Access to Leisure Activities

Agenda Item: 7(d) Wolverhampton City Council OPEN EXECUTIVE

DECISION ITEM (AMBER) Cabinet / Cabinet Panel CABINET Date 24.11.04 Portfolio(s) LEISURE Originating Service Group(s) LEISURE AND COMMUNITY Contact Officer(s)/ ANDY BURFORD KEY DECISION: YES/NO Telephone Number(s) 555160 IN FORWARD PLAN: YES/NO Title RESPONSE TO SCRUTINY REVIEW RECOMMENDATIONS ON “ACCESS TO

LEISURE ACTIVITIES AND FACILITIES BY YOUNG PEOPLE” 1. Recommendation Members endorse the current and proposed actions in response to the Scrutiny Review, outlined in Appendix B of the attached report.

Access to Leisure Activities

1. Background 1.1 This Scrutiny Review was conducted at a time when the Youth Service was preparing for

an OFSTED inspection and was an opportunity to engage Members in the challenges that the Service faces in responding to the Government’s heightened focus and expectations of youth work.

1.2 An important context of the Review was the increasing momentum towards youth

services being driven and delivered in partnership with the voluntary sector. A new partnership group (Youth Work Planning Group) now oversees an emerging joint strategy and a Young People Commissioning Group (YPCG) has also been formed with the involvement of key partners across the City.

1.3 The final report of the Review is attached (Appendix A). 2. Implementation of Recommendations 2.1 The summarised recommendations of the Review Group are set out on p5/6 of the

report. Several of these recommendations reflect the agenda that the Youth Work Planning Group (YWPG) has set itself over the forthcoming 12 months.

2.2 Appendix B sets out the progress made to date and future proposed actions against each of the recommendations. Cabinet is asked to endorse these current and future measures and refer them to the Scrutiny Panel as the Executive’s response to the Review.

3. Financial Implications 3.1 Several of the recommendations of the Review Group have resource implications if they

are fully carried through e.g. a network of Youth Resource Centres and more youth facilities in target neighbourhoods. However some reshaping of services can be progressed (and is being processed) in line with the recommendations without additional financial input.

4. Equal Opportunities Implications 4.1 The Review Group’s recommendations are principally based on a concern to target the

most disadvantaged communities and most at risk young people. 5. Environmental Implications 5.1 Youth provision frequently has a strong environmental theme in target neighbourhoods

and communities so there are definite, indirect environmental implications associated with this report.

Overview and Scrutiny in Wolverhampton Leisure Scrutiny Review

July 2004

APPENDIX A

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What is Scrutiny? As a result of the Local Government Act 2000 Wolverhampton City Council has moved to an Executive and scrutiny decision-making system. The role of the Executive is to make decisions. The role of Overview and Scrutiny is to hold those decision makers to account ensuring that decisions are made in a clear and accountable way. Scrutiny is also responsible for investigating issues of performance and service delivery and recommending potential improvements, based on evidence, to the services received by the people and communities of Wolverhampton. The overriding purpose of scrutiny is: Influence

By presenting constructive and challenging recommendations for change or improvement, based on evidence, scrutiny has the ability to influence the way in which the City Council, and on occasions, other organisations or public bodies deliver services to meet the needs of local people and communities.

Scrutiny achieves this influence through: Independence

Scrutiny Members carry out their investigations in an objective way enabling robust recommendations to be developed.

Inclusion

Scrutiny Review Groups seek to consult widely, to ensure a breadth of views and opinions are obtained as part of the investigation. This supports the development of robust and meaningful recommendations that are designed to have a positive impact on the people and communities of Wolverhampton.

Constructive working

Scrutiny Review Groups carry out their work in a positive manner, recognising the need to work with the Executive, staff, service users, partner agencies and other stakeholders to achieve improvement. The purpose of the request to give evidence is to help Members obtain a clearer understanding of the issues so they can identify areas for improvement and not to put anybody on the spot.

Value for money

When conducting a review consideration is given to the timeliness of the review and the cost of the scrutiny exercise. In developing recommendations Review Groups are conscious of the need to spend public money effectively.

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Introduction A national MORI survey of adults, commissioned by the Audit Commission in 2001, found that, of twenty factors that could improve their local neighbourhood, “activities for teenagers” was the most important and “facilities for young children” was in the top 5. Effective youth service provision plays an important role in achieving local and national strategic objectives. Positive youth service provision can have a significant positive impact on the social, academic and cultural development of children and young people, can improve health and can provide important and constructive preventative alternatives to behaviour that may put some young people in trouble. This scrutiny review, carried out by the Lifelong Learning Scrutiny Panel, came at a time when the Community Play and Youth Service were already under intense scrutiny as part of an OFSTED inspection. That inspection coincided with other external inspections including an OFSTED inspection of the Wolverhampton Local Education Authority. The review was an opportunity to engage Members in the debate over the long term strategy for youth provision within the City and the changes that are ongoing within the Service to meet the challenges presented by the Transforming Youth Work agenda. The issue is also one that has formed part of the Wolverhampton Youth Council manifesto in regard to the need for a diverse range of youth activities and opportunities across the City. The Review Group heard evidence, during their investigation, of the positive progress that is being made in respect of youth provision within the City. The development of Resource Centres, the Summer Plus programme and the strong links with the voluntary and community sector, developed through the Youth Work Planning Group are some of the initiatives that have strengthened the work and reputation of the Community, Play and Youth Services in Wolverhampton.

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Summary of Recommendations We, the Leisure Scrutiny Review Group recommend that: Recommendation 1: An audit should be carried out of all existing youth provision within the City and a strategy developed, and owned, by the Youth Work Planning Group to address any identified gaps and develop services for target groups and neighbourhoods. This work should reflect priorities emerging from other initiatives such as the Neighbourhood Management pilot areas. Recommendation 2: The City Council and its partners should continue to develop a network of youth activities and facilities linked to the needs of local neighbourhoods and communities. Where appropriate this should include the continued development of well equipped and appropriately resourced Youth Resource Centres across the City. Recommendation 3: The Youth Service and the Youth Work Planning Group is recognised as needing to have a strategic role in developing the Council’s response to the national agenda in respect of children’s services as outlined in the Children Bill and Every Child Matters. Recommendation 4: The Youth Service and its partners continue to develop guidelines which ensure that investment in youth provision and activities is effectively linked to outcomes. Recommendation 5: That the communication and early engagement in service development that occurs between the Youth Service and the voluntary sector is rolled out in other service areas to ensure that the voluntary sector is engaged at an early stage and that mainstream funding reflects the need for flexibility and diversity in youth provision at a local level. Recommendation 6: Further reassurances are required to ensure that systems and protocols for sharing information about children and young people are in place and understood by all relevant agencies and are being used effectively to support the best interests of children and young people in the City.

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Recommendation 7: A greater range of communication channels are used to publicise the opportunities, activities and facilities available to young people in the City. Recommendation 8: Local and national strategies in respect of youth provision should recognise the wishes of young people in respect of them being given opportunities to learn, play and relax without the pressure of exams or accredited activities, as identified by the Scrutiny Commission for Young People.

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Membership The membership of the Review Group was made up of Members and co-opted members from the Lifelong Learning Scrutiny Panel and included:

• Councillor Robert Hart – Chair of the Leisure Scrutiny Review Group (Con)

• Councillor Paul Allen (Lab) • Councillor Barry Findlay (Con) • Councillor David Nicholls (Con) • Councillor John Shelley (Lab) • Councillor Caroline Siarkiewicz (Lab) • Councillor Alan Smith (Lab) • Councillor Paul Sweet - Chair of the Lifelong Learning Scrutiny Panel

(Lab) • Mary Henderson/Hazel Hawkins Dady – Representing Wolverhampton

City PCT • Mark Dobson – representing teaching staff at the Adult College

(NATFHE) • Irene Griffiths – person interested in education • S Bevan, N Esson, A Graham, A Scragg - representing

Wolverhampton Youth Council • John Grant - Trades Council Representative.

The review was supported by Andy Burford (Chief Community Play and Youth Officer), Ann Gough (Youth Organisations Wolverhampton), Gloria Jones (Principal Officer), Pat McAuliffe (Youth Organisations Wolverhampton), Karen Perry (Wolverhampton Children’s Fund), Bridget Pugh (Senior Development Manager), Adrian Sargent (Democratic Support Officer), Don Watson (Policy Officer) and Duncan Whitehouse (Scrutiny Officer).

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The Review Process The scrutiny review took a structured approach to its investigation. This approach was developed by the Health Scrutiny Panel and has been used to project manage all scrutiny reviews undertaken during 2003/04. The following flow chart illustrates the review process.

Stage 1: Identification of a mutually agreed issue/Service At its meeting on the 1July 2003 the Lifelong Scrutiny Panel agreed a work programme for the year. One of their key areas for investigation was leisure facilities and activities for young people.

Stage 2: Scoping The Review Group agreed the over arching question for the review at it’s meeting on the 3 February 2004 at which it identified the information it would require to carry out its investigation and the organisations/officers it wished to receive evidence from. The overarching question that the Review Group chose to answer was: How can youth and leisure services meet both the requirements of central government regarding targeted provision for young people, and the needs of local communities for general youth leisure provision?

Stage 3: Collecting Evidence Meetings were arranged between February 2004 and May 2004 for Members to hear evidence from a range of sources about existing facilities and activities within the City and the work being carried out in partnership with schools and voluntary sector.

Stage 4: Final Report A draft report was prepared and circulated to Members for agreement, and officers for factual correctness, before being signed off by the Review Group.

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Stage 5: Presentation to the Cabinet Team The recommendations and summary of findings will be presented to the Executive in the new municipal year preceded by a meeting between the Chair and Vice Chair of the Review Group and the relevant Cabinet Member

Stage 6: Executive Response The Executive will respond to the recommendations of the Review Group setting out which recommendations it agrees to and is prepared to implement.

Stage 7: Feedback and Monitoring The Executive response will be fed back to the Lifelong Learning Scrutiny Panel and monitored according to the process agreed by the Scrutiny Board.

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Part 2: Summary of Evidence The Youth Pledge of Entitlement The Department of Education and Skills (DfES) document Transforming Youth Work – Resourcing Excellent Youth Services sets out a pledge to young people which Local Authorities are asked to develop. The pledge is that Local Authorities, working in partnership should provide:

• A safe, warm, well equipped meeting place within reasonable distance of home, accessible to young people at times defined by young people, giving an opportunity to participate in personal and social developmental activities including arts, drama, music, sport, international experience and voluntary action.

• A wide diversity of youth clubs, projects and youth activities. • A set of programmes, related to core youth work values and principles,

based on a curriculum framework which supports young people’s development in citizenship, the arts, drama, music, sport, international experience and personal and social development, including through residential experiences and peer education.

• A comprehensive generic, confidential information, advice and counselling service.

• Mechanisms for ensuring that their voice is heard, perhaps (though not exclusively) through a youth council or youth forum for each locality, with the intention of supporting youth engagement in local democracy in a wide range of ways.

• An annual youth service questionnaire involving young people in auditing and evaluating the services (provided by the Local Authority’s Youth Service) is developed.

• A defined project to promote and secure youth volunteering and voluntary action; and

• The opportunity to participate in programmes which offer accreditation for learning such as the Duke of Edinburgh’s Award, Youth Achievement Award or similar.

Youth services offer a wide range of personal development opportunities for young people, including recreational activities such as swimming and football and the arts and drama activities. Good youth work builds on this approach and allows development and progression for young people. To be effective it needs to demonstrate clear objectives, a learning process and clear outcomes for young people. Such a process helps young people progress and achieve as they make the transition to adult life. Youth work engages young people in the decision making processes at all levels and allows young people to make informed choices, expand their horizons, access life enhancing experiences, contribute to the community and maximise their own potential.

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Keeping young people in “good shape” should include the development of preventative strategies and actions, which enable them to make informed choices about a range of issues. These include: avoiding crime, protection from drug or alcohol related dangers, preventing teenage pregnancy, healthy eating and living, caring for others and self, achieving qualifications, securing employment, being valued and respected, contributing to the local community as well as taking full advantage of entitlements in a fair society, and having access to a range of leisure activities. Performance Measures National targets towards which Youth Services should now be aspiring include:

1. 25% of the target population of 13-19 should be reached (to reflect cultural diversity)

2. 60% of the above to undergo personal and social development which results in accredited outcomes.

3. the target population will include a locally agreed target for those not in education employment and training (NEET) or who are at risk of, or who already fall into the following categories: teenage pregnancy, drugs, alcohol, or substance abuse or offending;

4. 70% of those participating in youth services expressing satisfaction with the service.

Youth Service specific performance indicators include:

1. Spend per head of population in the target age range priority groups. 2. Number of personal and social development opportunities/activities

offered to young people lasting between 10-30 hours with recorded outcomes.

3. Number of personal and social development opportunities offered to young people lasting 30-60 hours and leading to an accredited outcome;

4. Number of young people supported who are at risk.

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The Youth Population of Wolverhampton The number of young people in Wolverhampton aged between 11 and 25 was 46,410 according to the 2001 Census. This marks a decline in the youth population since 1991 with the sharpest drop appearing in the 20-24 age groups.

Resident Population of Wolverhampton – 2001 Census

Age

Male Female Total

11-25

23 441 22 969 46 410

11-12

3436 3110 6546

13-19

11 157 10 708 21 865

20-25

8848 9151 17 999

Types of Youth Work There are three main forms of youth work. These are Centre based youth activities and provision, outreach youth work and detached youth work. Youth Centres Centre based youth work, which provides recreational activities at specific locations and times each week forms the basis of much of the service provision. There are a total of 28 youth work projects provided directly by the Youth Service across the City split across six geographical sectors. Each of these six sectors also has a detached youth work team. A detached youth work team also covers the city centre and supports Base 25. In addition to this there are 10 voluntary sector projects that are supported by the Youth Service and 7 specialist projects. The total extent of voluntary sector provision has yet to be quantified but there are at least 52 such projects across the City. Appendix 1 lists the youth provision across the City Outreach Youth Work Outreach is a style of working usually connected to a Centre, project or organisation. It is a short term measure with the specific intention of linking young people back into existing facilities. Outreach work is an approach used to promote and profile the work of a particular Centre or organisation within a neighbourhood.

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Detached Youth Work Detached work often targets work in response to the concerns of the community and/or Police but it also describes situations where a worker is required to work in an area without any attachment to other youth work facilities. The work is carried out when and where young people hang out. Although effective this style of working is not a panacea for all ills nor should it be used as a means of social control/soft policing. The primary focus is to work with disengaged young people and this cannot be done in isolation from whatever else is happening in the community. Efficacy is achieved by adopting a holistic approach involving other agencies, services and the local community. Detached youth workers operate:

• From a base but generally work is done with young people in their own environment, be that the street corner, the local café, pub, park or other open space.

• It employs social groups work methods as well as work with individuals.

• Work is done with young people who are not attracted by conventional/traditional approaches.

• It is developmental, providing opportunities to enable progression.

Detached youth work engages people in meaningful ways, using the relationship, once established, to provide opportunities for progression and change. Like other styles of delivery, detached and outreach work responds to the self identified and perceived needs of young people. It uses positive interventions to educate and inform young people about opportunities that are available to them, supporting the relationships with the local community. The worker’s function is not only to work with young people. They should also be accessible to the community and work in close liaison with other professionals. In the detached setting the role of the youth worker spans a variety of areas. These range from acting as an intermediary between young people and adults in the local community, to being a resource base for young people and in some instances other agencies. Youth Services - The National Context Transforming Youth Work “Transforming Youth Work – developing youth services for young people,” produced by the DfES sets out the principles and a common planning framework for excellence in youth service provision. As part of this framework the role of a local authority is defined as one that:

• Provides strategic leadership for the whole youth service;

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• Ensures the local authority youth service is a key contributing partner to the Connexions service and local preventative strategies.

• Ensures the active participation of young people in the specification, governance, management, delivery and quality assurance of youth services.

• Secures appropriate and coherent youth work provision through coherent partnership arrangements.

• Takes a leading role in representing youth service interests at local, regional, national and European governmental levels;

• Provides high quality youth work in settings where the local authority is uniquely placed to direct provision; and

• Ensures safe environments supervised by skilled and caring workers providing a facility in which the community has the utmost confidence.

Specific targets and tasks for local authorities set out in the Transforming Youth Work guidance include:

• Targets for 13 to 19 age range but may also be working at the margins with 11-13 and 19-25 year olds.

• Aims to reach 25 percent of the target age range in any given year of operation (and similar proportions for different ethnic groups).

• Maintains a balanced range of provision delivered through a variety of outlets.

• Deploys appropriately trained and qualified staff. • Have sufficient resources to invest in provision including ICT and to

provide capital investment in existing and future building stock. • Has a sufficient balance of well trained managers to qualified youth

workers. • Has the capacity to respond to new demands and needs of young

people. • Has a continuous professional development programme for all staff,

voluntary or paid; and • Has a clearly defined quality assurance process.

OFSTED Inspections The Youth Service was inspected by OFSTED during May 2004. The overall aim of the inspection was to evaluate how efficiently and effectively the Local Authority ensures the provision of a high quality youth service. The areas that the inspection focussed on included:

• Standards of young people’s achievement and the quality of youth work practice.

• Quality of curriculum and provision. • Strategic and operational leadership and management.

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The Local Context Wolverhampton Youth Council Manifesto There was evidence for demand amongst young people in Wolverhampton, highlighted by the Youth Council, for youth facilities where they could simply assemble, informally play games and listen to music. The Youth Council made a significant contribution to the Scrutiny Commission for Young People. One of the key recommendations made by the Scrutiny Commission was that young people are given the opportunity to learn, play and relax without the pressure of exams or accredited activities (Recommendation 17). Wolverhampton Community Plan Wolverhampton’s Community Plan sets out a vision of how agencies, working in partnership, intend to improve the quality of life of all people in Wolverhampton. Based on the views expressed by local people a picture of what Wolverhampton would be like in 2012 was created and actions to meet these developed. The vision in divided into themes which are:

• A Safe City • A Green City • A Healthy City • A Wealth Creating City • A Learning City • A Caring City • A City of Communities and Neighbourhoods.

Some of the commitments in the Community Plan relating to young people included:

• Support young people in education, training and into employment by co-ordinating activity projects and pre-employment programmes through the Connexions Service, the Youth Service and learning organisations.

• Create more and better places for children to play safely and increase the number of anti bullying initiatives.

• Implement the youth safety strategy, taking action together to increase youth activities and safe play areas, improve school attendance and support to children and families.

• Develop the Connexions Service to co-ordinate all the advice and guidance services that support the progress of young people between the ages of 13 and 19.

• Improve children’s health through a partnership between Health and Education services using the Healthy Schools Programme.

• Improve the ways that young people learn about sexual health and how unwanted pregnancies can be avoided.

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Wolverhampton’s Youth Service Plan The Youth Service Plan 2004/05 sets out the priorities and actions for the Service over the coming year and progress made during the previous year. Some of the progress made during the past year included:

• Quality and performance management including an Investors in People self assessment and the piloting of the new Performance Appraisal System.

• Workforce planning to address the national problem of recruiting qualified and experienced youth and community workers and the development of recruiting unqualified staff and providing an intensive in service training programme.

• Partnership developments building on the creation of the Youth Work Planning Group which has positioned itself as a sub group of the Connexions Local Management Committee and as a recognised sub group of Wolverhampton’s Children and Young Peoples Strategic Partnership.

Neighbourhood Management Wolverhampton’s Neighbourhood Renewal Strategy sets a framework for joint action by public agencies, local communities, voluntary and community organisations and businesses to improve the quality of life of Wolverhampton’s most deprived neighbourhoods. The overall objective of the Wolverhampton Strategy was to “reduce the disparities in opportunity and quality of life between Wolverhampton’s neighbourhoods and in doing so help to reduce the gap between Wolverhampton and the rest of the country.” Some of the main priorities and concerns of local people identified during the development of the strategy included the need for safe play areas and well maintained parks and open paces, better facilities and activities for young people and learning and leisure opportunities for all with locally based facilities. Some of the issues to have arisen from the pilots in respect of children and young people include:

• Initiatives and funding is increasingly being directed towards young people who are deemed to be at risk whereas neighbourhoods want to create experiences for all young people in the areas. A holistic programme of youth work activities needs to be developed and supported from mainstream as well as external funding.

• Provision at a neighbourhood level needs to be flexible with statutory and voluntary agencies working closely together to meet the needs of local communities.

• There is a need for additional activities focussing on the 8-11 year old age group.

• Flexibility in staffing and recruitment is required to permit local expertise to be utilised to the benefit of children and young people within appropriate child welfare guidelines.

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Youth Work Planning Group The Youth Work Planning Group brings together statutory and voluntary agencies with an interest in youth work provision. The Group is jointly chaired by the Chair of YOW (Youth Organisations Wolverhampton) and the Chief Community Play and Youth Officer. The purpose of the Group is to develop a strategic view of youth services across the City. The intention of the Group is to have a co-ordinating and overseeing role which includes:

• Positioning the service (voluntary and statutory) to enable a cohesive response to the increasing demands for youth work intervention/provision and emerging initiatives such as holiday activities.

• Facilitating, where appropriate, commissioning processes for the procurement of additional youth work programmes/provision.

• Definition of age ranges for commissioned services to be aligned to the relevant funding streams.

• Assisting the interpretation and channelling of relevant information to smaller groups.

The Youth Work Planning Group has set up a Commissioning Sub Group that will attempt to address gaps in provision across the City. Neighbourhood Managers are represented on this group as will Connexions. The Group will tap funding from, for example, Neighbourhood Renewal Fund and Connexions. It will have a brief which includes ‘generalist’ as well as targeted provision. Evidence Submitted by the Wolverhampton Youth Council As part of the review visits were undertaken to a range of youth facilities in the City. The Youth Council took an active part in all of the visits. The following is a summary of the findings of those visits from young people’s perspectives. General perceptions made by the Youth Council included the fact that IT equipment was important and there appeared to be adequate provision in most youth clubs. Facilities tended to be publicised by word of mouth and there was a feeling that other options should be better utilised such as publicising events in schools and doctors surgeries. The following table highlights the perceptions of the Youth Council to specific projects.

Project Points Raised

Ashmore Park

• Had a girl’s room which was good. • Had a vending machine. • Lots of young people present at the time of the

visit. • More space than some youth clubs. • Evidence of accreditation. • Generally felt youth club was quite good.

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Long Knowle

• Small cramped, not many young people there. • Not much equipment but DJ equipment was

good. No one professional to teach techniques.

• Not much room to do accreditation. • Visually appealing, lots of leaflets. • Not very welcoming. No staff in some rooms. • There appeared to be not a lot to do, and not a

lot of space.

Resource Centre

• Had a good range of equipment. • Had good staff engagement with young

people, lots of young staff. • Lots of people coming in and out. • Looked visually entertaining. Lots of

information for young people, though some needed updating.

• Close to houses. • No sport activities – mostly work based things. • Young people have more of an input.

Duke Street

• Took young people to Sam Sharpe Recording Studio, because they did not have a teacher.

• Quite a lot of space. • Mostly sport based, pool table, tennis table

etc. • Have access to laptops. • No evidence of committee of young people or

accreditation.

The Lunt

• Nice Youth Club, based in a Community Centre, well set up.

• Limited access to computer rooms - four workers required.

• Have a multi ball park, but residents complain about floodlighting.

• Relationship between staff and younger people is good.

• No evidence of accreditation. • Had a schedule of planned events, which

included competitions etc chosen by young people.

Rocket Pool

• Had cooking for Duke of Edinburgh Awards accreditation; boys were encouraged to take part.

• Prepared for a pool competition. • Had no sexual health information visible. • Computer room was locked.

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• Only Youth Club in Bilston with two floors – had a lift for wheelchair users and disabled toilet.

• Everything in working order. • Lots of young people. • No evidence of ongoing initiatives.

YMCA

• Small – like a house – one big room. • Quite a lot of young people, but mostly aged

between 8 and 12. • Holding a discussion on sexual health, felt this

was good. All participated. • Lack of things to do. No room for sport etc,

though the group sometimes goes out. • Quite open and accessible • No apparent accreditation activities.

Mirage

• Purpose built with one big room. Very good. • Appealing to young people. • Lots of activities, pool, computers, café area,

pottery area which is hardly used. Could be opened for older people.

• Display on walls of relevant issues, with space for comments.

• Information on things people had done with the club.

• Evidence of youth committee. • Evidence of accreditation.

Dunstall

• A Community Centre, very large space with sports hall.

• Small computer room and decks. • Suggestion wall. • Timetable of events. • Did not see evidence of accreditation. • Some staff interaction with young people. • Lots of other activities – sewing, Playstation

tournament etc.

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Out of Hours Learning, Arts and Sports Provision in Schools As part of the review information was presented to the Review Group in relation to some initial work that had taken place to map leisure and arts provision in schools within Wolverhampton. The mapping exercise is at an early stage and hence not yet complete. The data did however suggest that there were a lot of activities taking place in schools. A total of 79 schools were known to be providing additional activities for pupils, children and young people within local communities and pupils from other schools (16 Secondary Schools, 7 Junior Schools, 43 Primary Schools, 4 Infant Schools, 9 Special Schools and 1 nursery). Provision included out of hours activities, Youth Arts Network, Gifted and Talented Programmes, Art Gallery Creativity in the Curriculum and 14-19 Pathfinder and New Opportunities Fund provision. The Group were made aware that it is not a straightforward task to open school facilities for community use. Consideration had to be given to the impact of this approach on schools budgets, operation and ability to deliver effective curriculum and out of hours learning provision. Despite this, there are numerous examples of where schools provide sports, leisure and arts activities, many of which are open to community use including use by pupils from other schools. Additionally, a significant number of schools are considering and/or working towards an “Extended Schools” approach for the future. As with all such developments, these are likely to be most effective where there is positive dialogue and negotiation with schools.

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Appendix 1: Findings of Other Scrutiny Exercises Relating to Leisure 1.0 Play Development Proposals 1.1 The review took place in April 2001 to evaluate and monitor the Best

Value recommendations concerning the Play Development Section. As part of the review the group spoke to the Chief Community Play and Youth Officer and undertook visits to an adventure playground and an outreach venue.

1.2 Some of the main findings of the review that have relevance to the

current Review Group’s work include:

• Outreach venues – Existing venues appear to offer a service of real value but are inhibited by minimal staffing levels, limited numbers of volunteers and suitable existing venues.

• There is a need to develop new outreach facilities in other settings and closer working with schools.

• That the work of the Play Development Team should be appropriately recognised and valued.

2.0 The Lack of Youth Provision in Low Hill, Bushbury and the Scotlands 2.1 A Task and Finish Group carried out an investigation between January

– April 2002 looking at the apparent lack of youth provision in the City focussing specifically on the Low Hill, Bushbury and Scotlands area. Some of the main findings of the review that have relevance to the current Review Group’s work include:

• The need to improve the amount and quality of existing provision with

greater use of existing venues. • The need to engage local schools and Churches in discussion over

provision given the apparent decrease in voluntary youth provision. • Relatively few youngsters appeared to know of the existing provision in

the area and there was a real need to improve publicity. 3.0 Leisure Task and Finish Group 3.1 The Leisure Task and Finish Group was set up in September 2002 to

consider improved access to activities concentrating on swimming in particular and exploring ways of opening up a range of facilities for wider use. Some of the key points to arise from the review that have relevance to the work of the Review Group include:

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• In respect of swimming provision there were proposals to explore the possibilities of joint training for Leisure Services and school staff to support schools in the development and delivery of curriculum material and experiences; consideration of how groups of pupils might be targeted for additional support including developments during out of hours learning programmes and the development of guidance with schools and pool staff that clearly identify complementary roles and responsibilities and led staff towards joint planning and team teaching strategies.

• Schools that were bidding for NOF Round 3 were undertaking consultations with targeted groups in the local community in preparation for developing community activities and use. These have now been encapsulated into the Swimming Development Plans for the four school pools to benefit under the NOF Round 3 Programme.

• It is not a straightforward task to open school facilities for community use. Cognisance needs to be taken of the impact of this approach on schools budgets, operation and ability to deliver effective curriculum and out of hours learning provision. Despite this, there are numerous examples of where schools provide sports, leisure and arts activities, many of which are open to community use including use by pupils from other schools. Additionally, a significant number of schools are considering and/or working towards an “extended schools” approach for the future. As with all such developments, these are likely to be most effective where there is positive dialogue and negotiation with schools.

4.0 Moseley Estate Young Peoples Consultation 4.1 The consultation, undertaken by Tara Consultancy, took place between

November 2003 and January 2004 to identify current and future youth provision of the Moseley Estate. Some of the issues to arise from the consultation included:

• Young people, whilst enjoying living on the estate, did find the area

lacking in facilities for them. • Whilst 50% of 11 to 14 year olds listed football as their main activity,

only 31% said they actually used the sports and youth facilities available to them. Many felt that local facilities were to closely linked back to the school and did not consider them as social venues.

4.2 Some of the recommendations made in the report included:

• The need for additional youth provision including a social drop in centre such as an Internet Café, all weather sports facilities and skateboarding facilities.

• Confidential advice, information, guidance and counselling on a variety of subjects including alcohol, drugs and sex.

• Environmental initiatives in association with organisations such as Groundwork

• Improved public transport.

ABJL.142misc

Executive Response to Scrutiny Review Recommendations This response is written at a time when a number of corporate developments are beginning to address some of the recommendations of the Review. The formation of a Young People’s Commissioning Group (YPCG) following the prioritisation of children and young people themes by Neighbourhood Renewal Partnership, is prompting progress on several areas of work. In particular:

• A mapping of young people’s services at neighbourhood level as part of a joint voluntary/statutory strategy for addressing gaps and promoting existing provision. This piece of work will be led by the Youth Work Planning Group (YWPG) and will be completed by next summer.

• A plan for the development of high quality Youth Resource Centres for out-of-school activities across the City. • An initiative entitled ‘Young People at the Centre’ aimed at ensuring young people’s close involvement in the development of schools

and local services.

OBJECTIVES PROGRESS TO DATE

FUTURE ACTIONS

Recommendation 1 An audit should be carried out of all existing youth provision within the City and a strategy developed, and owned, by the YWPG to address any identified gaps and develop services for target groups and neighbourhoods. This work should reflect priorities emerging from other initiatives such as the Neighbourhood Management pilot areas.

1.1 Youth Work Planning Group (YWPG) in process of prioritising neighbourhoods and target groups where provision falls short

1.2 Some joint work in neighbourhoods already initiated

1.3 YWPG to finalise analysis of gaps and formulate joint statutory/voluntary strategy by May 2005

Recommendation 2 The City Council and its partners should continue to develop a network of youth activities and facilities linked to the needs of local neighbourhoods and communities. Where appropriate this should include the continued development of well-equipped and appropriately resourced Youth Resource Centres across the City.

2.1 New Young People Commissioning Group (YPCG) formed is now drawing together all partners to prioritise additional Neighbourhood Renewal Fund spending targeted at young people

2.2 YPCG to consider a number of proposals to allocate NRF to youth work (as well as other young people) priorities

2.3 YPCG to draw up 5-year plan (by March 2005) for development of Youth Resource Centres contingent on funding available

Recommendation 3 The Youth Service and the Youth Work Planning Group are recognised as needing to have a strategic role in developing the Council’s response to the national agenda in respect of children’s services as outlined in the Children Bill and Every Child Matters.

3.1 YWPG and Youth Service actively contributing to implementation of

‘Hear by Rights’ standards Local Preventative Strategy Information Sharing Involving young people in decision making

3.2 YWPG to set out standards relating to youth work intervention and to spell out contribution to Every Child Matters (through CYPSP) by March 2005

3.3 Consideration to be given to Wolverhampton applying for Beacon status for involving young people in decision making

APPENDIX B

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Recommendation 4 The Youth Service and its partners continue to develop guidelines, which ensure that investment in youth provision and activities is effectively linked to outcomes.

4.1 Youth Service and some voluntary partners working towards national standards requiring outcomes based on contacts, accreditation and targeted work – expenditure is now being bent to this (e.g. Key Workers special projects, schools work, alternative Sixth Form approach and Apprenticeships)

4.2 Need to encourage/enable voluntary sector partners to move towards national standards and jointly agreed local strategy

Recommendation 5 That the communication and early engagement in service development that occurs between the Youth Service and the voluntary sector is rolled out in other service areas to ensure that the voluntary sector is engaged at an early stage and that mainstream funding reflects the need for flexibility and diversity in youth provision at local level.

5.1 YWPG joint strategy by May 2005(see above) 5.2 Re-examination of allocation of mainstream funding to voluntary youth sector to ensure that allocation reflects jointly agreed local strategy by March 2006

5.3 Prioritisation of available resources to build capacity

of voluntary youth sector through YOW (ongoing)

Recommendation 6 Further reassurances are required to ensure that systems and protocols for sharing information about children and young people are in place and understood by all relevant agencies and are being used effectively to support the best interests of children and young people in the City.

6.1 Youth Services and YOW contributing fully to IRT development work

6.2 Continued engagement with work of Children’s Services Development Unit

Recommendation 7 A greater range of communication channels are used to publicise the opportunities, activities and facilities available to young people in the City.

7.1 Youth Service and YOW have stepped up their publicity and promotion of services during past 12 months

7.2 YPCG to recommend improvements through joint strategy May 2005

Recommendation 8 Local and national strategies in respect of youth provision should recognise the wishes of young people in respect of them being given opportunities to learn, play and relax without the pressure of exams or accredited activities, as identified by the Scrutiny Commission for Young People.

8.1 Summer programme and general youth club provision still providing broadly open access opportunities without requirement to engage in accredited activities

8.2 Providers will continue to recognise need to balance ‘drop-in’ facilities with more challenging, accredited opportunities