Agenda item

To accept the 'No Wrong Door' strategy as the strategic direction for future developments in the children and young people field, as well as supporting its implementation locally in Gwynedd as part of a wider regional plan.

The item was presented by Cllr Dilwyn Morgan

RESOLVED

To accept the 'No Wrong Door' strategy as the strategic direction for future developments in the children and young people field, as well as supporting its implementation locally in Gwynedd as part of a wider regional plan.

DISCUSSION

The report was submitted noting that the strategy responded to a report by the Children's Commissioner for Wales (June 2020) calling on the need to transform the way services worked together to support children and young people who needed support. It was stated that current processes and systems were far too complex, with evidence of children and young people falling between the crevices, waiting on waiting lists for long periods and then being told that they were on the wrong list or knocking on the wrong door. It was considered that this regional strategy offered a solution to improve services for those children and young people by ensuring that services created teams around the family to meet their needs rather than expecting families to fit in with what was available.

The strategy was developed during summer 2021 following a review of the current situation in north Wales by an external company commissioned by the six authorities' Heads of Children's Services and health leaders. The work was completed by using an Appreciative Inquiry methodology that included working with operational managers across the region; researching good practice in Wales and beyond; holding a series of multi-agency workshops across the region, holding participation sessions with children and young people who had had contact with one or more agencies, and then developing the strategy through lifestyle by using feedback on the content from senior managers. It was reiterated that it had not been possible to include representatives from schools in the workshops due to work pressures on the education departments during the period. However, as they were a core partner to the success of the work, local discussions had been held to ensure that they were a key part of the development for the future locally.

It was stated that the strategy proposed a radical review and change of the current arrangements and offered an ambitious model for collaboration, with the aim of improving the mental health and well-being outcomes of children and young people up to 25 years old - it would build on the strengths of the current system and tailored to meet local requirements. With recognition that children and young people's mental health and well-being needed to be supported within a complex framework of numerous services and interventions, it was noted that the strategy had implications for all agencies and partners that contributed towards the health and well-being outcomes of children and young people to support them to live their best lives. It was noted that all agencies would need to analyse their systems, strategies and policies to complement the strategy.

It was noted that the strategy was in accordance with the principles of Ffordd Gwynedd and lied within the arrangements of Gwynedd Council's Children and Supporting Families Department for developing the way the service strengthened front door arrangements, access to services, and the approach of offering early and preventative interventions to avoid problems from getting worse.  It was stated that the service was confident that the appropriate structure and
foundation was in place to develop the service to meet expectations and already operated one front door that combined statutory services, early intervention and supporting families by using a team around the family model. It was reiterated that the 'Gwynedd Family Hub' had been established for many years now with clear accountability and governance arrangements. As a result, it was considered that the Service was starting from an advantageous position.

It was explained that developing the plan would not be cost neutral and currently, it was difficult to predict what the financial implications would be in terms of meeting expectations and realising the plan. It was suggested that it would be possible to look at using a portion of the transformation funding and the RIF (formerly ICF) to set a direction and allow further development.

Observations arising from the discussion

·         The concept was coherent although the report was comprehensive.

·         The recognition of working in partnership was welcomed.

·         Discussions with Education Officers were welcomed.

·         Investment in early intervention services was key.

·         Creating a single entry point to a service was to be welcomed - this avoided frustration for users and was crucial to the success of the strategy.

·         The strategy contained the principles of Ffordd Gwynedd.