Julia Everitt 16 of 18 Appendix 5b Multi-agency structures DfES (2007) inform that the successful implementation and operation of targetedyouth

h support needs to be underpinned by multi-agency structures and workforcedevelopment that support early intervention and flexible collaborative working. Fig 5: Different Multi-agency structures (DfES 2007)Multi-agency teams Many pathfinders have developed frontline multiagency, locality-based, targetedyouth support teams. These teams are usually based in community settings andschools.Multi-agency teams may be maintained by devolved planning and commissioningarrangements and have control of devolved/delegated budgets, controlledthrough pooling or aligning arrangements. Higher-level panels or boards Some of the pathfinders have established panels with a wider geographic remit thanlocalitybased teams. This is often to maximise the contribution of more specialistservices. The panels generally receive complex cases from locality-based teams andprovide support (or draw in support from colleagues) for local teams and inuniversal settings as needed. The panels can also act as the first point of contact foragencies not directly linked to a locality team or members of the public.The panels may have control of devolved budgets. Their membership varies, but theymay, for example, include representatives from educational psychology, police andcommunity safety, speech and language therapy, community paediatrics and socialcare or housing services. Allied Services Some less central services may not be formal members of teams or panels, but may belinked to these structures, with practitioners joining a team working around a youngperson as needed. Formal protocols, joint training and other arrangements to developworking relationships, such as hot-desking, are being established in the pathfinders tostrengthen links. Supporting multi-agency structures

Building on existing partnerships

Clear scope where they work

Clear governance fitting into hierarchy of accountability in local authoritiesand services

Seven key elements at the core Workforce development

Clear lines of management and supervision

Integrated training and staff development

Opportunities to build close relationships

Julia Everitt 17 of 18 Appendix 6 IYSS and the nature of integrationFig 6:- The Nature of Integration - A Five Stage Model VCS (2009) refer to the Five Stage Model of Watts, Hughes & Haslam, (1999): Integration Cross-fertilisationCo-ordinationCo-operationCommunication 5. Characterised as the development ofcross-fertilisation, boundaries betweenservices disappear altogether4 Where services share and exchange skills working across professional boundaries inways that are likely to redraw the boundariesthemselves.3. Where two or more services alter their working patterns to bring themcloser into line with another, whileremaining within their professionalboundaries.1. Working patterns remainunchanged but efforts madeto help services tounderstand what otherservices offer. E.g. to crossrefer clients effectively2. Where two or more services co-operate on joint task

Julia Everitt 18 of 18 Appendix 7 Required skills and attributes of reticulists Sullivan and Skelcher (2002: 101) indicate the required skills and attributes of areticulist.

Understanding different organisational contexts

Knowing the role and playing it

Communication

Networking

Negotiating

Conflict resolution

Risk-tasking

Problem-solving

Self-management