Targeted youth support: Mobilise - achievements

This page explains how you will know you have completed the Mobilise stage of the targeted youth support (TYS) change process. The achievements are linked to the activities for this stage.

Click to access the activities for the Mobilise stage which are referenced below. You can also access case studies relating to this stage.

At the end of the Mobilise stage...

1. The local authority understands in depth what TYS is, what the government requires by 2008 and how it fits with related workstrands. For TYS to form an integral part of local authorities' plans for young people, it is important that they have a thorough understanding of the significance of TYS in the government agenda.

How will you know you have achieved this?

• TYS forms an important part of the local authority's children and young people's plan.
  
  
• A project plan is in place to implement TYS by 2008.
  
  
• The TYS change process is integrated with work to implement the Common Assessment Framework, lead professional and information sharing processes.
  
  
• Clear accountabilities are in place to deliver this agenda.

Activity to support this:

• Launch presentation to the local authority senior management group (referred to as Decision Point 1 in this toolkit)

2. Young people are at the centre of the project. The views and engagement of young people - particularly hard-to-reach young people - are key to the success of this change process.

How will you know you have achieved this?

• The project plan contains significant activities to gain the views and input of young people, including young people engagement workshops.
  
  
• The plan ensures that young people - including hard-to-reach young people - are actively involved in service redesign throughout the project.

Activity to support this:

• Planning workshop

3. Senior management is committed to improving TYS. The project sponsor and senior management group drive and shape the TYS change process. They are the cornerstone of successful TYS redesign. It is vital that they are committed to the project.

How will you know you have achieved this?

• The project has an active senior-level sponsor who a) is able to influence stakeholders, both within the local authority and with external bodies such as health, the police and the voluntary sector, and b) expresses public and private commitment to the agenda.
  
  
• A senior management group, representing key partners in children's trusts, is in place, has met and has confirmed enthusiasm, commitment and resources to the TYS agenda.
  
  
• Arrangements are in place to engage senior managers in making decisions throughout the process.
  
  
• Senior management are committed to incorporating TYS in the children and young people's plan and ensuring this is part of mainstream business.
  
  
• A presentation outlining the current TYS situation - 'the truth about today' - is scheduled. This presentation, known as Decision Point 2 in this toolkit, takes place at the end of the Deepen stage of the process.

Activity to support this:

• Launch presentation to the local authority senior management group

4. A project team is in place with the skills and capacity to manage the change process. Project managers and project team members help to shape the TYS change process and provide day-to-day direction and drive. They are the focal point of successful TYS redesign. It is important to choose the right people.

How will you know you have achieved this?

• Key stakeholders are represented on the team.
  
  
• The project manager and project team have the key skills of project management, change management and facilitation.
  
  
• The resource level required for the project plan is matched by the availability of team members and by the training departments in partner organisations such as strategic health authorities, care services improvement partnerships, primary care trusts and local authorities.
  
  
• A dedicated project manager is in place, supported by effective administration.

Activity to support this:

• Choose the project manager, project sponsor and the senior management group 

5. There is a realistic and clear needs-based scope for the project. Children's trusts should take on a project that is achievable. The initial scope should result in specific and measurable outcomes and should be clear to all stakeholders so there is no subsequent misunderstanding.

How will you know you have achieved this?

• The characteristics and needs of young people who are likely to be recipients of targeted services in the local authority area as a whole (and in the scope area selected in this project) are known and understood. 
  
  
• All key stakeholders have contributed to and have agreed the scope.
  
  
• The scope area represents an opportunity to bring about significant improvements in outcomes for young people.
  
  
• The children's trust is confident that the scope is representative enough to apply its learning to the whole authority.
  
  
• There is capacity to release frontline staff to work on the project in the scope area.

Activity to support this:

• Project initiation document

6. Stakeholders are identified and effective communications are in place. This enables the project team to manage stakeholders at the outset and throughout the project work, identifies work that needs to be done with individuals and teams, and helps develop the consensus for change.

How will you know you have achieved this?

• A stakeholder map containing all key stakeholders is produced and agreed. Key stakeholders are likely to include health trusts, youth justice, government offices, care services improvement partnerships, social care and voluntary organisations.
  
  
• The service directory has been used to identify providers.
  
  
• All key stakeholders are aware of the purpose, scope and plan for establishing TYS.
  
  
• There is alignment around the objectives of the project.

Activities to support this:

• Stakeholder mapping
  
  
• Communications plan

7. The project has strong governance, with reporting mechanisms in the children's trust, and within the wider Every Child Matters: Change for Children programme. Governance and reporting that supports multi-agency working brings coherence to solutions. TYS should be a central part of local Change for Children programmes.

How will you know you have achieved this?

• A senior management group is established, representative of all key stakeholders.
  
  
• A project initiation document is written and agreed.
  
  
• Regular reporting mechanisms are established, including the senior management group reporting into the governance structure of the children's trust and the Every Child Matters: Change for Children programme.
  
  
• A wide range of stakeholders are contacted and consulted.
  
  
• The local authority has a project plan for establishing TYS.

Activity to support this:

• Choose the project manager, project sponsor and the senior management group 

8. There is a robust TYS project plan in place.  A robust and realistic plan is essential to identify and allocate resources, establish reporting processes and to ensure effective solutions are developed.

How will you know you have achieved this?

• A TYS project plan is produced showing timescales, required human and financial resources, projected outcomes and agreed actions.
  
  
• Reporting mechanisms are established against the project plan.
  
  
• It is clear who needs to be involved during the next stage of the process.
  
  
• Stakeholders are consulted and agree to the required level of resource commitment.
  
  
• A full-time project manager is in place and is committed to the delivery plan.

Activity to support this:

• Planning workshop

Click to access the activities or case studies for the Mobilise stage, or to go on to Discover.