evolve. Changes should be phased and evaluated locally.
Description
Implementation Planning
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Outline Workforce Analysis means:• identifying the typical staff members
across all partners that will be directly impacted by implementation of IW
• agreeing common groupings of staff for the analysis in order to design targeted activities to meet their specific needs. Typical groupings could be: front-line practitioners, administrative staff, line management, senior management.
• identifying all of the partners (including VCSO) and the staff numbers in the different groups in these organisations
What is it?
Why is it important?• Gaining an understanding of the impacted
workforce, i.e. different groups of staff involved and estimates of the size of each group, means that you can start to plan and design targeted communication and other engagement activities to meet their specific needs.
• A view of the size and nature of the implementation audience is generally required to inform the design and planning of implementation activities
• This view is also required to inform system design and business case development
Key Dependencies
Stakeholder Analysis• Identification of all
stakeholders as a start point for identifying impacted organisations
Implementation Planning• Agreement of the granularity
of the information required to support the planning process
• Identifying high-level requirements for all implementations before starting workforce analysis
Resources (web links)
Purpose of the Analysis• As a first stage of planning the activities associated
with implementation of IS Guidance, CAF, lead professional and IS Index, information relating to the LA and partner agencies and the number and types of professionals within the remit of the programme must be identified.
• It will be important to ensure that all impacted partner agencies are identified at this stage both for planning and engagement purposes.
• At this stage it will be sufficient to have a view of the workforce; it will not be necessary to identify every individual practitioner.
Integrated Analysis• It should be possible to conduct a single outline
workforce analysis to provide the information for all of the IW products (rather than separate ones for CAF, LP, IS Index, etc) by taking a holistic view of the requirements from the start.
Groupings for the Analysis• Agreeing the groupings of staff to be used for the
analysis (with clear definitions of the group) is an essential prerequisite to starting to gathering information on staff numbers.
Sources of Information• Workforce analysis can be informed by existing
sources of information on staff numbers and/or by conducting surveys of practitioner organisations, normally via local change champions or other local contacts.
Follow-up Work• More detailed workforce analysis will normally be
conducted locally at a later stage when planning and scheduling training courses or identifying system users (see Detailed Workforce Analysis).
Description
Outline Workforce Analysis
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Key Dependencies
Guiding Team /Strategic Partners• Willingness to devote agency
time and resources to support the change programme
Vision:• Clarity and understanding of
vision• Complete alignment of change
champion with visionImplementation Planning• Clear understanding of the role,
responsibilities and time commitments of the change champion
Resources (web links)
Change Champions are:• people from all peer levels across all
partners who can promote integrated working and the whole ECM agenda;
• people who provide strong leadership at all levels, from chief executives to directors and managers of frontline services to front-line practitioners, to consolidate integrated working; and
• people who are driven by producing better outcomes for children, who can embrace and promote change, and who are well respected by their peers.
What are they?
Why are they important?• Director level change champions provide
visible sponsorship and leadership - critical to the success of any change programme.
• During early stages, operational change champions act as a representative for their agency providing a grass roots perspective of the vision; throughout the project they act as an information conduit, promoting engagement with the design process and implementation of new working practices.
• Acting as ‘missionaries’, these visionary people motivate and encourage less enthusiastic staff by their own example.
Director Level Champions• Change champions at Director level for each
agency are key to successful change programmes.
• With good credibility within their own agency, well-developed leadership skills and a network of contacts such change agents can greatly assist progress; engaging and motivating their own staff and strategic level staff in partner organisations.
Operational Change Champions• Need operational level people (practitioners and
managers) who want to promote change and who can live with a degree of ambiguity.
• Described as confident people, driven by a desire for better outcomes for children who are able to pass that confidence and enthusiasm to others more reluctant to change.
• Typically they are hybrid or cross-over workers, drawn from diverse sectors who have experience of cross sector working. In the process they have built up trust and confidence in each others’ professionalism, are able to act as brokers within and across partner agencies and promote the new ways of working.
Responsibility of the Change Champion• Driving and managing change activities in their
agencies or areas of interest. This includes:• acting as role model for new ways of working;• acting as broker across partner agencies:• planning and monitoring progress of change
activities, making use of local and other resources as appropriate;
• managing local change initiatives, ensuring appropriate engagement of local staff;
• managing local issues and risks, identifying any local barriers to change and acting to remove these; and
• providing a conduit for communications and feedback to and from local staff.
Description
Change Champions
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Key Dependencies
Stakeholder Analysis• Up-to-date identification of all
stakeholders and their needsChange Champions• Important source of information
on local communications and useful communications channel
Training / Implementation Plans• Communications need to be
timed to support training and implementation plans
Budget & Resources (web links)• Budget and resources are
required for communications
Resources (web links)
Purpose of the Communications Strategy & Plan• The communications strategy and plan describes
the approach to be adopted to ensure that all key stakeholders understand the changes and that specific queries and concerns are addressed.
• These include:• targeted messages which are appropriate for
the stage of development, level of knowledge and extent of buy-in of particular stakeholders;
• clear and consistent messages about how IW changes join up with various other initiatives;
• explaining clearly to the workforce and bodies representing key professional groups how the proposals will improve outcomes for children and will reduce, not add to bureaucracy;
• gaining the understanding and buy-in of CYPF and providing reassurance that the changes are in their interests;
• a continuing need to respond convincingly to concerns about privacy & security;
• reassuring practitioners about the impact of the changes on the way they work.
The communication strategy and plan contains:• background, rationale and context; • objectives – what you want to achieve at different
stages of implementation, for different audiences;• strategy – approach to achieving the objectives;• issues, risks and challenges and how they will be
addressed;• key messages by audience sector;• communications channels, media protocols and
spokespeople, communications materials;• communications responsibilities and time-plan;• resource requirements – both finance and people;• feedback and evaluation– success criteria, how to
evaluate the effectiveness of communications;• how and when the comms strategy & plan will be
reviewed and updated.
Description
Communication Strategy & Plan
Communications Strategy & Plan covers: • “how” to ensure the effective adoption
of the IW processes and tools by the target stakeholder groups;
• identifying who needs to be communicated with, what are the key messages, how to communicate them;
• identifying what tools will be used and which channels will be utilised;
• how feedback loops will be established;• who will be responsible for developing
and delivering the communications;• defining the time plan and budget.
What is it?
Why is it important?• Stakeholder engagement and
involvement, vitally supported by communications, is a critical success factor in any change programme.
• It is important to involve those impacted at an early stage, particularly those in a position to influence others.
• An effective communications strategy & plan, which is reviewed and updated regularly, will provide the well planned, executed and timely comms that are vital to successful implementation.
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IS guidance / CAF / LP implementation
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IW Policies covers:• developing and agreeing policies to
support IW across services & agencies.• In some cases the policies will be
specific to the implementation of a specific tool, however, often they will be common or have common elements. For efficiency, consistency and clarity should aim for policies that cover multiple aspects of IW where possible.
• Depending on timing, this activity could be combined with developing policies for IS Index.
What is it?
Why are they important?• Policies that are common across agencies
are the basis for many aspects of integrated working. These need to be agreed across all partners, documented and communicated to all staff.
• Policy decisions can impact organisation structures, resource and infrastructure requirements and process design.
• Policy decisions will determine which staff require specific communication, training and/or access to systems.
What are they? Key Dependencies
Children Act 2004 / CYPP• Statutory requirements and
agreed priorities that will guide IW policy development
Integrated Strategy• The redesign of children’s
services may impact and guide many of the IW policies
Continuum of Needs & Services
• Universal understanding and adoption of the common model of children’s needs
Resources (web links)
• Information sharing guidance
• CAF guidance
• Lead professional guidance
Developing IW Policies• Essential to identify early on where policies can be
common and where separate policies are required.• Provides an ideal opportunity for partners to work
together to a common goal, contributing to partnership development.
• Need to ensure all partners are equally involved in decision making and input is sought from CYPF.
• Aim to involve front-line staff as well as managers.Examples of Policies to be developed:Organisation models• Model for delivering integrated service: virtual or
dedicated multi-agency teams. Criteria for access and referral to different teams.
Handling Complaints• The stance and approach to be taken to
complaints regarding sharing of information, assessments, etc.
Resource and budget allocation• How resources and budgets will be allocated and
managed across multi-agency teams.Selection principles• Principles for identifying who will (and will not)
complete a common assessment.• Rules governing appointment of LP – when a LP is
required, who will (and will not) be a LP.• Principles for identifying who will have access to IS
Index systems and information.Information Sharing Protocols Level 3 / 4 More>Interfaces and SLAs• Relationship between CAF and local assessments• Review or creation of SLAs between agenciesProfessional review and supervision• Standards to be adopted for quality reviews • Standards for professional supervision of staff,
including LP and those in multi-agency teams.HR• Handling change to roles, job descriptions and
negotiations with professional bodies, unions, etc.
Description
IW Policies
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Information Sharing Framework is:• key IW policies related to information
sharing between agencies and services• aset of protocols defined in a standard
framework in levels of complexity:• Strategic (level 1)• Community/Managerial (level 2)• Operational (level 3)• Client (level 4)
• Level 3 and 4 are the lower level agreements which will underpin the processes by which agencies share information with each other.
What are they?
Why are they important?• They form a routine part of operational
procedures and ensure that all relevant parties are aware of their commitments and standards to be met.
Key Dependencies
ISP Level 1 and 2:• Higher level ISPs need to be
in place
Resources (web links)
• Information Sharing Framework
ISP Level 3 (Operational)• The detailed, specific information sharing
agreements between individual agencies within the relevant community (see Level 2).
• The operational level agreements define the processes by which information will be exchanged, monitored and managed.
• Should be in place for all information flows between agencies within an information community
ISP Level 3 Contents• Specific agencies involved• Data set required• Business events that trigger the interaction
and process/procedure that will be followed• ICT systems used to support this (if any)• Any system specific arrangements for
security, access, audit, record ownership and data retention
• Any technical standards to be met • Any support evidence required to validate the
exchange (e.g. signatures)• Arrangements for review• What should happen in event of failure or a
breach of the agreement• Who is responsible and who in each agency
will manage the delivery of the processISP Level 4 (Client)• Addresses customer / client issues• No preferred practice in this area, and it may
vary according to the needs of a given information community
• Should include pamphlets, leaflets, fair processing notices, etc
Description
Information Sharing Protocols Levels 3 and 4
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Integrated Working
Silos
Improved Outcomes
Detailed Workforce Analysis covers:• identifying all of the members of
workforce that will be directly impacted by the implementation of the Integrated Working processes and tools;
• identifying the names, positions and locations of the staff; and
• establishing processes for keeping the analysis up-to-date with staff changes.
• Depending on timing, this activity could be combined with workforce analysis for the IS Index and with Skills Audits for IW and / or other initiatives.
What is it?
Why is it important?• Details such as names, contact details and
job role for all members of staff are required in order to able to communicate with them in a meaningful way, organise appropriate training courses and provide access to systems where required.
Key Dependencies
Outline Workforce Analysis• Identification of impacted
organisations and staff groups as a start point for the detailed workforce analysis
IW Policies• Policy decisions on which
practitioners will be involved in which activities (and which are not)
Engaging Strategic Partners / Change Champions
• Key contacts for information
Resources (web links)
Timing and Scope of the Analysis• Building on the outline workforce analysis, detailed
workforce analysis will normally be conducted locally in advance of major communications, planning and scheduling training courses or identifying system users.
• Often involving local HR and/or line management structures, detailed workforce analysis needs to identify every member of staff across all partners who will be involved in implementation activities, i.e. consultation, sign-off of deliverables, communication, training and / or system login.
• Needs to identify enough information relating to the practitioner position or role to assign them to a specific workforce group and ensure that the implementation activities meet their specific requirements.
Keeping the Analysis Up-to-date• Need to establish processes and commitment from
partners to supply updates to reflect any staff changes during the implementation period.
Consolidating Analyses• As detailed workforce analysis can be a time-
consuming activity, efforts should be made to conduct a single workforce analysis for IS / CAF / LP and IS Index , gathering all the information required for all the implementations in one hit – unless the implementations are significantly separated in time.
• If the required skills for new roles, processes and systems are sufficiently clear at this stage, a skills audit could be conducted at the same time.
• Although there are no specific additional requirements for CRB checks for CAF, LP or IS, it may be beneficial to review the CRB status as part of the detailed workforce analysis as practitioners may have been missed. CRB checks will be mandatory for the IS Index.
Description
Detailed Workforce Analysis
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Integrated Working
Silos
Improved Outcomes
Readiness Assessment/Gap Analysis is:• assessment of status of pre-requisites
and other key activities for IW within different agencies and groups;
• identification of any shortfalls between existing and desired local situation, e.g. policies, processes, skills, culture;
• an iterative process involving repeated assessments of readiness and gaps at different stages of the programme.
• Depending on timing, this activity could be combined with readiness assessment / gap analysis for IS Index
What is it? Key Dependencies
Central IW Team• Production of national
standards and template for readiness assessment
Implementation Planning• identification of the key
activities and elements and the critical path for implementation
Why is it important?• As there is often a long lead time on
activities that are critical for implementations, it is important to assess as early as possible the position of the organisation against these critical activities, identify what has to be done and to monitor progress on an-going basis.
• The Readiness Assessment / Gap Analysis can produce important information to feed into the CYPP.
Resources (web links)
• Audit Commission Improvement Tool
• Capability Maturity Model for integrated working
Purpose• The Readiness Assessment / Gap Analysis
provides LA and other stakeholders with an early and on-going view of the preparation and readiness work that needs to be undertaken for the successful implementation of IW, both within their own organisation and across local partners.
• LAs can use this assessment to determine the baseline position against a number of key criteria for implementation and to identify the gaps. This will enable them to identify and make a start on work that needs to be done.
Content of the Assessment• Implementation Planning will identify the key
activities and elements for implementing IW and will highlight those that are on the critical path for inclusion in the Readiness Assessment / Gap Analysis.
Responsibilities• LAs will be accountable for assessing their
readiness status and the status of partners within their local areas and identifying the key activities to be undertaken.
• LAs will be responsible for defining the approach to the assessment and will have to consider how to ensure a consistent approach to the assessment across local practitioner organisations.
• Relevant partners have a duty to co-operate with LAs and would be expected to contribute to the assessment of the status of their individual organisations.
Description
Readiness Assessment / Gap Analysis
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Integrated Working
Silos
Improved Outcomes
Detailed Implementat’n Planning is:• identification of the detailed activities
for the IW implementation along with their timing, expected duration and resource requirements; and
• ensuring that activities facilitate overall culture change required for ECM.
• It is an iterative process including monitoring, review and replanning based on evaluation of earlier activities.
• Depending on timing, this activity could be combined with detailed planning for the IS Index.
What is it? Key Dependencies
IW Policies / Process Mapping• Requires knowledge of
existing processes and new policies and processes to be implemented
Readiness Assessment• Identification of key
indicators of readiness and assessment of their status
Gap Analysis• Identification of the shortfalls
between the existing and the desired situation
Why is it important?• For effective and sustainable change,
programme activities aimed at facilitating that change must be based on the local situation and cannot just be identified from a generic “blueprint”.
• Business and culture change is a learning process, with a constant need to use the outcome of one activity to plan the next.
Resources (web links)
Business Change• Unless combined with other initiatives, the detailed
plan for IW will focus on those activities required to support business and culture change related to the implementation of Information Sharing guidance, CAF and lead professional, rather than IT systems.
• Includes a consideration of the impact of changes to processes and systems on the organisation (e.g. structures, reporting lines, resources) and roles (e.g. responsibilities, knowledge and skills).
• Includes activities to facilitate the overall culture change required for ECM as well as for IW.
Integration• Detailed planning needs to integrate the different
IW initiatives, along with any related concurrent initiatives, into a integrated change plan.
• Planning must also take into account any activities related to service restructuring, professional development, etc which could be pre-requisite for the change activities or have an impact on them.
• As part of the bigger picture, it will be important to have a coherent IT strategy in place to address the IT support needs of IW and other initiatives.
Localisation• Requires a clear and honest view of the existing
local situation including commitment to the vision, depth and visibility of sponsorship, strength of existing partnerships, history of change, awareness and enthusiasm within the practitioner audiences
• Detailed planning must take into account this local view in designing appropriate change activities.
Iterative Planning• Detailed planning will require several iterations as
analysis progresses and new information becomes available. The plan should be revisited and refined as new IW policies and processes are developed, as well as after any phased implementations. This will eventually feed into the detailed roll-out plan.
Description
Detailed Implementation Planning
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Integrated Working
Silos
Improved Outcomes
Key Dependencies
Change Champions• Visible sponsorship from
change champions at every level is key to achieving engagement throughout
Communication• Early communications must
build perception that participation will confer some benefit to the individual
Engaging Strategic Partners• Have to include all partners,
including VCSO as well as professional bodies and unions
Resources (web links)
Engagement has to be constant and varied• Contact tantamount to a PR exercise was found to
be necessary for professionals to understand why their input into the change process is necessary.
• Need for engagement to be persistent and often innovative with those who may be initially reluctant to participate. Alternative contacts could be used with more receptive professionals working alongside more cautious practitioner groups.
Engagement has to recognise and address concerns• Managers are crucial to the change process but
some feel vulnerable – because of challenging new management roles and personal concerns about restructuring, pay and conditions, career progress.
• Use engagement activities to proactively address concerns and fears, build staff confidence and bridge the ‘adaptive gap’ between the vision and new reality.
• Staff need be able to solve problems as they arise in the new environment. They need sufficient autonomy to make decisions about IW processes & tools, thereby owning the problems and solution.
• Have to ensure real consultation; avoid tokenism.Engagement Methods• A variety of methods including: team briefings;
team development; staff seminars; multi-agency conferences; consultation events; workshops; discussion groups; interviews; surveys; locality lunches (geographically-based); phased implementations; presentations and other comms.
• On-going presence of IW on the agenda of mgmt meetings may persuade managers to prioritise related events and so increase attendance.
• Engaging with harder to reach audiences requires more innovative approaches, e.g., PCTs can ensure the engagement of primary care providers, including GPs, by drawing upon contracts and other mechanisms, e.g., professional development.
Description
Engaging Practitionersand Managers
Engaging Practitioners & Managers is:• establishing channels, processes and
activities for engaging and involving front-line practitioners and their managers on an on-going basis;
• includes activities of Communications, Stakeholder Management and Design, (including consulting front-line staff on the design of processes and tools).
• Depending on timing, this activity could be combined with engagement activities for IS Index and other initiatives
What is it?
Why is it important?• If people do not feel involved and engaged
in change, they will ignore, resist or undermine it.
• Involvement gains commitment and draws on expertise, allows for professional input into the design of the processes and tools and helps to addresses concerns & fears
• Opportunities for different staff groups to come together to talk about what they do and how they do it and to work through the required changes means that changes in operational approaches and in culture are owned by the staff that are making them.
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Integrated Working
Silos
Improved Outcomes
Key Dependencies
Comms Strategy & Plan• Provides direction for
communications development and delivery
Change Champions• Important comms channelDetailed Workforce Analysis /
Change Planning• Information on workforce and
how they are impactedTraining / Implementation Plans• Communications need to be
timed to support training and implementation plans
Resources (web links)
• IW Fact sheets
• IW case examples
Integrated Communications• Communications related to IW must be aligned
with wider elements of change programme and any related initiatives, both in messages and timing.
• Communication messages must be aligned and consistent with those being delivered by central IW teams – use of core messages / material is vital.
• Need to work closely with partners to ensure that any plans for local communication development and delivery are consistent with those from LA.
• Communications must be closely aligned with training & other stakeholder activities.
Coverage and Process• To achieve effective coverage of the large
audiences within an LA, multiple communications channels and media will be required.
• Communication is an iterative process aimed at building awareness and knowledge over time.
• Seek input and feedback from stakeholders across all levels and all partners and from CYPF.
Communication Principles:• put across messages about the vision for IW (and
for ECM) in a consistent and compelling way;• use appropriate communication channels and
tailored messages to meet the needs of relevant stakeholders – ‘right method, right message, right moment, right outcome’;
• use targeted messages which are appropriate for the stage of development, level of knowledge and extent of buy-in of particular stakeholder groups;
• look to address pro-actively concerns and fears associated with the proposed changes
• provide ready access to real life best practice and case studies so that change is seen to come from practitioners and not just from the centre;
• promote the consultative process of delivering processes & tools supported by key stakeholders;
• demonstrate & celebrate success and milestones.
Description
Communication Development& Delivery
Communication Dev. & Delivery covers:• development and delivery of materials
to ensure that key audiences understand the rationale, benefits & plans for IW and that specific questions and concerns are addressed;
• seeking feedback and evaluating the effectiveness of communications; and
• developing new channels, materials & feedback mechanisms as required.
• Depending on timing, this activity could be combined with communication activities for the IS Index.
What is it?
Why is it important?• Raising awareness amongst stakeholder
groups is an essential pre-requisite for many other activities, such as consultation on design of processes and tools.
• Communication is a key tool in the on-going engagement of stakeholders and, for many, their only source of information on the plans and progress of the implementations.
• Communication provides consistent messages across stakeholder audiences and supports the building of common understanding, language and tools.
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Integrated Working
Silos
Improved Outcomes
Support Structures covers:• establishing necessary organisation
structures and processes to support practitioners through and after implementation of IW.
• Sometimes support structures will be specific to a specific tool, however, often they will have common elements.
• Wherever possible the requirements for future implementations (e.g. IS Index) should be taken into account when designing support structures.
What is it?
Why is it important?• Front-line staff need to have readily-
accessible mechanisms to assist them over any difficulties with the new processes and tools
• The provision and quality of these support structures can have a major impact on the practitioner confidence in the new processes and tools and their willingness to adopt and use them.
Key Dependencies
IW Policies• The IW Policies will give
direction to the processes and accountabilities of the support structures
Process Mapping• The support structures must
be aligned to the new operational processes
Resources (web links)
Required Support Structures• There are a number of areas where structures,
processes and clear accountabilities need to be developed to support integrated working, including:
Sources of professional support• Practitioners and managers need to be able to call
on readily accessible, expert advice, support and coaching for help with decision making (sharing information, who to consult) or undertaking new or unfamiliar tasks (completing a CAF, chairing family meetings). Use of local contacts who have received early / additional training (super-users) can be an effective mechanism for providing this support. Alternatively, appointment of professional advisors or Integrated Service Managers with specific responsibility for providing support to all practitioners within a designated local area.
• Practitioners may require administrative support.• Need processes, standards and designated
accountabilities for quality review of IW processes and for professional supervision.
• Sources of further information must be made accessible to all staff via a range of different media.
Facilities for storing and accessing information• Information gathered as part of integrated service
delivery must be collated, stored and made accessible to permitted practitioners.
• DPA rules will need to be observed including an identified data controller and data mgmt processes.
Dispute resolution and complaint handling• Escalation processes and designated contacts are
required to resolve internal disputes or queries.• Processes and designated contacts will also be
required to handle enquiries and complaints from CYPF or other members of the public.
• Need short-term resource to monitor the effectiveness of roll-out (e.g. by monitoring support calls) and to identify and address any issues.
Description
Support Structures
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Integrated Working
Silos
Improved Outcomes
Process Mapping covers:• mapping existing processes - recording
existing business processes, using standard mapping conventions; and
• mapping new processes - design and documentation of new, common processes to be adopted for IW.
• The design activity could follow, or be iteratively combined with, developing specific IW Policies/Support Structures.
• Depending on timing, could be combined with design of IS Index processes.
What is it?
Why is it important?• An understanding of existing processes in
use in different organisations can be of help in designing new processes (e.g. identifying common or best practice) and is required to identify the degree of change involved in moving to new processes.
• New processes must be documented for reference, communications and training.
• Process mapping, design and testing require significant input from practitioners and contribute to practitioner engagement.
• Involving multi-agency teams in process design helps to build IW culture.
Key Dependencies
Continuum of Needs & Services
• Common Service Delivery Pathway provides basis for all local processes and procedures
IW Policies• Agreed IW policiesEngaging Practitioners &
Managers• Requires significant input
form operational staff
Resources (web links)
Process to be Mapped• Processes to be mapped and developed cover all
aspects of practitioner activities:• Identification and Assessment of Needs;• Action Planning;• Referral;• Allocation of Resources (web links) ;• Record Keeping;• Escalation Processes;• Reporting Children Missing Education (CME)
and acting on CME reports; and• Reporting outstanding needs, i.e. needs not
met by local service provision.Tools for Mapping Processes• There are a number of standard conventions and
tools that can be used for mapping processes, including basic tools such as PowerPoint & Word.
• As these processes must be understood by the general practitioner audience, a simple mapping convention is recommended.
• Essential to include a key in every diagram to explain the mapping convention.
Involvement in Process mapping• This can be a time-consuming activity so important
to make use of existing materials wherever possible – look to previous studies and initiatives.
• Opportunities for different staff groups to come together to talk about what they do, how they do it and to work through the changes that need to be made means that changes in operational approaches and in culture are owned by the staff that are making them.
• Process mapping activities in multi-agency teams can contribute significantly to breaking down silos, generating understanding & building an IW culture.
Communication and Training• Once developed, process maps should be used
consistently in communications and training.
Description
Process Mapping
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Integrated Working
Silos
Improved Outcomes
Phased Implementations are:• early, limited implementations of
something that will be implemented in time across the whole IW programme;
• a means of developing, evaluating, testing and refining implementation and operational activities; and
• employed at various stages in the programme, on a variety of subjects.
• The phasing could relate to an implementation in a small geographic area, a single agency, a target group of children and / or a specific task.
What are they? Key Dependencies
Implementation Planning• Identification of structures,
policies, processes and detailed plans to be developed that could be suitable subjects for phased implementations
Engaging Strategic Partners Change Champions
• Need to involve all partners in phased implementations
Why are they important?• Phased implementations provide an
important way of testing and refining new structures, processes and systems in a way that does not impact on business-as-usual activities or expose the organisation to unnecessary risk.
• In addition, they can be used to widen practitioner involvement, identify change champions, enable staff to take ownership of the solution and facilitate buy-in throughout the organisation.
• They provide ideal vehicles for initiating or strengthening inter-agency working.
Resources (web links)
Use of Phased Implementations• Phased implementation are an integral part of
testing and evaluation of the implementation.• Any aspect of the change programme can be
phased to test and refine it’s implementation. • This could include:
• testing and refining new IW structures, systems and processes;
• developing detailed and/or localised IW policies, processes and procedures; or
• developing and testing local IW implementation plans.
Examples of Use of Phased Implementations• Information sharing and assessment processes
have been combined with those around school and community clusters to test a successful approach to preventative interventions. This preventative model based on school clusters will be rolled out across the authority as a major driver for change. The learning from this will also be used to develop integrated services for specialist interventions.
• Have used phased implementations to ‘cut teeth’ on the practicalities of integrated service delivery and use of common processes to drive change.
Involving Staff• Some staff are more interested than others to try
out new tools and processes. With sufficient support, these early implementers can collect evidence of usefulness which then wins the confidence of their colleagues. These early implementers then become key change champions within their areas.
• Phasing and testing integrated service delivery allows staff from different agencies to work together to shape the processes and tools that they will use in the future, facilitating ownership and buy-in throughout the organisation as well as strengthening inter-agency working.
Description
Phased Implementations
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Integrated Working
Silos
Improved Outcomes
Key Dependencies
IW Central Team• Identification of knowledge and
skills required for the new processes and tools (in guidance & training material)
IW Policies / Process Mapping• Requires knowledge of existing
processes and new policies and processes to be implemented
Detailed Workforce Analysis• Identification of impacted staffCommon Core• Development of core
professional competencies
Resources (web links)
• Information sharing guidance
• CAF guidance
• Lead professional guidance
• Common Core
• Championing Children
Conducting a Skills Audit• Conducted as a review of an individual’s
knowledge and skills against pre-defined criteria, related to implementation and operation of IW processes and tools
• Should include a consideration of the typical management skills required as well as skills of front-line practitioners.
• Normally involving HR, local line management and/or staff themselves, skills audits can be conducted via questionnaires or interviews.
• This information may also be available in professional development plans or appraisals.
Other Information from Skills Audit• In addition to assessing the specific skills
required to support the IW implementation, the skills audit can also be used to identify general gaps in professional skills, e.g. obtaining consent to share information, recording information, chairing meetings.
• The skills audit can also be used to assess general enthusiasm for change.
Use of Skills Audit Information• The skills audit will provide input into the IW
training strategy and plan as well as providing feedback to refine detailed change planning.
• The skills audit can also have influence over the detailed roll-out plan, i.e. areas with the largest skill gaps could be placed towards the end of a roll-out plan to allow time for the necessary training.
• The information from the skills audit can also be used to inform overall planning for Integrated Service Delivery.
Description
Skills Audit
Skills Audit is:• an analysis of the existing knowledge
and skills of the impacted audience in relation to those required to support the new Integrated Working processes and tools.
• Provided enough detail of the skill requirements is available at the time, this activity could be combined with the Detailed Workforce Analysis.
• Depending on timing, this activity could also be combined with skills audit for the IS Index
What is it?
Why is it important?• The skills audit will identify the existing skill
levels and training needs of the impacted audience, including those practitioners who may be missing basic, pre-requisite skills. This allows the development of a detailed training plan so that all attendees obtain the appropriate training.
• The skills audit can also provide an insight into the degree of awareness and buy-in to the change programme that can be used to inform detailed implementation and roll-out planning.
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Integrated Working
Silos
Improved Outcomes
Detailed Roll-out Plan is:• the next stage of implementation
planning;• a plan specifying the activities and the
sequencing of the roll-out of the IW processes, tools and structures to different groups of practitioners;
• will normally include go / no go decision points for the roll-out groups.
• Depending on timing, this activity could be combined with roll-out planning for the IS Index
What is it?
Why is it important?• A smooth, relatively pain-free change over
process from one way of working to another has a major impact on the take-up and adoption of new processes and structures by practitioners.
• Knowing exactly what has to be put in place, and when, for people to start to use new processes and structures effectively and ensuring that all these things happen, is the only way to minimise the impact and ensure a smooth change-over.
Key Dependencies
Detailed Change Planning• Details of the essential
activities and deliverables that are required for roll-out
National Milestones & JARs• Targets and dates to be metCYPP• Agreed objectives & priorities
Resources (web links)
Determining Roll-Out Groups and Sequencing• Good practice suggests implementing the
CAF and the lead professional role to groups of practitioners in an graduated way in order to review:
• the willingness and capacity of practitioners;
• the training and support requirements of practitioners;
• the necessary status and authority required by those supporting and managing the processes; and
• Any other workforce-related issues.Roll-out Activities• The detailed roll-out plan will include the
activities and timings that are required for each of the roll-outs, based on those identified in the detailed change plan, with adaptations for the specific group as required.
Go / No Go Decisions• The roll-out plan for each group will include at
least one review point where a go / no go decision will be made. The criteria to support the decision to proceed as planned or to postpone the roll-out will be based on an assessment of the readiness of the group for the implementation.
• This readiness is assessed through the status of the activities and deliverables identified as essential for roll-out.
Challenges• Careful consideration is required on how to
handle roll-out where LA and other service boundaries are not contiguous
Description
Detailed Roll-Out Plan
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Integrated Working
Silos
Improved Outcomes
Key Dependencies
Workforce Analysis / Skills Audit• Identification of staff and any
gaps in the knowledge and skills required for IW
Detailed Roll-Out Plan• Information concerning the
sequencing and timing of the roll-out to different areas.
Common Core• Basis for development of core
professional competenciesLSCB• Capitalising on synergies with
LSCB training strategies & plans
Resources (web links)
• Supporting IW Training Strategy
• Information sharing guidance
• CAF guidance
• Lead professional guidance
• Common Core
Integrated Planning & Design• Training in a new tool or process needs to be part
of a package of training to reassure practitioners that it is not just another form, but part of a larger commitment to improve inter-agency working for the sake of children and young people.
• The IW training strategy and plan must be integrated with any relevant concurrent initiatives.
• Messages and principles incorporated in training courses must be consistent across all communication and training programmes.
• By adopting a modular approach to design of training courses and development of training materials for IW, materials can be combined in any possible permutation to suit local needs and incorporated into other training courses.
Role of Training in Culture Change• Important to recognise that training for IW will not
just be about training staff on new processes, it will be one of the most important vehicles for bringing together different groups of practitioners, opening up discussions and facilitating change in practice.
Recommendations for IW Training Strategy• The training strategy and plan must identify any
specific pre-requisite skills and how any gaps will be addressed prior to the IW training.
• Ensure that all audience groups are considered and courses are tailored to their needs, e.g. administrative staff, practitioners, operational managers, strategic and senior managers, HR, IT and other support staff.
• Identify appropriate formats (i.e. classroom based, multi-agency) and venues for training.
• Identify how IW training will be incorporated into on-going training, such as induction, safeguarding
• Identify how the effectiveness of training will be evaluated including getting internal and external feedback on practitioner performance.
Description
Training Strategy and Plan
Training Strategy and Plan describes: • the local approach to training on IW.• The training strategy describes the
scope and objectives of the training, an outline of different audience groups. It includes principles for design and delivery of training courses and for evaluating the impact of the training.
• The training plan outlines the training courses for different audience groups.
• Depending on timing, this activity could be combined with activities for the IS Index.
What is it?
Why is it important?• The IW training strategy and plan are an
integral part of the core training strategy for all staff across all partners.
• The training strategy and plan are tools that recognise the training needs of different audience groups and ensure that training is developed and delivered appropriately to meet these needs.
• An effective training strategy and plan will mean that training is accessible to all who need it and that the training equips them appropriately with the skills and knowledge they require.
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Integrated Working
Silos
Improved Outcomes
Key Dependencies
Training Strategy & Plan• Agreed principles for design &
development of training coursesCentral IW Team• Development of core IW
training materials for local development and delivery
Engaging Strategic Partners• Commitment and agreement to
pooling of resources to support training programme
Common Core• Basis for development of core
professional competencies
Resources (web links)
• IW Training Materials
• Information sharing guidance
• CAF guidance
• Lead professional guidance
• Common Core
• Championing Children
Training Course Design• Professionals need opportunities to practice joint
working in environments that do not put outputs at risk. Training programmes need to be structured to challenge stereotypes and to break down traditional barriers between professional groups.
• Need to include specific activities and time to facilitate culture change in the design of each training course. These could include:
• time for attendees to get to know each other;• experiential learning;• facilitated discussions; and• building practitioner networks.
Design of Training for Managers• Managers, especially middle mgmt, have been
found to be key to driving the change forward. • Design of IW courses for managers, in addition to
building knowledge of the IW processes and tools, should also provide opportunities for managers to:
• explore and accept reasons for change; and• discuss and understand implications for
management of others.• Training for strategic and senior managers must
enable them to identify and understand the implications for themselves in planning, implementing & managing the new environments.
Development of Materials• Look to use core training materials accompanying
the IW guidance, adapting them for local needs. • Physical materials distributed at the end of training
for professionals to take away are important. Cue cards, guidelines, flowcharts, examples of forms are commonly included. This is especially crucial in for cascaded training via practitioners.
• Toolkits to take away at the end of training and online help, plus follow-up from a named coordinator are good examples of support.
• Need to consider how training will be evaluated.
Description
Training Design & Development
Training Design & Development covers:• design and development of materials
for each training course including:• course outline (1 pager);• course specification;• training materials (presentation, exercise and handouts); and
• instructor / training guide.• the need to address general ECM
culture change requirements as well as training on IW processes and tools.
• Depending on timing, this activity could be combined with activities for IS Index.
What is it?
Why is it important?• Training, delivered in a multi-agency
setting is the major way in which LAs and all partners can build a common working culture, challenging existing practices and building integrated services.
• Strong feeling from both strategic manager and grassroots practitioner level that good support from someone who knows the whole picture is key.
• The design of the courses, ensuring a fit with the needs of different audiences and quality of training materials are essential to the effectiveness of these training courses
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Integrated Working
Silos
Improved Outcomes
Key Dependencies
Communications• Communications prior to the
training courses must make clear the reasons and benefits of attending these courses
Change Champions• Have to ensure that attendance
is encouraged and enforcedLeadership & Mgmt Skills• Programmes developing core
management competenciesBudgets & Resources (web links)• Having necessary resources to
meet IW training requirements
Resources (web links)
• IW Training Materials
• Championing Children
Requirements for Manager Training• There is a strong feeling from both strategic
manager level and grassroots practitioner level that good support from someone who knows the whole picture is key. Some of this support will be expected to be provided by line managers, some by other forms of professional support (see Support Structures)
• Manager training has to provide this whole picture and enable manager to identify and understand the implications for themselves in managing in the new environment.
Training should enable managers to:• understand the processes and tools at a level
sufficient for them to support their staff;• understand the typical policies and procedures
associated with IW, e.g. Information Sharing Protocols (ISPs), escalation procedures;
• know where to obtain further information or support;
• understand the roles of management in sponsoring and supporting integrated working;
• recognise the likely support requirements of their direct reports;
• recognise the impact a manager’s attitude and behaviour related to integrated working has on their direct reports; and
• employ strategies to effectively supervise and support their practitioners in integrated working.
Ensuring Attendance• Senior management, change champions and
communications all have a role to play in ensuring appropriate take-up of training courses.
• Keeping this subject on the agenda at management team meetings has been found to be useful as well as setting clear targets for training take-up in advance and applying fines for non-attendance on booked courses.
Description
Manager Training
Manager Training covers:• delivery of training for operational and
senior and strategic managers;• considering implications for them in:
• planning for new IW processes and structures;
• implementing new processes and structures; and
• supervising their staff in the new environment.
• Depending on timing, this activity could be combined with training for the IS Index or other Manager training.
What is it?
Why is it important?• Ensuring that managers have appropriate
levels of knowledge regarding new tools and processes and are aware of the implications for themselves and their staff is key to ensuring a successful roll-out and to making the change sustainable.
• Managers especially need opportunities to explore the implications of IW in environments which do not put outputs or relationships with their staff at risk. Training courses can provide these opportunities.
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Key Dependencies
Communications• Communications prior to the
training courses must make it clear why practitioners must attend these courses and the benefits of doing so
Change Champions• Change champions within each
agency have to ensure that attendance on training courses is encouraged and enforced
Common Core• Basis for development of core
professional competencies
Resources (web links)
• IW Training Materials
• IW Fact Sheets
Pre-requisite Training• Training courses to deliver any gaps in skills and
knowledge that are pre-requisites for the implementation of the IS guidance, CAF, LP.
Integration & Sequencing of IW Training• Training on information sharing, CAF and lead
professional could be combined into a single course or delivered separately in modules.
• If delivered separately, information sharing training should be delivered first with CAF and lead professional training delivered together afterwards.
• Any of this training could also be combined with more general practitioner training, such as recording information, chairing family meetings, safeguarding, etc.
• Training on IW processes and tools should be included in Induction training courses for new staff.
Principles for Delivery of IW Training• Training delivered in a multi-agency setting• Include specific activities and time for attendees to
get to know each other.• Include specific activities and time for experiential
learning.• Facilitate building of on-going practitioner networks
amongst attendees where possible, e.g. contact list for attendees, mediated discussion forums.
Evaluation of Training• Effectiveness of training must be evaluated, both
immediately by attendees and subsequently through evaluation of impact on their performance with feedback from management and service users.
Cascaded Training• Where training is to be cascaded via a “train-the
trainer” programme, always follow up with a call to each attendee two weeks after the initial training to ascertain how the materials are being received by their colleagues.
Description
Operational Training
Operational Training covers:• delivery of training aimed at providing
practitioners and managers with the knowledge and skills they require to operate within the new IW processes and structures; and
• promoting the general culture change required for ECM (being pro-active, tackling issues themselves where appropriate, involving CYPF in decision making, etc) as well as that req’d for IW.
• Depending on timing, this activity could be combined with training for IS Index.
What is it?
Why is it important?• Training is required to equip practitioners
with the necessary knowledge and skills to use the new processes and tools and to build confidence in their ability to work in the new environment
• In addition training, delivered in a multi-agency setting, builds understanding of other practitioners’ perspectives, helps to break down barriers and facilitate change in practice.
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Manager Training• Building an effective team
requires specific skill and leadership
Vision• A shared vision and sense of
purposeOperational Training• Promoting culture change
Resources (web links)
• Setting up multi-agency services
Key Challenges• The ability to understand and negotiate different
professional and theoretical backgrounds has been identified as one of the most challenging – and rewarding – aspects of inter-agency practice. The variety of professional backgrounds represented within the team will influence all aspects of practice and may lead to differing perceptions in a number of areas, for example:
• the ‘status’ of different members of the team; • the way in which you should work with
children and families – e.g. how they are identified, the issues which are causing the presenting problems, the interventions that are most appropriate; and
• who should carry out the work.Addressing the Challenges• Existing practice suggests that the most effective
way to address the challenges is through strong leadership and the willingness of all team members to engage in a robust debate to explore and resolve issues and promote a common understanding and a shared team purpose.
• Working together at the start to developing team protocols and procedures has been found to contribute to team building. In addition these tools have greater meaning and utility when they are developed and owned by the front-line staff.
• Need to identify the ‘social capital’ from each professional discipline - health, education and social care - that will be beneficial to new integrative working arrangements and identify how to ensure that it is retained.
• Recognise that in implementing IW these inter-agency complexities need attention as practitioners from different agencies come together, get to know each others’ backgrounds, expertise and working practices and establish new working routines.
Description
Team Building
Team Building covers:• specific activities aimed at increasing
understanding and building a sense of team between practitioners who will be working together, either on an intermittent or constant basis.
What is it?
Why is it important?• Building a team, especially with
practitioners from different backgrounds, can take significant amounts of time. This time can be reduced through specific team building activities.
• In the early stages of working together, there often tensions and risks. Unless properly addressed these could have a significant impact on the ability of the team to work together effectively on a long term basis.
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CAF / LP roll-out is:• the point at which front-line
practitioners start to use the new processes and structures in their work with children and young people.
• Depending on timing, this activity could be combined with activities for the IS Index.
What is it? Key Dependencies
Detailed Roll-out/Change Plans
• The detailed roll-out and change plans will specify the sequencing of the roll-out to particular areas and the activities that have to be completed prior to roll-out.
Support Structures• All key support structures
must be established before roll-out
Why is it important?• Without a clear plan and designated dates
for roll-out, adoption of processes and tools by practitioners could be excessively prolonged or even fail.
• Specified dates for the adoption of new processes and tools are necessary for planning purposes, for clear communication of timing and responsibilities to staff and for review of progress.
Resources (web links)
• Information sharing guidance
• CAF guidance
• Lead professional guidance
Pre-requisites for CAF/LP Roll-out include:• Necessary support structures (procedures and
contact points) are in place and are accessible:• further information;• professional support;• quality review;• dispute resolution;• handling enquiries and complaints;• storing and exchanging information; and• reporting outstanding needs.
• IW policies and procedures, including the necessary information sharing framework documents, have been agreed, documented and communicated to all. Documentation is accessible to all and staff know how to obtain copies.
• All relevant staff are aware of the relevant IW guidance, either have a copy or know it’s location.
• All relevant staff have received appropriate training on information sharing.
• Relevant managers have received CAF/LP training, understand the implications for themselves, are able and willing to adopt their management role in new environment.
• All required practitioners have received CAF/LP training, understand the processes to be followed, are able and willing to adopt new ways of working.
Support Requirements during and after Roll-Out• Staff are likely to require much more support
immediately after roll-out with implications for short-term resource requirements.
• Training and deployment of super-users (staff with deeper levels of experience and training) or Integrated Service Managers are an effective way of providing local support (see Support Structures).
• Resources (web links) are also required to monitor the effectiveness of roll-out and to identify and address any issues. Can be achieved through analysis of the number and nature of support calls received.
Description
CAF / LP Roll-Out
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IS Index Implementation
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Index Project Start Up covers:• agreeing the Index project structure as
part of the wider ECM change programme
• establishing a project team with specific focus on the implementation of the IS Index
• building understanding of how to use the Readiness Checklist and the Implementation Toolkit (supplied by central Index team) within the Index Project Team
What is it? Key Dependencies
Change Prog Management• The Index Project Team is
part of the Change Programme Management Team
Central Index Team• Readiness Checklist (Jul ’06)
and Implementation Toolkit (Oct ’06) supplied to local area
• Regional workshops to provide training on checklist and toolkit
Why is it important?• Specific skills are required to implement
solutions such as the IS Index and a dedicated expert group is required to drive these implementations forward
• Close alignment and integration with the wider change programme and other related initiatives is important.
• The project team will need to fully understand the tools and templates made available by the central Index team.
Resources (web links)
• IS Index
• Readiness Criteria
• Implementation Toolkit
(both in development)
Responsibilities of Index Project Team• The Index Project Team will be responsible for
planning, managing and reporting on the activities required to implement the IS Index
• They will provide knowledge and expertise of solution delivery to ensure the smooth implementation of the solution
• The Index Project Team will work within the remit of the Change Programme Mgmt team, ensuring that project activities remain aligned with those of the wider change programme.
• In particular any training, communications and business change activities will have to be very closely aligned with those of other initiatives.
Skills Required• The skills required within the team include:
• skills in project management • communication skills• negotiation and political skills• skills in delivering IT solutions into LA and
partner organisations• skills in data management
• Recruiting team members from many different sectors (education, health, VCSO, etc) helps to facilitate close working relationships with those sectors.
Understand Readiness Checklist / Implementation Toolkit
• The Index Project Team will need to build their understanding of how to use the Readiness Assessment and Implementation Toolkit (supplied by central Index team), by attending regional workshops run by the central Index team.
Description
Index Project Start Up
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IS Index Pre-Deployment covers:• the preparatory work that a Local
Authority needs to do in order to be ready to implement the index;
• a Plan-Do-Review cycle based on a Readiness Assessment Checklist to identify the specific preparatory activities that are still to be undertaken or completed; and
• all preparatory activities including workforce analysis, communications planning, audits of partner organisations and project management.
What is it? Key Dependencies
ECM & IW Programme• The index project needs to work
closely with the wider change programme
Detailed Workforce Analysis• Identification of impacted
organisations and practitioners from earlier IW analysis
ECM & IW Communications• Index communications must
build on and be aligned with communications related to the wider change programme
Why is it important?• Pre-deployment ensures that all the
required structures and activities are put in place for successful roll-out of the index.
• The Readiness Assessment and associated gap analysis will help to identify work that needs to be done.
• Continual review and update of the Readiness Assessment will help monitor progress towards successful roll-out of the index.
Resources (web links)
• IS Index
• Readiness Criteria
• Implementation Toolkit
(both in development)
Plan-Do-Review – repeated regularly• Readiness Assessment – used to review the
state of local readiness for Index roll-out. • Identify gaps – use the output of the above to
identify work that needs to be done in order to successfully roll-out the Index.
• Agree Action Plans – produce and agree or update the implementation plans for the actions to be undertaken.
• Implement Actions – undertake agreed actions with implementation toolkit as a guide.
Typical actions are expected to include:Detailed Index Workforce Analysis• Using earlier IW workforce analysis as a basis
where relevant, includes identifying the impacted workforce (names, positions, CRB status and locations) and establishing processes for keeping the analysis up-to-date.
Index Communications Planning• Building on IW and ECM communications,
Index communications planning will define the approach to be adopted to ensure that all key stakeholders understand the Index implementation and that specific queries and concerns are addressed.
Audit of Partner organisations• Completing an audit of partners’ infrastructure,
systems and data in order to identify actions required for successful roll-out of the Index.
Project Management• On-going planning, managing and reporting on
activities required to implement the Index.• Reviewing readiness and agreeing when the
local area is ready to move into Deployment.
Description
IS Index Pre-Deployment
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Index Deployment covers:• developing and agreeing a detailed
local roll-out plan that describes the activities required for successful implementation of the index;
• implementing the local roll-out plan; • managing and monitoring the progress
of the implementation.
• As each area could have a different situation and requirements, Index Deployment could be very different in different local areas.
What is it? Key Dependencies
Readiness assessment• Regular and accurate
assessment of the status of the local area for deployment is required
Index Pre-Deployment• Successful completion of all
necessary preparatory activities is critical for successful deployment
Why is it important?• Knowing exactly what has to be put in
place, and when, for people to start to use the Index effectively and ensuring that all these things happen, is the only way to minimise the impact and ensure a successful implementation.
• Specified dates for the adoption of new processes and tools are necessary for planning purposes, for clear communication of timing and responsibilities to staff and for review of progress.
Resources (web links)
Detailed Roll-Out Plan• At the end of the Pre-Deployment, the
Readiness Assessment will reveal that the LA is ready to proceed with roll-out and enter the deployment phase.
• Based on the assessment and activities of Index Pre-Deployment a detailed roll-out plan will be developed and agreed.
• Although this plan will be based on templates and earlier roll-outs, as each area can have very different situations, the detailed roll-out plan must be tailored and specific to the local area.
Roll-Out Activities• The detailed roll-out plan will specify the
activities required however typical activities within Roll-Out could include:
• On-going Readiness Assessment• data Matching of National & Local data
sources• creating the Help Desk• deployment of software (if required)• training of Users, in particular
practitioners and support staff• continued communication and
engagement of stakeholders
Description
Index Deployment
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Vision
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Continuum of needs and services
Information sharing, CAF and lead professional support across the continuum:
I = Identification and actionT = Transition
N = Needs met
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High Level View of the Service Delivery Pathway
Preparation
Discussion
Delivery
Preparation is the first part of the process, starting with a practitioner becoming aware of (or being informed of) a child or young person with a potential need.
This is essentially an information gathering step where the practitioner tries to find out more about the nature of the potential need by speaking to the child or young person, family and/or other practitioners as appropriate.
Start
End
Having ascertained that further investigation is warranted then the Discussion step covers the more detailed discussions that are held with the child, young person and/or family to assess the needs. The Discussion step may include the practitioner(s) undertaking a common assessment (or re-assessment) of the needs of the child.
Having ascertained that child or young person has additional needs, the Delivery step covers any delivery of services to meet those additional needs, up to and including any activities required to close practitioner involvements and the case.
The Delivery step could involve one or more practitioners and may be highly iterative with potential changes of leadership / ownership of the case and could involve re-assessment of the needs.
How IW processes & tools support the delivery of services to children and young people
Process Step Supported By Nature of Support
All Continuum of Needs Provides a common model, language and delivery pathway relating to childrens needs that supports all aspects of integrated working
Preparation: information gathering to clarify nature of potential need
CAF Pre-Assessment Checklist
The checklist can be used by practitioners to crystallise any concerns they have about a child or young person and help them decide whether and how to proceed
IS Index The IS Index can be used to identify:
•if any other practitioners are (or have been recently) working with the child or young person;
•if a common assessment has been completed and who completed it;
•if a lead professional has already been appointed; and
to obtain contact details of relevant practitioners.
The IS Index can also help to verify the identity of a child and to identify the whereabouts of a child who has moved.
Information Sharing Sharing relevant and appropriate information between practitioners to obtain a clearer picture of the nature of the potential need
Lead Professional (LP) In certain situations, e.g. for a child with more significant needs, it might be appropriate to appoint a LP at this stage.
Any existing LP must be consulted and next steps agreed.
Discussion: discussion with child or young person and/or their family to identify and assess any additional needs
CAF Where appropriate, the practitioner (or practitioners working together) will make an assessment of the child’s needs in conjunction with the child or young person and/or their family, following the common assessment framework
Information Sharing Sharing relevant and appropriate information between practitioners to support a holistic assessment of the child’s needs
Multi-Agency Working (MAW)
It may be appropriate from practitioners from two or more agencies to work together to assess the needs of the child or young person or for this discussion to be conducted by one or more members of a multi-agency team
Lead Professional In certain situations, e.g. where it is clear that multiple agencies are likely to be involved, it might be appropriate to appoint a LP at this stage to co-ordinate the discussions. Any existing LP must be consulted and next steps agreed.
Case Mgmt System Information related to the discussions with a child and/or family will be recorded in case notes in a CMS (such as ICS)
IS Index IS Index will be updated with information related to common assessment and practitioner involvement from the CMS where possible. Practitioners also have an option to place an indicator on the IS Index manually to show involvement, CAF or information to share.
Delivery: delivery of services to meet additional needs of child or young person
Common Assessment Information from the common assessment will be used to inform actions and decision regarding service delivery. The common assessment information can also be used to support referrals to other agencies where required.
Information Sharing Sharing relevant and appropriate information between practitioners to deliver effective services to a child or young person
MAW It may be appropriate for practitioners from two or more agencies to work together to meet the identified needs of the child or young person or for services to be delivered by members of a multi-agency team
Lead Professional A LP will be appointed in cases where co-ordinated services from multiple agencies are required to meet the identified needs of a child.
CMS Information related to the actions taken with a child and outcomes will be recorded in case notes, in a case management system
IS Index IS Index will be updated with practitioner involvements from the CMS where possible, including involvements that are closed
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Sources of Information
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Sources of Information
1. Changing Working Practices in Children’s Services: The experiences of ISA teams; Pearson; DfES; Oct 2004
2. Realising children’s trust arrangements, National Evaluation of Children’s Trusts, Phase 1 Report; UEA; Sep 2005
3. Show me how I matter, part 3; I&DeA; Sep 2005; http://www.idea-knowledge.gov.uk/idk/core/page.do?pageId=1702516
4. Statutory guidance on inter-agency co-operation to improve the well-being of children: children’s trusts; DefES; 2005
5. Developing Information Sharing and Assessment Systems, RR 597; Cleaver et al; Royal Holloway, University of London; 2004
6. Information Sharing and Assessment: The Progress of “Non-trailblazer Local Authorities, RR 566; Cleaver et al, Royal Holloway, University of London; DfES; 2004
7. First Steps, A Framework for Integrating Children’s Services; Knowsley Council; Apr 2005
8. Joined-up government: data sharing and privacy in multi-agency working; Raab; Univ of Edinburgh; Nov 2005
9. Guidance on the Children and Young People’s Plan; DfES; 2005
10. Extended Schools Pilot, Focus Group Summary Pack; NRT; Nov 2005
11. CAF Implementation Guidance for DCS in local areas implementing Apr 2005 – Mar 2006; DfES; Jan 2005
12. Championing Children (Draft); DfES; Jul 2005
13. The Single Assessment Process: Guidance for Local Implementation: DH
14. Good Practice Guidance for Behaviour and Education Support Teams (BESTs); DfES; Mar 2003; http://www.dfes.gov.uk/best
15. Professionalism, partnership and joined up practice; Frost; Research in Practice; 2005
16. Leading Evidence Informed Practice; Hodson and Cooke; Research in Practice; 2005
17. Transforming your Authority. An OD Resource for Local Government; Wilde, Solace Enterprises; ODPM; Nov 2005
18. Connexions Business Planning Guidance 2003 – 4; Connexions; Nov 2002
19. Sure Start Children’s Centres: Practice Guidance; SureStart; Dec 2005
20. Implementing Sure Start Local Programmes: National evaluation report; NESS, Birkbeck College; Nov 2005
21. Evaluation of the Deptford IRT Pilot; Loeb and Barnes, Thinking for a Living; Jun 2004
22. Results and Performance Accountability; Friedman; Fiscal Policy Studies Institute, Santa Fe
23. Implementing ICS: Training Pack
24. ICS Outline Project Plan and Self Assessment Questionnaire; Social Services Inspectorate for Wales;
25. Pilot Study to Assess the Development of a Multi-Agency and Integrated Approach to the Delivery of Services (ICS); Royal Holloway, University of London; Jan 2004
26. Evaluating the CAF and Lead Professional Guidance and Implementation: Interim Report; UEA; Nov 2005
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Acronyms
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Acronyms
CA2004 Children Act 2004
ECM Every Child Matters
IW Integrated Working
IS Information Sharing
CAF Common Assessment Framework
LP Lead Professional
CYPF Children, Young People and Families
CYPP Children & Young People’s Plan
LA Local Authority
DCS Director of Children’s Services
JARs Joint Area Reviews
VCSO Voluntary & Community Service Organisations
I&DeA Improvement and Development Agency
SLA Service Level Agreement
ISO International Standard Organisation
LSCB Local Safeguarding Children Board
DPA Data Protection Act