Growth and development.pdf
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Growth and development.pdf

Growth and development.pdf Growth and development.pdf

lx.iriss.org.uk
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12.07.2015 Views

West Dunbartonshire• offering through a pupil link worker continuity of education to looked after children who areexcluded;• weekly joint meetings between social work and education to discuss individual cases; and• a new specialist post to provide support to looked after children affected by drug misuse(their own or that of their parents).There is a well-established throughcare and aftercare team, which also deals with young peoplewho are homeless. All looked after and accommodated children are automatically referred tothe team at the age of 15 1 /2. The team has links with training organisations, and uses contactswith the Council’s skill seekers section to secure work placements – mainly clerical andadministrative – for care leavers. It also has access to 21 supported accommodation places.The Council has identified 32 young people for whom it expects to have financial responsibility.A Special Needs in Pregnancy Service is provided for pregnant drug misusers and othervulnerable women in a neo-natal clinic. The service is provided in partnership with anobstetrician, a midwife and a specialist drugs worker. In face of a wide range of emotional,mental and financial problems, the social work role is primarily to support the mother, but therisk to the child is always a key issue.The integration of social work and education services has developed largely around NewCommunity Schools. The NCS has been rolled out to each secondary school (7) and their clusterprimary schools in the authority. A Cluster Co-ordinator has been appointed for each cluster.There is one Integration Manager for the authority. The intention is to build integration into alllevels, building up joint assessment teams that will make decisions about vulnerable childrenat joint meetings.4. Performance: Criminal JusticeKey ActivitiesNumber of social enquiry reports submitted to the courts 963 630 96.1 1during the yearNumber of community service orders made during the year 123 106 16.2 2The proportion of social enquiry reports reported to courtwithin target time2000-2001 QuartileProportion of social enquiry reports submitted to the courts 98.0 2by due dateThe time taken to complete community service orders1999-20002000-2001Average length of community service (hours) for orders 148 3completed during the yearAverage hours completed per week 5.5 12000-2001per 10,000QuartileA high rate of social enquiry reports were submitted to courts in 2000-2001 in comparison withmany other authorities, but the number had decreased significantly from the previous year. Therate reflects the high crime rate in the area. A relatively high rate of community service orderswere made. The average length of orders is relatively low and orders are completed quickly,with an average of 5.5 hours completed per week.263

With West Dunbartonshire and Argyll and Bute, the Council forms a criminal justice servicegrouping with a single budget and have appointed a single manager, answering to a jointcommittee. It is planned to use the same assessment tools, range of interventions and evaluationregime across the grouping. The process of convergence will be supported by the adoption ofone information system to support work at all levels of the service.Youth justice benefits from a structured approach to dealing with young people. A tiered rangeof interventions is employed, targeted on the basis of a risk/need assessment tool designedfor work with young people. The interventions are delivered either by or in partnership withchildcare colleagues.Work with women offenders, women drug users, and women who have been the subject ofdomestic violence are strongly linked within the authority, with opportunities for joined-upworking being exploited through an inter-agency workers support group called “Praxis”.West Dunbartonshire has adopted a structured risk/needs assessment process, with a menu ofprogrammes (“Constructs”), which are being re-written for accreditation under the Getting BestResults arrangements. The service has been restructured, with an assessment team (that alsoundertakes diversion work) and a programme delivery team. The programmes run on a rollingcycle, with all offenders expected to attend. Its benefits are:• structured input of around 100 hours for someone given a year’s probation;• very rapid and predictable response to failure to attend; and• marked improvement in the evaluation of probation by offenders: the breach rate has nowdropped and completion rate without breach is 83%.5. FinanceService Area(£000)Children’s Services £6,415 £6,654 £6,451 £6,630Community Care £14,528 £16,630 £15,170 £17,374Adult Offenders £57 -£62Other SW Services £1,936 £1,374 £1,931 £1,539Total £22,879 £24,715 £23,553 £25,481Spend per headSpend per head £261.25 £269.35Quartile 1 2GAE1999-2000Final netOut turn1999-20001999-2000GAE2000-2001Final netOut turn2000-20012000-2001264

With West Dunbartonshire <strong>and</strong> Argyll <strong>and</strong> Bute, the Council forms a criminal justice servicegrouping with a single budget <strong>and</strong> have appointed a single manager, answering to a jointcommittee. It is planned to use the same assessment tools, range of interventions <strong>and</strong> evaluationregime across the grouping. The process of convergence will be supported by the adoption ofone information system to support work at all levels of the service.Youth justice benefits from a structured approach to dealing with young people. A tiered rangeof interventions is employed, targeted on the basis of a risk/need assessment tool designedfor work with young people. The interventions are delivered either by or in partnership withchildcare colleagues.Work with women offenders, women drug users, <strong>and</strong> women who have been the subject ofdomestic violence are strongly linked within the authority, with opportunities for joined-upworking being exploited through an inter-agency workers support group called “Praxis”.West Dunbartonshire has adopted a structured risk/needs assessment process, with a menu ofprogrammes (“Constructs”), which are being re-written for accreditation under the Getting BestResults arrangements. The service has been restructured, with an assessment team (that alsoundertakes diversion work) <strong>and</strong> a programme delivery team. The programmes run on a rollingcycle, with all offenders expected to attend. Its benefits are:• structured input of around 100 hours for someone given a year’s probation;• very rapid <strong>and</strong> predictable response to failure to attend; <strong>and</strong>• marked improvement in the evaluation of probation by offenders: the breach rate has nowdropped <strong>and</strong> completion rate without breach is 83%.5. FinanceService Area(£000)Children’s Services £6,415 £6,654 £6,451 £6,630Community Care £14,528 £16,630 £15,170 £17,374Adult Offenders £57 -£62Other SW Services £1,936 £1,374 £1,931 £1,539Total £22,879 £24,715 £23,553 £25,481Spend per headSpend per head £261.25 £269.35Quartile 1 2GAE1999-2000Final netOut turn1999-20001999-2000GAE2000-2001Final netOut turn2000-20012000-2001264

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