GREATER MANCHESTER CHILDREN AND YOUNG PEOPLE’S PLAN (2019 .
GREATER MANCHESTERCHILDREN AND YOUNGPEOPLE’S PLAN(2019-2022)
Greater Manchester Children and Young People’s PlanGreater Manchester Children and Young People’s PlanPurpose of the PlanContentsPurpose of the Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Context. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Priorities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Enablers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9Appendix A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23Appendix B . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24Our vision is to make Greater Manchester one of the best places in the world to growup, get on and grow old. This means a place where all children have the best start in lifeand young people grow up inspired to exceed expectations. Our ambition is that everychild in Greater Manchester has the skills, opportunities and aspirations necessaryto negotiate early childhood, primary and secondary school, and education andemployment.This plan sets out how we will achieve this vision, inthe context of our wider Greater Manchester ambitionfor inclusive growth, quality of place and life chancesfor the future. It will help us deliver on our key prioritieswithin the Greater Manchester Strategy: Our People,Our Place (Appendix A), most notably ensuring thatall children start school ready to learn and youngpeople are equipped for life, as well as the ambitionsof our Greater Manchester Children and YoungPeople Health and Wellbeing Plan. It should act as areference point for our collective aims for children andyoung people in the city-region but also for individualorganisations and district level plans.The voice of children and young people are at theheart of this plan. It therefore needs to ensurethat children and young people will be able to bothcontribute to and benefit from it. Our ability to respondto what our children and young people tell us mattersto them will be a central theme that runs through theway we will deliver on the priorities described.Appendix C . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Appendix D . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26The voice of children andyoung people are at the heartof this plan.23
Greater Manchester Children and Young People’s PlanGreater Manchester Children and Young People’s PlanContextGreater Manchester contextGreater Manchester is home to 898,000 children andyoung people under the age of 25 and this number isgrowing. The Greater Manchester population of under25s is larger than the England average by two percent, or 18,700 children. This population is forecast torise to a plateau of 945,000 in 2032, which equates toa 5.6% increase, or 50,000 more children, comparedto 2018. Children growing up in Greater Manchesterare from diverse backgrounds and communities, andface some of the biggest challenges. Compared to theUK average we know that: Children growing up in Greater Manchester have alower life expectancy than the national average. More children in Greater Manchester live inpoverty. Children have worse health outcomes includingmore children with obesity and more children withasthma. More children are in the looked after system, anumber that is increasing. Despite improvements in recent years, a thirdof Greater Manchester children start school notready to learn.This is all happening at a time when resources areshrinking and the nature of demand is becoming morecomplex. However, there are some real opportunitiesto tackle these challenges by working together.Greater Manchester organisations already have along history of collaboration, particularly in relation tochildren and young people. In recent years, we havedeveloped common and consistent approachesto safeguarding as well as tackling specific issuesthat have a direct impact on the lives of our childrenand young people, such as complex safeguardingand mental health. This plan sets out how we will gofurther in the way we work together. Whilst statutoryresponsibility for children will remain with individualorganisations, we recognise that greater collaborationcan: improve the quality and consistency of servicesfor children across Greater Manchester. improve the financial sustainability of services forchildren by introducing reforms that can supportsavings. support the spread and scale of innovation andbest practice.We are not starting from scratch in relation toaddressing some of the big challenges that impact on4the lives of our children and young people. The GreaterManchester Children and Young People’s Healthand Wellbeing Framework for 2018-2022 supportsthe role of the Greater Manchester Children’s Healthand Wellbeing Board. It identifies ten objectives (seeAppendix B), which will improve the physical andmental health and social wellbeing of children inGreater Manchester. Work is now underway on the firstthree objectives: improving the health of under fives so that theyare ready to learn and thrive at school. improving access to mental health services forunder 25s, as well as promoting emotional andphysical wellbeing in schools. improving health conditions for children with longterm conditions such as asthma, diabetes andepilepsy.Children’s services across Greater Manchester haveshown that they are already effective importersand exporters of innovation with models such asAchieving Change Together (a strengths relationshipand evidence based model for working with youngpeople at risk of exploitation) and Stockport Family (anintegrated service model for children, young peopleand families) both receiving national recognition.Greater Manchester’s local authorities are alsorecognised for effectively delivering on significantnational priorities, such as the Troubled Familiesprogramme, positively impacting on improving thelives of many children and families.This plan does not replace local priorities andcontextual working but adds an overarching GreaterManchester framework for delivering on prioritiesshared by us all, with the aim of adding value throughscale and combined ambition and resource.Wider contextThere is much evidence around what approaches willhave the most impact on children and young peopleachieving their potential and this must inform theour approach in Greater Manchester. For example, weknow that the foundations for virtually every aspectof development - physical, intellectual and emotional- are laid in early childhood. The earliest experiencesshape a baby’s development, and have a lifelongimpact on mental and emotional health. This evidencedirectly supports our significant focus on early years.We know that disadvantage starts before birth andaccumulates throughout life, meaning that ourresponse to need starts at conception and is followedthrough the life of the child into adulthood. Thissupports our focus on taking a life course approachthat recognises the importance of key transitionpoints.The importance of early intervention is wellacknowledged in Greater Manchester and thereis a growing evidence base through the workof organisations such as the Early InterventionFoundation. Greater Manchester has made significantprogress in developing the capacity and capability ofall services enabling earlier intervention to preventissues from escalating. This is evident from the waythat ‘early help’ models have developed in the lastfew years through a combination of local investmentand national programmes such as Troubled Families.Prevention is also at the heart of many of theobjectives in the Children and Young People’s Healthand Wellbeing Framework, particularly those thatfocus on the critical role of schools. In practice, thismeans children and families receiving the supportthey need, when they need it and from the rightpeople in the communities they live in. Having aDevolution gives Greater Manchester the opportunityto take greater control of our services for children andyoung people. This will ensure that we develop theservices that children and young people need and givethem a greater say over how we invest our resourcesto provide them with the best possible care. GreaterManchester has secured 7.43m investment fromthe Department for Education to invest in the spreadand scale of innovation to improve services, establisha Greater Manchester Standards Board, and developspecific work to improve the offer for care leavers overthe next three years.This plan will contribute to the priorities of the GreaterManchester Strategy whilst also helping to increaseour influence nationally by providing learning aroundhow the current systems, processes and inspectionregimes at a national level can restrict or advanceour ambitions. This supports our aim for GreaterManchester to have a single conversation nationallyaround policy, legislative and financial flexibilitieswhich support our ambitions and further strengthenour devolution offer.5
Greater Manchester Children and Young People’s PlanGreater Manchester Children and Young People’s Plancommon understanding of what an effective modelof early intervention and prevention looks like withinthe context of a new model of public services shouldunderpin all the priorities described within this plan.and practice of a new model of public service deliverycharacterised by six key features (see Appendix C).Our public service reform principles will continue toprovide us with a strong foundation as we seek tofurther develop our offer to children, young peopleand families. For example, there is clear evidence ofa shift towards services for children being deliveredat a neighbourhood level, the adoption of strengthand asset-based approaches across our workforce,and strengthening of our early intervention andpreventative offer. These activities are in directresponse to what our residents have told us theyneed and want from public services. This means thatGreater Manchester PublicService ModelThe development of this plan comes at an importanttime for Greater Manchester as we launch our sharedvision and operating model for public service delivery.This will move us from a set of public service reformprinciples (see Appendix D) towards implementationA completely new approach to public service delivery. Breaking down the silos between public services,collaborating rather then individually picking up the pieces. Promoting a model of public service delivery that istruly preventative, proactive and person-centred.A single programme oftransformation and reformacross all disciplinesFurther devolution, policychange, new regulatoryenvironmentSupported by place-basedpooled budgetUniversal services, like schools and GPs, arecornerstones of public services in their communitiesand are connected with other public services throughintegrated neighbourhood functionsDirected by one publicservice leadership teammore children, young people and familiesare getting support earlier from a workforcethat recognises people’s strengths and isable to work with people in the context oftheir community, including linking peopleinto support available in their locality. We arealso seeing more movement towards placebased delivery models that have schools, earlyyears and voluntary and community sectororganisations at their centre.Our commitment to a new model of publicservice presents us with a unique opportunityto go even further in transforming our servicesfor children and young people. We recognisethat delivering better outcomes for childrenand young people happens at a neighbourhoodlevel; responding to the diverse strengths andneeds of individual communities, where weknow that the relationship between children,young people and their families lie. Our focusis on bringing services together, designedaround the needs of families and responsiveto localities, whilst working to standards ofdelivery for children and young people. Thismeans we will move away from passingchildren, young people and families around afragmented system that can lead to isolateddecision making, to a truly joined-up approachthat focuses on prevention.A single commissioningfunction for the localityIntegratedspecialist/acuteservices for themost complex andcostly5A single function fortriage, assessment,tasking andcoordination acrossall cohortsInformation is sharedbetween agencies safelyto support effectivedelivery and identifyingthose most at riskWorking as one publicservice workforce, withredesigned roles andshared job descriptionsacross organisations6The VCSE sectorare part of the fabricof public services.Public servicesare delivered withlocal citizens,communities andbusinessesOne integratedneighbourhood function foreach geographic footprint (3050k). Frontline practitioners,pulling on specialist support.¡ Care coordinators/navigators¡ Community safety advisors¡ CRC workers¡ District nurses¡ Early years workers¡ Employment and skillsofficers¡ Environmental healthofficers¡ Family support workers¡ Focused care workers¡ Health visitors¡ Housing officers¡ Key workers/early helpworkers¡ Mental health practitioners¡ Neighbourhood beat officers¡ Neighbourhood/communitysafety officers¡ Pharmacists, Optometrists &Dentists¡ Police community supportofficers¡ Social workers¡ Substance misuse workers¡ VCSE sector workers andvolunteersOur focus is on bringing servicestogether, designed around familiesand their needs, responsiveto local needs, but working tostandards of delivery for childrenand young people.7
Greater Manchester Children and Young People’s PlanGreater Manchester Children and Young People’s PlanPrioritiesWithin the wider context of Greater Manchester’sambition for children, young people and their families,our seven key priorities reflect a life-course approachand a holistic response, which is specific anddeliverable. They are:1. School readiness – The best start in life andthe right support to be ready to learn are crucialfactors for long-term successful outcomes forchildren and are already a key priority in the GreaterManchester Strategy.2. Quality education and outcomes – Increasing thequality of education and educational achievement,especially in secondary schools, is crucial for thenext generation of the workforce to match theirskills and academic achievement with the jobs ofthe future.3. Special educational needs and disabilities(SEND) – All children and young people deservethe right to achieve their potential and a specificfocus on those with SEND will help us supportthem to have the right start in life.4. Looked after children and care leavers – Eachlocal authority as a corporate parent, and theGreater Manchester Combined Authority witha corporate parenting approach, has a specialresponsibility to these children and youngpeople to enable them to have the support andopportunities that should be available to all.5. Ready for life – Transition to adulthood can beboth exciting and challenging, and our job is toequip young people with the support they need tomake that transition effectively and seamlessly;becoming the next generation of parents, workersand leaders.6. Healthy children and young people – The besthealth possible adds so much to the quality oflife and the ability to live it to the full. We want allchildren and young people to have the best healththey can, regardless of where they live, or anyconditions they were born with.7. Safe children and young people – Safety is acomplex issue and supporting children and youngpeople to keep themselves safe, plus intervening tosupport and, if necessary, protect them when theyare less than safe, is a crucial responsibility for usall. Safeguarding is everyone’s responsibility andwe need to know what our role is if we are to makeGreater Manchester as safe as possible for ourchildren and young people.8EnablersThese priorities are shared by all ten local authoritieswhere they will be delivered in a local context,supported by a Greater Manchester system andcomplemented by other specific, locally identifiedareas of work. Delivering on these priorities, we willensure that we support our children and young people,whatever their backgrounds and needs, throughoutthe critical points of their lives, whilst also playingan integral role in the development of a new GreaterManchester model of public services.Enablers are the things that will help us deliverthe ambitions described in the plan. They canbe specific activities, areas for investment or aparticular approach or way of working. They should bereviewed at regular intervals as part of the process ofimplementing each of the priorities described withinthis plan.establishment of a Greater Manchester SafeguardingStandards Board will oversee the quality ofsafeguarding standards and outcomes across socialcare, health and police. Specifically it will:The first four priorities within this plan will directlycontribute to two of the main priorities within theGreater Manchester Strategy; school readiness andensuring our young people are equipped for life.However, we also know that children and young peoplehave a vital role to play in contributing to the otherpriorities in the plan. For example, we know that havinga thriving economy depends on young people havingthe life skills that businesses need, and young people’sstrengths, creativity and culture are integral to safer,stronger communities. Similarly, our ambitions forGreater Manchester to be a green city-region cannotbe achieved without young people’s passion and beliefthat we can achieve a sustainable future.Children and young people’svoiceEssential to the successful delivery of this plan isinvolving young people of all ages, listening to whatthey have to say, giving them opportunities to sharetheir views and experiences, and co-designing plansthat affect them. Young people are the key to thesustained success of Greater Manchester and theyhave a great contribution to make. We will engageat Greater Manchester level through the GreaterManchester Youth Combined Authority but alsothrough our local networks, particular focusing onyoung people who have previously found it difficult toengage with public services. Be accountable to the Children’s Board whereall ten local authorities, police and the GreaterManchester Health and Social Care Partnershipare all represented.We know that if our children and young people feelsafe, secure and able to thrive, it can lead to reduceddemand on the wider health system. Therefore, asa set of priorities, all will in some way contribute toour ambition to transform the health and social caresystem in Greater Manchester. However, having aspecific priority that identifies actions that will tacklesome of biggest health issues, such as mental healthand obesity, strengthens this link further and alignsthis plan to the Greater Manchester Children andYoung People’s Health and Wellbeing Framework.With statutory responsibility for safeguarding childrenand young people remaining with local authorities,clinical commissioning groups and police, we areunable to identify safeguarding children and youngpeople as a priority within the Greater ManchesterStrategy. However, having a priority around safechildren and young people, which includes the role ofa Greater Manchester Standards Board, will enablethis to still be an area of significant focus for allorganisations working towards the ambitions of thisplan.Governance and leadershipThe approach to governance and leadership acrossthe overall programme of work, and the individualpriorities, is reflective of our wider ambitions in GreaterManchester for shared accountability, leadershipand collaboration, that focuses on people and placeas opposed to on an organisational or functionalbasis. The Greater Manchester Children’s Boardbrings together political lead members, alongsidedirectors of children’s services, Greater ManchesterPolice and the Greater Manchester Health and SocialCare Partnership, in order to oversee the c
Children’s services across Greater Manchester have shown that they are already effective importers and exporters of innovation with models such as Achieving Change Together (a strengths relationship and evidence based model for working with young people at risk of exploitation) and Stockport Family (an integrated service model for children, young people and families) both receiving national .
Editor-in-Chief David C Watts PhD FADM, University of Manchester School of Dentistry, Manchester, UK. Editorial Advisor Nick Silikas PhD FADM, University of Manchester School of Dentistry, Manchester, UK. Editorial Assistant Diana Knight, University of Manchester School of Dentistry, Manchester, UK. E-mail: dentistry.dentmatj@manchester.ac.uk
C H S Cases, 60 Temperance Street, Manchester, M12 6DP Geoff Smith Photography, Old School House, Thirsk Street, Manchester, M12 6FW Passion Knitwear Ltd, Dark Lane, Manchester, M12 6FA Ideal Printing Services, Mill Green Street, Manchester, M12 6FB Neil Ainsworth Partnership, 115 Fairfield Street, Manchester, M12 6EL
Inspection of probation services: Cheshire and Greater Manchester CRC 8 . Recommendations . As a result of our inspection findings, we have made eight recommendations that we believe, if implemented, will have a positive impact on the quality of probation services in Cheshire and Greater Manchester CRC. Cheshire and Greater Manchester CRC. should:
Greater Manchester’s population is predicted to increase by 3%, with an ageing profile, and people aged over 70 predicted to increase by 15.2% by 2021. Greater Manchester has significant health inequalities both in relation to England averages and across Greater Manchester between local authorities and within them.
Airport Access Road Manchester Airport Access Road k I-93 I-93 Corridor Improvement Bow to Concord Route 101/51 Epping to Hampton I-95 Hampton Toll Plaza FE Everett Hookset Toll Plaza I-293 Manchester, IM-X-T-293 I-293 I-293 Exit 4 Manchester Five Bridges Route 101 Manchester-Auburn, 12609
Jan 24, 2021 · country, including in South West, Avon, Wales and North West England. The formation of the Greater Manchester Mutual is the first step in the process of establishing a GM bank.1 This submission to the Greater Manchester
long may you run - neil young 2 old man - neil young 3 out on the weekend - neil young 4 Heart Of Gold - Neil Young 5 Ohio - Neil Young 6 unknown legend - neil young 8 birds - neil young 9 powderfinger - neil young 10. Long May You Run Neil Young Intro .
Accounting for the change in mobility 12 6. Conclusion 13 Notes 15 Tables 16 References 23 Appendices 26. Acknowledgments Jo Blanden is a Lecturer at the Department of Economics, University of Surrey and Research Associate at the Centre for Economic Performance and the Centre for the Economics of Education, London School of Economics. Paul Gregg is a Professor of Economics at the Department of .
