There are several issues at the forefront of the minds of those involved in the care industry right now. From managing CQC inspections to coping with increasing vacancies in the sector, there are several key issues to traverse. Throw in data security and the need to digitise care records and it can appear an overwhelming to do list. Alongside evolving concerns, however, are evolving solutions. There is an increasingly prevalent role being played by care management technology in the care sector. We wanted to round up a few key issues from the 2024 Care Show and look at how they can be addressed. 

CQC inspections 

Finding a popular regulator in any industry is difficult, but there’s a widespread challenge across the care sector in understanding the Care Quality Commission’s (CQC) single assessment framework (SAF).  

The outbreak of the global Covid pandemic saw a shift to a risk-based approach. The number of completed CQC inspections is yet to reach pre-pandemic levels. This has left some care providers with a rating of ‘requires improvement’ hanging over them for a number of years. This has a knock-on effect on client confidence and the wider business. 

When it comes to inspections, it was clear across the Care Show that there’s dissatisfaction and misunderstanding of the SAF, too.  

How can care management technology help? 

Whilst care management technology can do nothing to alter the rate of inspections, it can help care providers get into position for them. If all your care plans, records and outcomes are recorded in a central system, it makes the process of presenting evidence to the CQC much easier. 

When it comes to answering specific questions, having all the information easily available reduces the effort in answering them. 

Digitising social care 

“70% of providers have digital social care records. This is expected to reach 80% by March 2025,” says Peter Skinner, programme director, digitising social care at the NHS.  

Technology is accepted as having a crucial role for care providers and their clients. More links need to be established between care providers and the NHS. Care management technology is a key enabler in getting people back into a residential setting following hospital visits. It’s also a key enabler in equipping NHS staff with the right information and context on a client when they have to visit hospital. 

The NHS has built standard data capture, the market now needs to understand how it can be used. It’s a two-way journey: admissions info for NHS staff and discharge info back to providers. Joining these up will create efficiencies and a better process for people receiving care. The standardised data set exists at a national level, making it easy to access for everyone with a single access point. 

It’s important to maintain standards for providers accessing technology. The NHS is driving interoperability and providers needs to understand what they’re buying. 

How can care management technology help? 

This is an obvious area in which care management technology is imperative. Maintaining paper records is inefficient and risks vital information going missing. Being able to share the digital information captured with stakeholders quickly and accurately improves care quality. Failing to act on the point of digitising care planning and records will see providers left behind.  

If you’re still working manually, it’s time to speak to a care management software provider. Equally as important, you also need to understand what you’re buying and the impact it will have on your business. 

Cyber security 

This is perhaps another obvious area for technology, but cyber security is a genuine concern in the care industry. The process of caring for people necessitates the handling and processing of sensitive information. Such information is valuable to criminals. So, how can you best protect yourself? 

One of the points raised across the Care Show was the need to continually educate your staff, from administrators to care workers. Your cyber security is only as good as your weakest link. If someone clicks on a malicious link, that can be enough to cause chaos. 

How can care management technology help? 

Partnering with a care management technology provider is an opportunity to gain real peace of mind with your data security. An obvious starting point is to check their security certificates for things like Cyber Essentials and ISO27001. This offers assurance that your care management technology partner is certified to the highest standards. 

There are other factors to consider, such as where your data will be stored. For example, CACI use AWS to store Certa’s data. This helps to leverage Amazon’s significant security expenditure for your data. 

The care workforce 

There is general dismay at the attitude towards and treatment of care workers in the UK. “They are underpaid and underappreciated,” said Karolina Gerlich, CEO of The Care Workers’ Charity. “Recent pay rises of 10p per hour are unacceptable. Care workers are considered low skilled and those arriving from overseas don’t enjoy benefits such as being able to bring their own families with them.” 

There is little surprise that care workers are being easily tempted away by other industries. They get similar or better pay and less stressful working conditions. It’s therefore unsurprising that vacancy rates are so high in the care sector. 

Beyond that, there was discussion at the Care Show around how providers can better support their care workers. It is widely believed that more support is required, in terms of communication and specialisation. This comes back to understanding your workforce. Assigning care workers to areas that they’re really good at and really interested in is an effective way of keeping them engaged. Further focussing training for them on those areas is another positive. 

Training was mentioned as something that needs to go beyond just mandatory refresher training, to courses that expand people’s professional profiles, offering them career development.  

Communication is another vital thread. Considering the impact of new technology on care workers and involving them in the decision making process helps to make them feel appreciated and involved. Bringing them closer to the central team improves connection and the sense of involvement. Ultimately, if you look after your care workers, you reduce your expenditure on recruitment, especially at a time when there are more vacancies than care workers. Having a happy, consistent team of care workers will also ensure the ongoing quality and consistency of care you provide to your client. 

How can care management technology help? 

Care technology can support care workers in several ways. Simple additions to your care management technology such as a care worker app can help to clearly communicate with care workers and enhance lone worker safety.  

It can also help you in understanding your care workers and their expertise. What do they specialise in? What are they good at? Which clients do they get on with? How can you make their day efficient and effective? How can you ensure they have all the information they need for each visit? 

Care management technology can support this. You can then better roster your care workers and provide appropriate training opportunities. In the same way that no two clients are the same, nor are two care workers. They have different interests and specialities. Providing them with the opportunity to enhance their careers with you will make them more likely to stay. 

The cost of recruitment is only going up and with more vacancies than care workers there is ample opportunity for care workers to explore other opportunities. Simply treating them fairly, involving them and offering training and progression is a great way to go about keeping them. 

Conclusion 

There were several points of interest across the Care Show. If you’re affected or concerned by any of the issues raised here, we’ve designed Certa to help you. Find out more by visiting https://www.caci.co.uk/software/certa/  

One of the suggestions of the recent SEND review was to overhaul EHCPs, something that is being continued under the SEND AP improvement plan.

The Department for Education (DfE) commissioned the SEND Review in 2019. The aim of this review was to explore the challenges faced by children and their families with identified special educational needs and disabilities (SEND). In March 2022, after much consultation, a green paper was published which puts forward several suggestions as to how the SEND process can be better administered to improve efficiency and, ultimately, improve outcomes for those children and their families. In amongst the plethora of suggestion sits one around EHCPs (education, health and care plans).

Despite delays to parts of the implementation of the recommendations laid out in the SEND green paper, the SEND Alternative Provision Improvement Plan seeks to press on with revised EHCPs; “This will include delivery of digital requirements for EHCP systems to improve experiences for parents, carers and professionals, decrease bureaucracy and improve the ability to monitor the health of the SEND system.”

What does the DfE want to do with EHCPs?

In short, the DfE wants to streamline EHCPs. As things stand, there is a loose outline for EHCPs but the level of detail within them is at local discretion. This has resulted in inconsistencies at local and national levels, leading to inconsistent responses to them. This is particularly acute where professionals work across two localities: getting to grips with two interpretations of EHCPs takes time and increases the manual, administrative burden upon professionals.

As the SEND green paper notes; “There were inconsistences in the structure, length and formatting of EHCP forms, with the samples included in the analysis ranging from a maximum of 40 pages in one local authority to between 8 and 23 in another. The EHCPs produced by the local authorities in the sample would take approximately 50 minutes on average to read aloud to a child. This lack of consistency means that partners who work across multiple local authorities must navigate multiple processes and templates, reducing their capacity to deliver support and adding to their administrative burden… We therefore propose to introduce standardised EHCP templates and processes.”

Sounds sensible, how will it work in practice?

The central hook upon which EHCPs will be hung going forward will be via a template provided by the DfE – a standard EHCP template with supporting processes and guidance is expected in 2025. This will standardise the information captured, simplifying the interpretation of the information within them and making it easier to input appropriately into each child’s journey.

Another rule that the DfE is seeking to implement around EHCPs is that any changes to them will need to be signed off by the parents of the child. Their increased involvement is seen as central to the success of the SEND process going forward.

The fundamental change to the management and administration of EHCPs is that the DfE is looking to fully digitise them. This will make the process much more efficient and transparent, reducing bureaucracy, since each EHCP will have a fully auditable trail of activities and inputs. This will make interpreting each EHCP much quicker, too, since a complete record of professional and parental input will be visible to schools, professionals and parents.

Creating a central record will enable for greater control, ease of access and interpretation of data for everyone concerned. Children with identified SEND necessarily find themselves in a multi-agency scenario, so tying their record together digitally makes interpreting and understanding their journey easier.

This indicates that information sharing regarding identifying SEND beyond the boundaries of administering education support and placement is vital. For example, youth justice practitioners often identify unmet needs and have contextual and relationship information to contribute to a complete view of the child. Having rich information from multiple sources to consider in the SEND process is key to formulating practical support for their journey and enabling their future life achievements.

Technology supporting the single view

“We think the case is clear for all SEND services to move to digital systems for EHCPs. Digital systems can deliver better experiences for both families and professionals and enable them to continuously improve their services – focusing staff time on working with families rather than being hampered by partial understandings and disconnected bureaucracy.”

A number of different system and technology solutions exist across the education domain, so there’s no chance of every authority and school deploying the same software. Where the DfE will want the systems to work better for children is regarding consistency and interoperability.

Most systems have potential to support interoperability for a standard set of data fields curated by the DfE and to communicate with any third-party systems to send and receive as well as extract information. Whilst there are always challenges defining best practice categories through suitable consultation this will be vital in achieving earlier intervention and better SEND outcomes through the EHCP process.

Conclusion

A standardised response to EHCPs will make the entire process more accessible and easier to manage. The response to SEND should not depend upon where you live and the process should be transparent and consistent for everyone.

As a longstanding and experienced provider in the education domain, we have long seen the benefit of extended access to information as well as standards for interoperability with third party software. The ability to send and receive data seamlessly creates more accuracy and efficiency in the multi professional collaborative process that will ultimately benefit of children and families with identified SEND.

Creating a rich, single view of every child can only be beneficial in collating data for understanding behaviours and tracking responses. We too often see information, systems and processes and practitioners siloed and struggling to tackle the challenge of improving outcomes for the diverse needs of all children. So, this intervention from the DfE is welcome and so as a supplier we will be proactive in supporting this.

About Impulse Nexus 

Impulse Nexus is a modular education information management system that supports councils and local authorities in delivering education services. Impulse Nexus can be used to support some or all of an authority’s education services. Portal functionality enables easy and secure messaging between schools, authorities, parents and professionals involved in a child’s education journey.  

With a transparent and complete record which stays with a child throughout their educational journey, Impulse Nexus helps to join the dots in every child’s education, helping to improve outcomes for everyone. 

Having the ability to automate your competency management process enhances your workforce scheduling, improving output and safety

When assigning staff to tasks and schedules, understanding their core competencies is essential. As a stark and wholly unfair example, in a transport organisation you wouldn’t assign an accountant to drive a train. Nor would you ask a train driver to look over your accounts. Understanding an individual’s skills, training and experience is essential. It’s essential to the smooth running of your services and the safety of your workers and end users. Competency management is central to this.

Running schedules in a live and constantly evolving environment such as transport is difficult. There’s the basic schedule to adhere to. Then there are events, often beyond your control, which can curtail even the best laid plans. Being able to respond to these unforeseen circumstances swiftly and accurately is the difference between minimising service disruption and lengthy delays or cancelations.

This goes beyond transport, too. In construction, for example, if there is an accident on site or work isn’t carried out to the required standard, it can cause delays and impact the cost of the project.

The most reliable way of minimising such incidents is by having the right people in the right place at the right time. Your competency management framework plays a vital role in this. It achieves this not only by ensuring staff are trained, skilled and experienced, but also by being made transparent and available across your organisation. The link between training, assessment and scheduling needs to be seamless. Information must be available in real-time and events responded to accordingly.

What does real-time competency management look like?

Automation is key here. Let’s take the example of a train driver being assessed. Their ongoing competence is paramount to the smooth and safe running of services. Regular assessments need to be scheduled, conducted and reported on.

Driver A is due for their assessment. The assessor needs to be notified of the need to assess them and they will then go about conducting the assessment. Once the assessment is complete, they will then need to record the outcome of it. If Driver A has passed the assessment, this information needs to be made available to the driver, their management team and the scheduling team. In this scenario, it’s a case of confirming business as usual.

But what if Driver A fails to pass their assessment? In this scenario, further training may be required as remedial action to rectify their error. If the assessor notes Driver A as having failed, there needs to be a swift chain reaction to this. Driver A must be notified, their managers too, plus the scheduling team. Driver A may need to be removed from duty until such a time that they have undertaken the requisite training. This means, therefore, that the training team must be notified, too, with a view to booking Driver A in for training asap.

The scheduling team will then need to arrange to have another driver cover any shifts that they are booked in for. This triggers its own chain of communication, impacting another driver and their ongoing shifts. Regulations around working hours must be factored in and adhered to.

Automating this process makes it more efficient. Information, rather than being siloed by department, can be shared electronically at the point of input. This means that the driver, their managers, the scheduling team and the training department can all act quickly.

How do organisations automate their competency management?

This is a process that Transport for London (TfL) operates through CACI’s Cygnum software. Assessors are assigned to a list of tube drivers who need assessing, they can see their routes and timings and meet drivers at a station that best suits them. The results are recorded instantly and follow-up activities are automatically triggered.

Assessors access a priority list of drivers on the go through Cygnum. They can see where drivers are due or coming up for assessment. This means they can prioritise accordingly. Using the Cygnum Mobile app, assessors can record results on the go, in real time.

Obviously mobile reception can be an issue on sections of the London Underground. Where this is the case, results are stored offline on the app to be uploaded as soon as possible once reception is available again.

With results recorded in or near to real time, TfL’s training and scheduling teams have accurate and up to date information available to them. For the training team, their list of drivers is demand driven, so those drivers who need to receive training most are put to the front of the queue. This minimises frontline absences.

Ongoing training can be enhanced via automation too. Regular checks, from safety briefings to eyesight checks need to be conducted and recorded. Sending reminders and auto-booking people onto courses makes for a smoother process.

Network Rail operates its training management programme through Cygnum. This enables Network Rail to automate vast swathes of its training operation. Mandatory courses are booked in advance, attendance is accurately monitored and results are recorded and shared across the organisation.

The automation of this enables Network Rail to not only keep abreast of its training courses and who needs to attend, but also to inform schedulers of their outcomes. This is essential in keeping the right people in the right place at the right time.

Conclusion

Whilst automation of competency management can be incredibly useful across any transport organisation, it is only as reliable as the data entered into your system. Bringing data together from across your organisation is essential. Where data become siloed, its usefulness is stunted. Creating a single view requires the input of every department.

Automation can make the crucial task of keeping the right people in the right place at the right time more straightforward. It can alert you and your staff of required upcoming training. Assessments can be scheduled well in advance with results logged instantly. Training can be booked when it’s needed, including in a demand-led fashion. Again, making the outcomes of sessions available to the wider business instantly facilitates accurate and timely decision making.

Ultimately, automation of competency management underpins accurate scheduling. Assigning tasks to staff safe in the knowledge that they are the right people to perform such tasks is essential in transport. In any industry with moving parts, being able to make changes in a live environment is also essential. When schedulers and administrators have to manually trawl through records to evidence the changes they wish to make, it wastes valuable time. Being able to instantly understand someone’s suitability for a task, against their core competencies, skills, experience and working patterns, saves time and keeps services moving.

Automation is undoubtedly challenging to achieve, but the results are well worth it.

How technology is enhancing safety for rail workers at organisations like Network Rail and Transport for London (TfL)

Whilst the UK is in the enviable position of having one of the safest rail networks in the world, that’s not to say that things couldn’t be improved upon. Technology is playing a major role in advancing safety standards and enhancing safety for the rail network’s workforce and passengers. This case study looks at how Network Rail and Transport for London (TfL) are utilising CACI’s Cygnum software to support their efforts in managing the training and competency of their workforce.

Beyond the immediate safety of the workforce, enhancements in training and competency management serve to reduce overarching risk. Risk takes on many forms in the rail industry. Mistakes can lead to health and safety incidents; they can also result in service disruption and delayed projects. If staff aren’t appropriately trained, mistakes are more likely to occur. If staff aren’t assessed, there’s no knowledge and reporting on frontline delivery.

Capturing data and appropriately acting upon it is vital to a successful training and competency management framework. Being able to schedule training and assessments effectively and efficiently, whilst also being able to capture outcomes in real-time, helps organisations to maintain core competencies across their workforce and provide opportunities for career progression, an expansion in the available pool of skills and also the opportunity for re-training and mandatory ongoing training where necessary.

Training management

Training management takes many guises within an organisation such as Network Rail, which has a workforce of over 48,000 people. From mandatory ongoing training courses to more advanced, career progressing initiatives, Network Rail caters for its workforce with the provision of thousands of courses every year across 11 national training centres.

Running this process efficiently is paramount in achieving the desired training outcomes. Where manual processes are involved in inviting staff to mandatory sessions and checking that they have attended, mistakes inevitably creep in. This can result in staff attending the wrong courses, being sent to the wrong location or not attending.

Implementing a technology system can help to alleviate such issues, with automated checking of course prerequisites, auto-booking of staff to mandatory courses at defined intervals, auto-logging attendance on the day (plus any results that are required) and creating efficiency and consistency across the process. This leaves the more manual aspects to exceptions and more complex arrangements.

Furthermore, a robust training management programme enables organisations to diversify and enhance the range of skills available to them within their existing workforce. If places on courses are free, then they can be offered out to the wider workforce. This improves efficiency by helping to keep courses full. Making best use of available training resources by ensuring that courses are run to capacity and any vacant spaces are offered to interested employees who would benefit from the training opportunity, continuously enhances the core competencies and career opportunities available to your workforce.

Each training course costs money to run, from the trainer, the time taken by the employee and the room and facilities used. Finding a way of maximising the results of this expenditure is crucial. With improved visibility of class utilisation via Cygnum, Network Rail can offer out vacant course places to the wider rail industry, thereby supporting other organisations in their training needs and helping to support the wider safety standards of the rail industry.

Competency management

Closely linked to training is competency management. TfL utilises Cygnum to support the ongoing competency management of its 4,500+ Underground drivers. At a basic level, competency management is ensuring that staff are competent to perform their roles. For example that they are appropriately trained and qualified for the tasks they are undertaking. Beyond that, competency management helps organisations to understand the skills at their disposal across their workforce.

It also ties into training where mandatory ongoing training is required to maintain competence for a role. For train drivers, this includes basic aspects such as eyesight checks. It also establishes the triggering of mandatory training where mistakes have been made out in the field. Similarly to Network Rail, TfL can then schedule training at the point of a result being logged. This ensures that all drivers have access to relevant and necessary training to ensure ongoing competence.

To further have assurance on driver competency, TfL carries out ‘on the job’ staff assessments. These are scheduled by Cygnum automatically based on business rules and the driver’s duty rota. Both the assessor and driver are notified instantly. This reduces the manual effort in arranging assessments, making the process more efficient.

When an assessor assesses a driver, they can capture the outcomes on their mobile device via Cygnum’s mobile app, Cygnum Mobile. Results are uploaded to the Cygnum database and any follow up activities are automatically triggered as a result. Cygnum Mobile also includes offline data capture capability, to mitigate poor mobile reception when operating underground.

Improving workforce safety and reducing risk

By running robust training and competency management programmes, Network Rail and TfL are better positioned to monitor the skills of their workforce and ensure that appropriately trained and competent personnel are operating their services. This further helps them to monitor the safety of their networks by ensuring that all operators are compliant with industry safety standards.

Of course, no system can eradicate human error, but technology can help in prioritising workforce safety whilst at the same time encouraging career progression and the expansion of available skills within the workforce. Where the workforce is trained and regularly assessed, incidents can be kept to a minimum and when they do occur, understanding why is made easier. This is because the competencies, training, skills and experience of those involved can be quickly understood in reporting on incidents.

Having a complete picture of skills, experience and the results of regular assessments also supports administrative and scheduling staff and accurately and fairly assigning tasks to appropriate members of the workforce. Having a central view of core competencies set against bespoke business rules facilitates a degree of automation in scheduling, which reduces manual effort, improves accuracy and makes it easier to handle exceptions. Creating a central view of staff skills enhances workforce safety and reduces risk, since it reduces the likelihood of staff being assigned to tasks to which they’re not suitable for.

For more information on Cygnum, please visit: https://www.caci.co.uk/software/cygnum/m/

CACI is delighted to announce that its Cygnum software will be used by the Environment Agency as a logistics planning tool to schedule its workforce and assets in the preparation of and response to incidents across England ranging from small pollution incidents to widespread flooding. Cygnum will support the Environment Agency in scheduling the 7,000 staff members who have an incident role.

The Environment Agency has around 450 staff on duty 24/7 ready to respond to incidents. These roles cover specific or multiple geographical locations or are nationwide. In the event of larger incidents, the Environment Agency needs to scale up its response, with more people involved and   requiring the movement of people and equipment across the country to support them. The Cygnum solution will be used to plan both the duty roster of the workforce as well as the rostering of specific incidents as they occur. This will include managing the sharing of staff and equipment between teams where necessary.

“We’re delighted that the Environment Agency has chosen our Cygnum solution as its logistics planning tool,” says Ollie Watson, group business development director at CACI. “We have extensive experience in delivering solutions for largescale workforce management requirements and the team is excited to be supporting the Environment Agency in achieving these important outcomes.”

For more information on Cygnum and how it supports businesses, please visit: https://www.caci.co.uk/software/cygnum/

Appeals are an inevitable part of the school admissions process. How can they be effectively and efficiently handled to make the process easy and fair?

Effective and efficient handling of the school admissions process is essential to achieving the goal of a fair and transparent process for all. In this blog, we will look at the appeals process. Appeals are an inevitability. Every admissions authority will have to deal with them every year. In our last blog we looked at oversubscription criteria. They go hand-in-hand with appeals, since they are only required when more applications are received than there are school places available. Evidencing them, and how they’ve been adhered to, is essential to a fair and transparent appeals process.

The central tenets of the appeals process are twofold. Firstly, every parent has the right to appeal a place on behalf of their children. Secondly, the process must be fair and transparent. As we discussed previously, oversubscription criteria must be publicly available and their bespoke ordering by authority laid out.

The appeals process becomes a possibility when the authority rejects a child’s application. In rejecting it, the authority must:

• Make clear the reasons why the application was rejected
• Inform the parent of their right to appeal
• State the deadline for submitting any appeal
• Provide the necessary details to make any appeal
• Inform the parent that they must set out their grounds for appeal

The report for the 2022/23 school year shows that there were 53,086 appeals; 38,186 for secondary school applications and 14,900 for primary schools. This that means that 3.5% of applications are appealed by parents. So, how can the process be handled fairly and transparently?

Efficient processing of appeals in the school admissions process

The School Admissions Code lays out that authorities must establish a panel to hear appeals. Where appeals are heard by a panel, the decision is binding; the school must either admit the child or the application is confirmed as rejected.

In the 2022/23 school year, 19.8% of appeals were successful. This shows that authorities are getting the majority of rejections right. Yet, mistakes do happen.

Technology can play a fundamental role in fair provision and oversight of the admissions process. Where a place has been rejected, for example, because a family resides outside of the catchment area, being able to show the working on this is essential. In a manual process, this means revisiting how the decision was reached. Linking to a geo-mapping application provides robust evidence in an instant.

Other criteria, such as faith, can quickly be evidenced, too. Where a parent hasn’t submitted relevant supporting documentation to evidence their child is of the same faith of the school, the authority can quickly demonstrate that other applications were accepted as a result of this.

Making the process easy for parents is paramount, too. With a parent portal, applications and appeals can be made easily and recorded against the child’s record simultaneously. This further helps with timelines, since any appeals process can be withdrawn after the established date for their submission has passed.

If a panel is convened to hear an appeal, they too can have easy access in one place to the process, the rejection and the grounds for appeal. This helps them to make better informed, fairer decisions.

Conclusion

Nothing can prevent appeals from happening. As the statistics show, they are a prevalent part of the school admission process. Rather, authorities need to be in the best possible position to respond to them.

Where the end-to-end process is handled in a central system, it makes evidence gathering, communications and reaching fair and transparent decisions much more straightforward. Messages and outcomes can be submitted and received via a central portal. This means that parents receive information instantly and can appeal via the same method.

Appeals are to be expected, so being in position to administer them is crucial. They are a central part of the overarching school admissions process. Having a system in place, linked to admissions and oversubscription criteria, helps to make the task of implanting a fair and transparent process much easier for everyone. If the system is simpler for schools and authorities, it will be for parents, too.

The technology exists now to make the admissions process easier to administer, as well as fairer and more transparent for children and their families.

This is a topic that we’ve covered in greater detail, examining the entire admissions process, in our recent white paper, A fair school admissions process for all. You can download a free copy here.

When an admissions authority receives more applications for a school than it has spaces available, it must order the provision of places according to its oversubscription criteria. These rules can be bespoke to each admissions authority. The criteria must be transparent and easy to understand, with a public outlining of the criteria available. So, how can this process be handled fairly and transparently?

Admissions arrangements must be in line with the School Admissions Code. “The purpose of this code is to ensure that all school places for maintained schools and academies are allocated and offered in an open and fair way.” The code has the force of law.

Exceptions to oversubscription criteria

There are exceptions to whom oversubscription criteria do not apply. Children with identified special educational needs and disabilities (SEND) who have an education health and care plan (EHCP) which specifically names a school, must be offered a place.

Once they have been offered a place, the highest priority must then be given to looked after children and previously looked after children.

Having a record of any EHCP or child looked after status in the authority’s system already makes it easy for admissions teams to validate the status of such an application. A joined-up approach is essential for handling applications fairly and transparently. A robust evidence base also makes handling appeals much easier.

Once EHCPs and children looked after have been allocated places, the rest of the applicants must be sorted through. In the easiest case scenario, there will be fewer applications than there are available place and, simply, they must all be offered a place.

Setting out your oversubscription criteria

Every admissions authority must set out its arrangements against which school places are allocated in the event of oversubscription. Each authority can define and order the criteria in their own way. There is no prescribed ordering of criteria, or even which criteria must be included.

The following is an inexhaustive and unindicative list of oversubscription criteria:

• Siblings: It may sound obvious, but the authority must outline its interpretation of the term ‘sibling’. This is to cover step-siblings and adoptions. Linking family records in a central system makes defining and implementing the interpretation straightforward.
• Catchment area: These must be designed by the authority to be reasonable and clearly defined. Linking this to digital mapping solutions can further help define a catchment in a system by considering factors such walking time to a school.
• Feeder schools: These must be nominated by the authority and clearly defined. Linking records in a central system helps determine this, since obtaining current school attended information is easy.
• Social and medical records: Authorities must clearly set out how social and medical records will be used in this context. Enabling parents to submit any records as part of their initial application makes the process easier for everyone.
• Ability or aptitude: Any such requirements must be publicly available. Only grammar schools can base their entire intake based upon this.
• Faith schools: Enabling parents to submit supporting documentation at the point of application makes determining this much easier for everyone. Where faith schools are undersubscribed, places must be offered to all applicants regardless of faith.
• Children of staff: The School Admissions Code states that this applies to children of staff who have been working at the school for two or more years, or where the staff member has been recruited to fill a vacant post for which there is a demonstrable skills shortage. Linking records again helps to make determining this easier.

Conclusion

Oversubscription criteria are essential to a fair and transparent admissions process. Where places are appealed, a robust set of protocols also helps to argue the admission authority’s decisions.

It is also a process that can be automated. Where complete information on a child is held in an authority’s education management information system, all relevant information can be submitted by parents, schools and professionals, recorded against the child and considered when oversubscriptions criteria are called upon in the school admissions process.

This makes collecting evidence for appeals much more straightforward. No more manually trawling through records, aspects such as catchment areas can simply be called upon and put forward to an appeals panel.

It also makes determining admissions based on the bespoke criteria of the admissions authority much easier. To use catchment area as an example again, linking to mapping tools makes determining distance from a school incredibly straightforward. The decision can then be logged in the central system, with no need to resort to spreadsheets and physical copies of children’s records and the outcomes of their admissions.

The technology exists now to make the admissions process easier to administer, as well as fairer and more transparent for children and their families.

This is a topic that we’ve covered in greater detail, examining the entire admissions process, in our recent white paper, A fair school admissions process for all. You can download a free copy here.

The youth justice domain never stands still. As we create more data and more incisive ways to record and interpret practice and outcomes, we increasingly discover new patterns. These patterns are put to use in achieving our ultimate aim: improved outcomes for the most vulnerable children in our society. Where we can identify unmet needs earlier, we can enable prevention rather than reaction. Where we can know what is not working as well as evaluate what works, we can enact flexible options sooner, when and where they are needed. In depth data mapping of demand and responses is a vital support to frontline youth justice services. Such information has the power to show long-term socio-economic impact. This requires continuous improvements in the application of relevant research and tools and is why CACI remains fully committed to the domain. 

CACI’s ChildView software has been the system of choice for youth justice teams across England and Wales for over 25 years. ChildView supports the entire country of Wales and more than 65% of England’s youth justice teams. We understand for several years it has been a challenging time in the domain; budgets have reduced, skilled staff have been hard to retain, populations are expanding and the cost of living crisis is only serving to exacerbate social issues and stress which leads to avoidable vulnerability exposing children to harm. 

There’s much talk of efficiency, but efficacy is arguably more important. We are committed to continuous development of ChildView to demonstrate effective and efficient use of resources. However, as the largest and only specialist supplier we can uniquely focus on the YOS partnership to provide tools to generate whole system insights and enable collaborative innovation at a local and regional level. ChildView’s ongoing future roadmap focusses on reduced effort to create deeper insights about making a local difference at its core. We have been around for a long time and we intend to build on our unique know how for a lot longer yet. 

That’s why we will work more closely with our customers at a regional level as well as the Youth Justice Board (YJB). We will ensure that ChildView provides compliance with YJB standards by actively helping with implementation in the majority of YOSs and to make ongoing changes to achieve the aims of the YJB. Unique ChildView full case data exchange between CACI systems makes it easier, quicker and more secure to share whole child journey data on young people. This means that rich practice records are shared in a consistent fashion to promote ongoing engagement to reduce risk and build resilience. It helps to ensure continuity and ongoing engagement as young people move between different services and localities, too. 

Behind compliance and reporting, however, we understand partnerships and practitioners are working with real life stories, not just data points. Every young person has their own story and their own context. Understanding this is vital to engaging and making a difference to their outcomes. 

Being able to record often complex and nuanced information on a child at several levels is essential. With multi-agency touchpoints, bringing all of this together into single, relevant dynamic views of the child helps make many more accurate decisions quickly to efficiently navigate multi agency scenarios. This can help to reduce noise and effort through uncertainty and unknowns as well as reduce duplication and questions to appreciate the battles with systemic trauma and trust in the services intending to engage positively with children and young people. 

“Childview has been crucial in all of this in providing the opportunity to capture and analyse significant amounts of data on the different cohorts of children covered under the different strands of Milton Keynes’s Early Support Project,” says Diz Minnitt, head of youth justice and service support at Milton Keynes. “Further, Childview uniquely allows life event characteristics such as undiagnosed speech, language and communication needs, trauma and ACEs to be captured and used to add value to the analysis. This enables us to create rich sub-sets of our prevention data and thoroughly learn about what impact we are having and what is working. We can look at the numbers and the work we are doing that makes a difference.” 

Creating such tangible insights drives us forwards. We are fully committed to supporting the future  of youth justice and developing multi-agency partnerships in the vital work that you do and its outcomes for our society. We offer a unique team comprised of ex-service professionals who carry  your and their passion for this uniquely challenging specialist work. 

The education software and integrated systems that you use to underpin your education services and processes are vital to the effective and efficient operation and oversight of your services. From early years to admissions and transfers, SEND/ALN to virtual school services, technology plays a fundamental role in efficient, effective and fair educational services to meet increasingly complex objectives. But what are your services getting from your software providers? From initial training through to ongoing support and maintenance, your providers play an important role themselves in sustaining your services.

Selecting the right technology means selecting the right partner. It’s not simply a case of buying a system and then switching it on. There’s an implementation to be planned and programmed, data to be exported, cleansed and imported. Then there are ongoing support needs and updates required over time to keep the system secure, compliant and supporting your evolving needs.

Getting started with your education software

Once a decision has been made, how are you going to get your team up to speed with your new education software? Ensuring that training is included in the procurement process is essential. So too is agreeing costs for any extra sessions, such as training and development.

Running parallel to this is ensuring that the configuration of local process covers everything you need. We’ve seen many cases where authorities have purchased the minimum viable product to meet procurement thresholds. They’ve then found layer upon layer of additional cost once they’ve gone live. These costs cover anything from additional infrastructure to third party licence agreements in order to get the system working.

Understanding these hidden extras can greatly help in gaining a more accurate cost of your education software. Building upon minimum viable products can be timely as well as expensive. Mapping this all out can minimise friction and disruption upon implementation. Better still, identifying a partner which has the experience and capability to work with local issues out of the box brings everything into scope upfront. Understanding how ongoing changes will be managed further helps to achieve your objectives over time.

How will your education software be updated?

Another issue we see repeatedly is the downtime associated with upgrades and maintenance. This covers everything from enhancements to the software to critical security patches. Standalone systems can help with this. They can help in greatly reducing the time your software is unavailable for. Any necessary work can also be conducted at times that best suit you.

Where your education software is linked to another piece of software within the same suite of products, updating one facet requires the downtime of everything else, too. So, for example, if your education software provider needs to update another system that is entirely unrelated to education and the work you do, but sits on the same architecture, it will mean that your software will be unavailable whilst their systems are updated.

IMPULSE Nexus – what you see is what you get

CACI has designed its IMPULSE Nexus education software to suit the needs of local authorities like yours. It is modular by design, so you can pick up and plug in the parts that you need. This means you’re free to use as much or as little of IMPULSE Nexus as your needs require.

All our pricing is upfront and transparent. You don’t have to pay for the bits of the software that you don’t need. This helps you manage your overarching software ecosystem that can use IMPULSE Nexus as part, or the heart of it.

Like everyone else, we do conduct upgrade work to IMPULSE Nexus. As a standalone system, however, we can work with you on the best time to conduct these. There are three every year, so there’s always advance warning and time to make arrangements. We also offer a hosting solution which means that we can carry out these upgrades for you as a fully managed service. This further reduces friction and minimises downtime.

Furthermore, as IMPULSE Nexus is a standalone system, any upgrade work won’t impact your integrated systems.

Where you need further support from the team at CACI, our costs are transparent and upfront. Our annual advisory service (AAS) days are bookable in advance or as and when you need them. These are designed to help you with everything from project management to additional training. You can find out more here.

IMPULSE Nexus is used by authorities across the UK, including Birmingham City Council. You can find out more about how it uses IMPULSE Nexus to handle its admissions process here.

If you would like more information on IMPULSE Nexus, please visit our website here.

The idea of trauma informed practice has been around for a while now (SAMHSA 2014). It remains, however, a burgeoning area of practice. The West Midlands Combined Authority (WMCA) is attempting to take this forward into commissioning policy. Through a coalition of public service agencies, it aims to promote a framework for trauma informed practice in the region. Knowledge, practice-based evidence, data sharing, combined training and service inputs will set new pathways towards achieving better outcomes for all children in the region.

“Trauma informed practice is a journey, not a destination,” says Lucy Cavell Senior Trauma Informed Practitioner at Barnardo’s, the children’s charity which is coordinating the work of the WMCA trauma informed coalition which sets a policy direction. “There are different approaches in the seven constituent local authorities. For example, Birmingham City Council has a slightly different flavour to other organisations, having taken a holistic approach to training around trauma informed practice within children’s services and schools.

“We’re creating a community of practice on behalf of the coalition. There’s a sharing of knowledge and of best practice being implemented. The coalition is a reflective space with strategic support for locally based networks. It accepts the regional differences in localities such as Birmingham, Coventry and Wolverhampton, but it’s still early days, we’re still learning, gathering knowledge and promoting connections and promoting building the evidence base.”

Trauma informed practice in the West Midlands

The WMCA trauma informed coalition was established in 2022 in response to Punishing Abuse, to develop trauma informed practice in the localities. It includes the West Midlands police force, public health, primary care, local authority children’s services, schools, faith groups and charities including homelessness, temporary accommodation, drug, alcohol, domestic violence and mental health. The trauma informed coalition is borrowing from the learning about violence reduction and service developments in Scotland and other regions, such as in Wales, aiming to adapt this to the history and demographics of the WMCA.

“We saw the potential in being involved in such a coalition and the benefit that it can bring to so many vulnerable children,” says Lucy. “Punishing Abuse is a powerful piece of work that demands action. One of the primary barriers to this is siloed short-term responses. Services interact with children in the way that they see as being most appropriate and that makes sense to them. Children move in and out to other areas of the regional system with unseen and unmet needs and are dealt with in an entirely different way.” The importance of a more optimal and joined-up approach which is able to consider much more of the individual context of each child’s journey is something we’ve written about previously.

“One aspect has been the simple creation of training material to promote trauma informed practice,” says Lucy. “We’ve seen real leadership buy-in from the police, with training delivered to over 2,300 officers and staff so far. This covers the basics, from psychology and behaviours to appropriate skills in formulating partnership responses. This has seen a much more compassionate response from the police towards children, young people and families and their communities. Simply by understanding their behaviours differently it has increased the window of tolerance in police settings.”

What the future will bring

There is no blueprint for trauma informed practice and it remains a development area of work with vulnerable young people and their families. As Lucy outlines, there is no one-size-fits-all approach that will work.

“We hope that establishing a trauma informed framework via the coalition will at least set us on the path to end the punishment of abuse,” concludes Lucy. “The goal is to commission interventions that facilitate systemic resilience. Of particular interest and relevance to establishing a consistent unified approach across Educational settings is the Trauma Informed and Attachment Aware Schools regional certification model, informed by the work of ARC, Virtual Schools, Educational Psychology Services and Barnardo’s in the region.

“At the heart of the coalition is the intention to engage with adversity and trauma in regional localities to meet needs in an optimal way. Further, to promote evidence from effective collaborative partnership practice by capturing, monitoring and sharing relevant data and the context of individual, family and community adversity and trauma ethically. The objective is to make smarter service commissioning investments for the longer-term future of the region. There will be a need to step back to see what works and what doesn’t. It is, after all, early days.”

In the second part of this blog series, we will take a closer look at what success looks like for the WMCA trauma informed coalition.

Not so long ago CACI produced a video titled Walk in Their Shoes: Johnny’s Story. You can watch it here. It follows the typical journey of a young person brought up in adverse circumstances, tracking a story everyone involved in youth justice and many in education will be familiar with. The relentless churn of life, the destructive tendencies this realises then the horrific prospect of where this can, at its worst, lead. The topics of early intervention and trauma informed practice crop up often, but how much ground has really been covered?

Yesterday’s issues still exist today. School exclusions still happen as a result of schools being ill-equipped to manage the manifestation of trauma in such children as Johnny. They move from school to school, home to home, experiencing instability at every turn. This leads to disjointed record keeping and tracking of their journey. Different schools approach things in different ways. The transition to different local authorities results in intervention from different youth justice teams. This means more people coming and going and the going over of old ground.

How can trauma informed practice change Johnny’s Story?

It’s one thing realising an issue, quite another solving it. To fully understand the journey that any young person has been on, joined-up record keeping and a consistent thread of information is vital. As the young person moves from school to school and/or area to area, it is important that their information is appropriately shared with their next school or local authority. If it’s not, context is lost. Trauma informed practice is impossible without knowledge of events in a young person’s life.

Joined up record keeping is crucial in even the most vanilla of journeys. Where youth justice teams are involved, the context of the journey is even more so. If a young person arrives with limited information, then it necessitates the going over of old ground with them. Repetition of questions limits responses and creates mistrust in the services that are there to help them improve their outcomes. This limits the opportunities for trauma informed practice.

YOTs are seeing just over 8,000 new children (aged 10-17) entering their services every year. Consistent and reliable record keeping helps them to process these vulnerable young people. Services can then focus on achieving the best possible outcomes for them.

The most dramatic aspect of Johnny’s Story, of course, is the fact that he commits a murder. Thankfully, this isn’t a common occurrence, but young people possessing weapons still is. There were just under 3,500 knife or offensive weapons offences in the 2021/22 reporting period. This shows the prevalence of young people in vulnerable positions carrying weapons that can result in loss of life. As Johnny’s Story serves to highlight, such weapons are carried for protection rather than intent, but it only takes a moment for that to change.

Are things heading in the right direction?

The good news is that the number of such offences – the carrying of offensive weapons – has fallen from a high of 4,500 in 2017/18. Similarly, the number of new children entering the services of YOTs has fallen 10% year on year and is down 78% on the 2011/12 period which saw a record high. There has been a steady downward trajectory ever since.

Whilst these are encouraging figures which clearly demonstrate that the hard work of YOTs, local authority leaders and police is working, there are other areas of concern.

The latest data published 18 May 2023 by the government shows that, “Local authorities identified an estimated 94,900 children missing education, that is not registered at school or otherwise receiving suitable education, at some point during the 2021/22 academic year.” Estimates, however, vary as to the exact number depending upon differing definitions of missing school, as you’ll see in the National Youth Agency document in the next section.

This is another area where joined-up thinking and a consistent and reliable thread of data are vital. Local authorities have an obligation to check up on children who are not being educated at school and are being electively home educated. Schools must inform the authority if a child is excluded, so there is an onus on the authority to follow up on such cases.

It is clear that many are falling through the cracks. The Covid pandemic undoubtedly played a role, with many children not turning up again when children returned to schools in September 2020. This leaves such young people open to the threat of exploitation.

How young people like those in Johnny’s Story can become exploited

The most prominent of this exploitation is County Lines drug dealing activities. Gang activity is central to Johnny’s Story and is something that offers many vulnerable young people an identity and a perceived escape from their position. Exact numbers are impossible to come by, but notable estimates exist as to how many young people are involved in County Lines activities.

The National Youth Agency summarises the estimates on page four of this document. They cite data from the Home Office that c.27,000 young people are involved in County Lines, with The Children’s Society estimating that 4,000 of those are in London alone. Of course, estimates again vary here. The Children’s Commissioner noted in a Channel 4 documentary Britain’s Child Drug Runners (sadly no longer available on the channel’s streaming service) that 50,000 children are involved. Either way, it’s an unacceptably high number and represents a significant challenge.

Early intervention is vital in improving Johnny’s Story

The advantage of a joined-up record extends beyond the individual. Identifying patterns from a culmination of journeys can play a crucial role in early intervention. By the time vulnerable young people are involved in activities such as County Lines, it’s all but too late. Identifying their vulnerability in advance of reaching that stage is where stories such as Johnny’s can really be turned around.

Technology is fundamental to this. Where manual records are kept, information becomes siloed into teams and, worse, individuals. Maintaining transparent, up to date records helps keep YOT workers and their teams informed of each journey of each young person in their services. Then, if they move on, either the worker or the young person, the record can be shared with the next YOT worker involved in the case, furnishing them with knowledge and understanding of that case straight away.

Systems such as CACI’s ChildView facilitate the full case data transfer of files when a young person moves on from a service. This means that their next locality has vital context regarding the case immediately. YOTs working in tandem with one another creates a rich tapestry of information at an individual and holistic level. This will help to inform one another of best practices and create data mapping that can be used to inform better practice interventions in the future.

Conclusion

Johnny’s Story is grimly familiar to so many of you. Maybe not all of it, but so many vulnerable young people have experienced at least part of it. From constantly moving home, having different adults in their lives all the time, failing to settle at school and getting shunted from one to the other, lashing out in the form of petty crime and damaging public property, to seeking identity and purpose in gang-related activities; it is a very easy trap for them to fall into.

The good news is that things are improving. There is greater awareness of the issues facing these young people and the burgeoning area of trauma informed practice, for example, promises a better informed future roadmap of service responses. Each authority needs to be interoperable with every other, however, to truly open the door to fully informed practices and services.

Technology will facilitate this. In order to avoid the constant repetition of Johnny’s Story, it’s vital that authorities and YOTs embrace the possibilities.

For more information on ChildView, please click here.

Government bailouts to the tune of £1bn are ensuring that councils across England can cut their deficits. In return for this SEND safety valve funding, a focus on inclusivity of educational services to children with identified special educational needs and disabilities (SEND) is demanded. The move is designed to move councils away from a reliance on costly special measures educations. With inclusivity, it is expected that children with SEND will be reintegrated into mainstream school settings. Those who have been previously excluded, will be reintegrated into the mainstream setting.

The packages and fine print are different for each council, but these are the overarching themes. Councils are expected to work towards inclusion and integration, whilst being more accountable for their processes. How can councils achieve this?

The role of technology in supporting SEND safety valve funding

In creating transparency and accountability, technology will be fundamental to councils. As part of many of the safety valve funding bailouts, the government expects to see results. Maintaining manual systems of spreadsheets or paper-based notes is inefficient and ineffective. Being able to call upon robust digital records with every course of action mapped will save time and create much needed transparency.

Education, health and care plans (EHCPs) are also central to the SEND safety valve funding aims. It is important that each child who needs one receives one. One complaint across the board has been the inconsistency of the provision of this service across England. It has become something of a postcode lottery. Reshaping EHCPs was a central component of the SEND Review in 2022. The safety valve funding provides another opportunity to meet this challenge.

An aspect of this is early intervention. Many children go with unmet needs for a long period of time. This can result in behavioural challenges, exclusions and even entry into the youth justice system. A study by the National Institute for Health Research in 2021 found that 60% of children entering a youth justice service had an undiagnosed developmental language disorder (DLD).

Applying special measures later down the line is a costly process both financially and societally. Early intervention is a vastly preferable way of handling such issues.

Technology will support councils in monitoring their work in all these areas. EHCPs require a robust and consistent thread of attainment and information that will follow the child from 0-25. How children are included and reintegrated will also require input from several touchpoints such as parents, schools and professionals. Creating a central data hub for each child will make provisioning for their education easier. It will also make evidencing action points straightforward.

How SEND safety valve funding will improve inclusion

Primarily by building capacity in mainstream schools, thereby reducing the dependency on specialist provision. The SEND safety valve funding is there to directly support this, providing additional support in mainstream schools to support children with SEND.

This can cover EHCPs, too, with identified SEND on the increase as awareness of unmet needs increases. Having the administrative capacity to oversee EHCPs for every child with SEND is a challenge. Again, this is where technology will play a crucial supporting role for councils and their educational facilities.

Of course, specialist provision will still be required in some circumstances. Rather than use it as a go-to, however, the government would like to see a reduction in this. Creating a strong base of evidence, with all of a child’s records and professional inputs, will make it easier for schools and councils when demonstrating why such a course of action has been taken.

How SEND safety valve funding will support integration

In a similar way, SEND safety valve funding will support integration and reintegration. Exclusions happen but understanding why is paramount. SEND safety valve funding won’t eradicate exclusions and there will be circumstances in which they are necessary. When a child is excluded, however, having the context around their journey can help to inform next steps. Where there is SEND and unmet needs, can a child be reintegrated into a mainstream school environment where extra provisions have been arranged?

For reintegrating previously excluded children, a robust data source is imperative. Why was the child excluded? What were the circumstances? What are the circumstances in that child’s life? Were there any unmet or undiagnosed needs? Can new arrangements satisfy their educational needs within a mainstream setting?

This is a topic we’ve explored in a previous blog. The role of councils and schools in gathering accurate and reliable data is important in understanding not only a child’s educational journey, but their circumstances beyond the school gates.

Conclusion

SEND safety valve funding offers councils and schools an opportunity to recalibrate their services. And their approach to children displaying challenging behaviours. Understanding these behaviours and enacting early intervention will help prevent exclusions and improve inclusion for children with SEND.

Deploying a robust technology ecosystem will be crucial to the success of safety valve funding and councils and schools meeting the challenges laid before them. Joining the dots between a child’s circumstances and their education will drive understanding. This, ultimately, will determine the success or failure of safety valve funding. Deploying improved SEND provisions is one thing. Evidencing their effectiveness and meeting the goals of inclusion and integration are another. A strong evidence base will further drive understanding of those measure which work and those which do not.

For more information on how IMPULSE Nexus from CACI can support your education services in meeting the challenges laid out in the safety valve funding initiative, please visit: https://www.caci.co.uk/software/impulse/

Elective home education (EHE) has been on the rise since the COVID-19 pandemic and its aftermath. A recent report by Schools Week suggests that elective home education has risen by 60% since the pandemic. Up to 125,000 children now educated in this way. There are obvious safeguarding issues for local authorities to follow up on, from children missing education to ensuring that those children who are being home educated are in a safe environment and receiving an appropriate education. There are significant barriers to this for local authorities, however, not least in the form of there being no legal requirement for parents to inform local authorities that they are educating their child(ren) at home. So how can the challenge of monitoring these children be met?

This challenge is particularly acute for children who simply never enter full time education. Where a child was previously attending a school prior to receiving elective home education, schools have a duty to inform local authorities of their deletion from the school roll. A joined-up data approach is essential in order that correct and robust oversight is available.

As the Schools Week report highlights, however, growing numbers of elective home education pupils will inevitably result in a greater strain on local authorities in relation to monitoring and safeguarding. With more children to keep tabs on not being met with a similar increase in the number of available resources, it is vital that authorities find the most effective and efficient route to fulfilling their obligations.

How can authorities monitor elective home education students?

Data sharing is one obvious area in which authorities can help themselves and each other. Having a technology ecosystem in place that facilitates data capture from schools, local authorities, parents and any other professionals involved in a child’s educational journey plays a significant role in creating the transparency required for local authorities to act.

The background context for each elective home education child is another aspect that helps local authorities. If a child is known to local youth justice services, has identified special educational needs and disabilities (SEND) in England – additional learning needs (ALN) in Wales – or has previously been excluded from school, then there are areas around safeguarding and appropriate provision of education to them. This ties into the emerging area of trauma-informed practice when it comes to dealing with children and young people across the education and youth justice sectors. Put simply, context is vital, yet can only be factored in with a joined-up approach is adopted.

Of course, none of that is to say that every elective home education child has safeguarding concerns around them. Many parents and families opt for elective home education for myriad reasons and do a perfectly good job of educating their children. It is still important, however, that is satisfied in the eyes of the local authority.

Fulfilling obligations to elective home education students

So, how can local authorities fulfil their obligations for elective home education children? Making the capture of relevant data as easy as possible is the first step. If a child is taken off the register at the school, the school has an obligation to inform the local authority. How is this data received by the appropriate personnel at the authority? Once visits are scheduled to families, how are the outcomes of such visits recorded within the authority? If a child moves into or out of a local authority, how is that data received or shared with their next authority?

Technology is at the forefront of this. Removing the need to manually trawl through records makes the process far more efficient. If practitioners can easily access full case records, they can pick up and understand a child’s journey quickly. They can then record the outcomes of their own work against a child’s record. This maintains a single thread of information relevant to the child.

Conclusion

Portals can play a significant role, too. For example, IMPULSE Nexus from CACI is a modular system which features school, parent, provider and professional portals. Each touchpoint with the child has the ability to record relevant information which is then stored against a single record. This helps to maintain a holistic view of every child, with relevant data being made available to relevant parties. In the case of elective home education children, local authorities being notified instantly when a child is taken off register or excluded will trigger the appropriate follow up activities for the relevant personnel.

Ultimately, treating each family and child fairly and transparently is paramount. Every child has a right to access education, ensuring that families are appropriately providing this ultimately falls to the local authority. The tools exist to make this process more effective and efficient for everyone. Our data sheet takes a closer look at elective home education, what local authorities need to do inline with the Education Act and how they can best support children and families. You can read it here.

Families and their children move around frequently for myriad reasons. How can councils and youth justice teams maintain information relevant on these young people when they have fallen into their services? Each touchpoint with a young person in the youth justice system reveals a bit more about their story – losing that data and that insight costs time and effort. It duplicates work and can further disenfranchise young people and their families. Having a shared record, which is appropriately accessible across local authorities and youth justice teams, can help to join the dots in their stories to from a single, consistent data thread.

Data sharing across disparate systems can be difficult. Technology moves at such a fast pace and budgets don’t always keep pace with the changes. This results in multiple systems being used across different authorities to try and achieve the same goal – improve outcomes for young people in the youth justice system.

Transferring data between youth justice teams

The seamless transfer of data works to the benefit of local authorities, youth justice teams and, most pertinently, young people. When a young person moves location, it is vital that their youth justice data follows them. This helps the team in their new location to understand their story and circumstances, reducing duplication of work from one location to another.

It also facilitates swift and informed decision making. Where a single accessible record has been maintained by relevant professionals associated with the young person’s journey, it makes understanding and interpreting that story far easier for professionals new to it.

There are patterns that can be identified in the data. For example, we can easily demonstrate the profile of young person likely to fall into youth justice services. Looked after children are a good example. The Laming Review, keeping children in care out of trouble, notes that: “As a result of their experiences before entering care, and during care, children in care are at greater risk of entering the youth justice system than their peers. Looked-after children are more likely to be exposed to the risk factors established in research as associated with the onset of youth offending than the general population of children.”

Taking the data held by youth justice teams on looked after children will help them to build out a broader understanding of approaches that work. Approaches that work towards improving their outcomes and also approaches that work in understanding why they’ve ended up in the youth justice system.

The value of data in youth justice

Making this information accessible to other professionals can help with early intervention. The data held by a youth justice service can also be relied upon by other youth justice services to help form understanding from a holistic view of approaches to the issues faced.

Sharing of vital information can be an incredibly time intensive, manual process requiring duplication of data. This leaves the process open to human error and the natural time constraints placed upon already stretched services.

In Wales, this problem has been removed. Each of the 22 youth justice services in Wales now uses ChildView from CACI. This means that young people moving within Wales can have their full case record transferred to their new locality automatically. All data is gathered from ChildView via the data exchange button. Enter the reason for transfer and the system collects all the data and transfers it on. This greatly helps in ensuring that relevant professionals have all the information that they need on a young person in order to advance their journey from a firm base of understanding.

Being able to instantly have all the information on a young person moving to a new locality helps to improve their outcomes. They won’t face duplication of effort in another professional entering their lives asking the same questions as before. Instead, a seamless transfer of their record is facilitated.

A joined-up youth justice approach in Wales

The single system response in Wales makes this data transfer frictionless. It also enables youth offending teams to work in an interoperable fashion, whilst also retaining their independence of approach to this complex work.

Applied learnings are vital in breaking down this complexity. It’s something that we see more clearly with aspects such as children missing education, which is an increasingly prevalent issue. It’s also one that no one has a firm grasp of. Estimates of the number of children missing education in the UK vary from 50,000 to 250,000. This depends on what you read and what your parameters for missing education are. One thing which is clear, however, is that it’s an unacceptably high number whichever lens you view it through. How can this issue be tackled by the authorities tasked with resolving it?

Disjointed and incomplete records only serve to exacerbate the issue. Young people fall through the cracks far too easily and disappear into the ether. Understanding a child’s school patterns is a vital piece of information. Linking education and circumstances to the work of youth justice workers is vital. Establishing this single view, from multiple systems and sources, paints a complete picture.

How ChildView helps

That’s why we’ve made ChildView an interoperable system. One that’s capable of working with and alongside other software to create an overarching picture. Being able to seamlessly transfer data is only part of the picture. Being able to seamlessly receive data is also of utmost importance. A young person’s journey doesn’t end when they move location.

Creating this single view drives insight and understanding that is not just applicable at an individual level, but also across every young person in the youth justice system. Having this single view in Wales will help its 22 local authorities to build a comprehensive understanding of youth offending. What works in tackling the issue, what helps in improving outcomes for each young person? Ultimately it will help in reducing the number of young people in the youth justice system, either as first time or reoffenders. A complete picture improves their safety and wellbeing. It plays a vital role in supporting some of the most vulnerable people in our society.

For more information on how ChildView supports the complex and challenging work of youth justice team, please visit: https://www.caci.co.uk/software/childview/

CACI is delighted to announce that its Cygnum software is now being used as Network Rail’s planning and administration solution for training its 43,000-strong workforce.

Cygnum supports all aspects of Network Rail’s training management, from automated creation of courses based on demand, intelligent allocation of staff, trainers and resources to courses, to communication of planning and optimisation of changes. Cygnum will assist Network Rail in achieving a holistic view of all its training and results, helping it to realise efficiencies across the process and ensure that all staff are appropriately trained. The attendance and results of courses are logged in Cygnum, with the system submitting course invitation and joining instructions to Network Rail staff, as well as actioning any follow-ups as required.

“We are delighted that Network Rail has chosen CACI’s Cygnum software to support and underpin its training planning and administration process,” says Ollie Watson, Group Business Development Director at CACI. “We are looking forward to supporting Network Rail in achieving a more efficient and streamlined training programme that delivers necessary and ongoing training to its workforce as optimally as possible.”

For more information on Cygnum and how it supports businesses, please visit: https://www.caci.co.uk/software/cygnum/

CACI is pleased to announce that its Cygnum solution is now being used by Transport for London (TfL) to support the competency management process for its 4,500 London Underground drivers.

Cygnum is designed to assist organisations in all aspects of their workforce management, from scheduling and competency management, through to training and recruitment, helping to keep appropriately skilled, experienced and qualified staff performing tasks. Cygnum will assist TfL in gaining a holistic view of the ongoing competencies of its London Underground drivers.

“We’re delighted that TfL has chosen our Cygnum software to underpin the ongoing competency management of its tube drivers,” says Ollie Watson, Group Business Development Director at CACI. “We’re looking forward to continuing to work closely with TfL on its Cygnum solution to help ensure that its competency management programme is run efficiently and effectively into the future.”

For more information on Cygnum and how it supports businesses, please visit https://www.caci.co.uk/software/cygnum/

“There is an urgent need to better understand the cumulative impact of adverse childhood experiences (ACEs) on health outcomes across the life course, integrating epidemiology with fields including epigenetics, immunology and neurology. Equally, there is a critical need for knowledge on how services can become more trauma-informed, what impact trauma-informed service delivery can have, and how services for children and families affected by child maltreatment, substance abuse, domestic violence or incarceration, for instance, can be better integrated to provide a cohesive offer.” The Lancet Research Report, Volume 6, Number 11, November 2021

The annual cost associated with the nine health conditions, including violence and four health risks resulting from ACEs, has been estimated at £2.2 billion per annum in Wales.

In several service areas, notably education and youth offending, there is emerging awareness of the impact of trauma upon populations. However, there is limited evidence of the cost effectiveness of trauma informed service interventions and, therefore, there are difficulties in building and sustaining such services, including prevention. This is in part due to the variation in definitions and understandings of trauma and trauma informed practice. More work remains to be done on this emerging area of practice.

Further, there is a challenge in applying research to real lives. The 10 flat ACE categories fail to account for wider adverse experiences and the cumulative and dynamic effects of adversity and associated trauma, as noted by Dr Alex Chard in his 2021 paper, Punishing Abuse. Similarly, service assessment tools have typically failed to fully captured the age timeline details and context of historical adversity and trauma events. This adds to the difficulty of seeing where needs have not been identified earlier and where unmet needs interact with earlier vulnerabilities such as with universal service environments, decisions and outcomes.

Further, point in time screening and assessment tools do not allow an evaluation of the difference that can be made by applying trauma awareness, skills and approaches in support services as well as specialist interventions such as enhanced case management (ECM).

The findings from the recent public health research, Tackling ACEs: State of the Art and Options for Action, point to further adaptations that can be delivered to allow structured recording of adversity and trauma experiences to be more fully and consistently used to provide feedback to service leaders. Further, these arrangements can overcome the practical and ethical problems associated with ACE screening and enable routine reporting and evaluation of efforts to respond to adversity and trauma, for example in youth justice (and perhaps virtual schools) services. The same arrangements can also facilitate effective and sustained multi agency prevention around universal services in education.

However, it seems that children’s services at this time experience significant challenges in implementing statutory safeguarding and other statutory services for Children Looked After and Special Educational Needs. Many service areas are generating high costs without achieving better care or outcomes. Alongside this are workforce challenges of retention, sufficient stability and consistency of skills. Whilst these issues demand leadership time they can also draw attention away from developing the necessary longer term aligned service solutions.

So, what can be done against this backdrop? At CACI we accept that technology can make a significant contribution to the challenges, however, where and how information management is applied, implemented and supported can make a difference to facilitating and ameliorating outcomes or, in fact, becoming part of the problem, for example being overly focussed on process efficiencies to reduce staff and silo costs versus enabling aligned, coordinated and sustained effective multi professional relational helping capability.

The public health research makes evident the very significant long-term socio-economic costs that include:

• Avoidable costs of social care and health services
• Increased costs of special educational needs
• Harm to individuals and communities from anti-social behaviour, violence and other crime
• Loss of human capital and educational potential
• Lost cost from providing services not aligned to reducing adversity or ameliorating harm
• Lost taxes and productivity through lower economic activity, ill health and early death

Further, the recommendations are clear about the need to capture child development and real life adversity and trauma event data alongside service responses and child journeys. The overarching goal will be to use this data operationally to discover where tailored multi service practice responses to individual, familial and local community issues and contexts deliver a sustainable positive impact.

“Increasing the methodological consistency of data collection, particularly in children, would help to promote early prevention, inform the provision of support, evidence the impact of prevention, and evaluate progress.” Tackling ACEs: State of the Art and Options for Action

A key challenge is achieving the alignment of universal services, effective multi professional prevention and early help responses.

Population data is increasingly available about the high costs of adversity and trauma accrued over the life course and could be considered in guidance, oversight and regulation of individual service decisions and options. This can be the next challenge for information system designers.

What does a good procurement process look like? Something we often see in the market are knee-jerk reactions. A problem within an organisation has been identified so a tender has gone out to market in a bid to rectify it. Whilst this can work, it pays to have an intimate understanding of what your problem is, how you would like to solve it and the impact the solution will have on your team and the future of your service.  

Ultimately, understanding your procurement needs is the first step of your new project.  

Once understanding is established, it makes life a lot easier (for you and a provider) when the implementation phase of the project gets underway. 

Understanding procurement to understand the project 

At CACI, we use our proprietary FUSION project management methodology to underpin every implementation that we deliver to customers. The first phase of this is to shape the project. Working closely with your team, we establish what the project will look like, what your needs are and what success will look like. This is the stage where buy-in needs to be established across your teams, from management to end-user levels.  

Having a fundamental understanding of why you’re purchasing a new technology solution makes this stage far more straightforward. It’s very difficult to elaborate on vague concepts and ideas. 

Helping your chosen technology provider to help you is half the battle: 

• What are the long-term, strategic aims of your service? 
• What areas of practice do you need the technology to assist with? 
• How will it positively impact your team? 
• How you will resource the project internally? 
• What timelines are you aiming to achieve? 
• How will training be conducted? 
• How will the system handle departures and new starters? 
• What do you want the system to look like in five years’ time? 

Starting with the why 

What do you want and why do you want it? It sounds like such a simple question, but a failure to grasp this point creates major issues over the lifecycle of a project. It makes it difficult to obtain buy-in internally, whilst making it difficult to explain to a provider what you need their technology to achieve for you. 

This needs consideration of everyone involved, from those responsible for the procurement through to those who will be working with the technology and service users. Across this spectrum, what does good look like? 

This is when knee-jerk reactions can hamper the success of a project, where it is deemed to be important to be implementing a system in response to a situation, rather than considering the value proposition and impact of new software thoroughly. If a decision has been made in haste, without due consideration as to how it will impact end users and service users, then the definition of success will likely deviate from the originally intended definition. They may well feel that the existing solution works well for them, too. Change management is another important consideration from the outset – FUSION change management. 

It is also important to understand your existing technology infrastructure. Often we see cases of competing influences within an organisation, whereby a decision is made as to the infrastructure based upon cost and/or convenience for the IT team. Whilst these are undoubtedly important considerations, it can leave organisations relying upon software which doesn’t meet the required outcomes for staff and end users. 

Understanding why you need new technology and focussing on those outcomes, before taking a tender to market, helps the lifecycle of the project. 

How CACI can help 

If you are looking for new solutions, it is worth speaking to providers before entering a formal procurement process. Of course, procurement needs to be conducted along specific guidelines set by your organisation but speaking to providers to gauge an understanding of their technology and how it might benefit your organisation is a good idea. 

Furthermore, at CACI we have worked with countless customers on implementation and project management. We developed FUSION based upon the understanding of project delivery accrued  over thousands of projects. We can work with you and your team outline how the project would be developed and delivered, outlining each step to help you achieve project buy-in across everyone affected. 

Procurement frameworks 

The final step, once you’ve understood what the project is and what success will look like, is understanding how you can procure. CACI is listed on several public service procurement frameworks. Going through this route can help to avoid lengthy tenders and legal wrangling over contracts. Talking to providers in advance will help in gathering this knowledge so that once you’re ready to move, the procurement process runs as smoothly as possible. 

One of the suggestions of the recent SEND review was to overhaul EHCPs. We take a look at how this can be done and what it will mean

The Department for Education (DfE) commissioned the SEND Review in 2019. The aim of this review was to explore the challenges faced by children and their families with identified special educational needs and disabilities (SEND). In March 2022, after much consultation, a green paper was published which puts forward several suggestions as to how the SEND process can be better administered to improve efficiency and, ultimately, improve outcomes for those children and their families. In amongst the plethora of suggestion sits one around EHCPs (education, health and care plans). I wanted to use this blog to explore this area specifically, since the response to the DfE’s suggestions is already available to schools, children, their families and local authorities.

What does the DfE want to do with EHCPs?

In short, the DfE wants to streamline EHCPs. As things stand, there is a loose outline for EHCPs but the level of detail within them is at local discretion. This has resulted in inconsistencies at local and national levels, leading to inconsistent responses to them. This is particularly acute where professionals work across two localities: getting to grips with two interpretations of EHCPs takes time and increases the manual, administrative burden upon professionals.

As the SEND green paper notes; “There were inconsistences in the structure, length and formatting of EHCP forms, with the samples included in the analysis ranging from a maximum of 40 pages in one local authority to between 8 and 23 in another. The EHCPs produced by the local authorities in the sample would take approximately 50 minutes on average to read aloud to a child. This lack of consistency means that partners who work across multiple local authorities must navigate multiple processes and templates, reducing their capacity to deliver support and adding to their administrative burden… We therefore propose to introduce standardised EHCP templates and processes.”

Sounds sensible, how will it work in practice?

The central hook upon which EHCPs will be hung going forward will be via a template provided by the DfE. This will standardise the information captured and make it easier for professionals to traverse each EHCP, simplifying the interpretation of the information within them and making it easier to input appropriately into each child’s journey.

Another rule that the DfE is seeking to implement around EHCPs is that any changes to them will need to be signed off by the parents of the child. Their increased involvement is seen as central to the success of the SEND process going forward.

The fundamental change to the management and administration of EHCPs is that the DfE is looking to fully digitise them. This means that they will only be accessible digitally. This will make the process much more efficient and transparent, since each EHCP will have a fully auditable trail of activities and inputs. This will make interpreting each EHCP much quicker, too, since a complete record of professional and parental input will be visible to schools, professionals and parents.

Creating a central record will enable for greater control, ease of access and interpretation of data for everyone concerned. Children with identified SEND necessarily find themselves in a multi-agency scenario, so tying their record together digitally makes interpreting and understanding their journey easier.

This also makes the information pertaining to a child’s SEND status useful beyond the boundaries of education. For example, in a youth justice scenario, it’s useful for practitioners to have a complete view of the young people within their services. Having information on their SEND can be informative in painting a complete picture of their journey and understanding their life story.

Technology supporting the single view

In creating a fully digital EHCP, there is a tacit acknowledgement of the involvement of technology. The vast majority of schools, local authorities, parents and professionals have the ability to access and record information digitally. How the DfE will implement this will be the interesting point.

A number of different technology solutions exist across the education industry, so there’s no chance of every authority and school deploying the same software. Nor should there be. Each school and authority should be free to select the technology and partners that work best for them.

Where the DfE will need they systems to work for them is in regards of interoperability. How can the information in an EHCP be shared between systems in multi-agency scenarios?

Most systems support this, with the ability to establish the set of data fields that will be outlined by the DfE and can communicate with third party systems to send and receive information. This will be vital in achieving the SEND aims of the DfE for EHCPs.

Conclusion

Achieving this single view of a child is something that we fully support, and our recent white paper covers the topic across children’s services more broadly. In multi-agency scenarios, such as those presented by SEND, it is imperative that all parties can access and record information unilaterally whilst contributing to the ultimate goal of improved outcomes for children with SEND.

A standardised response to SEND and EHCPs will also make the entire process more transparent, without local interpretations causing issues for children moving schools, region or for professionals picking up disparate cases. The response to SEND should not depend upon where you live and the process should be transparent and consistent for everyone.

As a technology provider in the education sector, we have long seen the benefit of interoperability with third party software providers in the sector. The ability to send and receive data seamlessly creates efficiencies in the process that will be to the ultimate benefit of the end service user, in this case children with identified SEND.

Creating a rich, single view of every child can only be beneficial in data mapping, understanding behaviours and tackling the challenge of improving outcomes for all children. We too often see information, systems and processes siloed into regions and sectors, so the aims of the DfE are welcome in tackling this. Education is a right for all children and young people, ensuring that the process is open, fair and easy to understand makes it a lot easier for everyone.

Creating a single view of the SEND journey is an important step. Making their information available to the multiple agencies that interact with SEND children, will only enhance the ability of each agency to interpret and record data on them, sharing their professional insights with others involved in their journey.

More families forced in poverty and the impact on children

There are practical concerns around the cost of living crisis for children in and around the poverty line. Children with identified special educational needs and disabilities (SEND) are far more likely to come from low income households. Some 37.2% of children who have identified SEND qualify for free school meals. 19.7% of pupils without SEND qualify.

Taking this further, 56.2% of looked after children (LAC) have identified SEND. The most common type of need for LAC is ‘social, emotional and mental health.’

In 2021, the last time statistics were published by the government on the subject, 80,850 children were LAC in England. This number steadily increases year on year, so it’s reasonable to predict that the cost of living crisis, in placing greater pressure upon families to support their children, will force many past breaking point and result in more LAC.

On top of this, 400,000 children are in the social care system. Again, in a time of social strife, it’s not unreasonable to predict a rise in this number, too.

How can our services react?

The obvious fix is money. Sadly, that’s unlikely to be forthcoming. From Liz Truss and Kwasi Kwarteng’s mini-budget which did so much damage to the short term outlook of the UK economy, to current prime minister, Rishi Sunak exploring tax increases and public spending cuts, it’s clear that the government will be pursuing cuts in public spending in one form or another. A report from the Resolution Foundation economic think tank suggests that the government needs to find £40bn to rebalance the UK’s finances. Social care, youth justice and education will all be affected.

So, there won’t be any more money available to services that interact with vulnerable young people. As the report in The Evening Standard highlights, concern is now spreading away from those eligible for free school meals to those in the bracket just above them. To borrow another line from that report: “Up to 800,000 children in England live in households on universal credit that do not qualify for free school meals because their annual household earnings (excluding benefits) exceed £7,400, according to the Child Poverty Action Group. This risibly low threshold — of just £617 a month after tax — is applied by the Government irrespective of the number of children in the family and mostly impacts low-income working families.”

The social interpretation of ‘poverty’, as well as the literal one, requires redefining. That’s not something that can be achieved easily or quickly, so what can be done in the here and now?

Efficiency getting the most from available services

Efficiency is one way that services interacting with vulnerable children can, simply put, provide more services to more children. This will be vital in identifying and responding to children with SEND, as well as processing information on children such as their eligibility for free school meals and uniforms.

If staff are bogged down in administrative tasks, it impacts their ability to focus on improving outcomes for these children. What staff in children’s services are best at is helping those children achieve the best possible outcomes. If admin can be left to technology and automation, where possible, this helps to free up time.

In the case of vulnerable young people, those 400,000 in the social care system as well as those 1.49m pupils (16.5% of all pupils) with identified SEND, multiple agencies will be involved in their journey.

How can shared learnings be applied across agencies? Several expert opinions will be applied to each journey, so sharing this information across agencies will help in forming a stronger, better informed opinion of each child.

Conclusion

With inflation sky rocketing, energy bills soaring and wages failing to keep pace, there will obviously be a challenging time for many people. The links between poverty and SEND are clear, though.

So too, are the links between disadvantage and activities such as County Lines drug gangs. In desperate times, the apparent carrot of an easy way out will leave countless more young people vulnerable to these types of activity. It is estimated that as many as 50,000 young people are involved in County Lines activities across the UK. The temptation to make ‘easy money’ with such gangs will only grow with the cost of living crisis.

This is another situation where data and insight will be so important. There are various estimates as to the number of children missing education depending upon your definition of missing education, but those not accessing full time education is around the 50,000 mark. This might be coincidence, but such insight is valuable in protecting and safeguarding vulnerable young people.

As such threats increase in society, services being aware of them is a significant first step in attempting to resolve them.

The number of children in poverty will certainly increase. With that, crime will rise. Pressure on education, youth justice and social workers will increase, too. The link between poverty and SEND is apparent, creating another burden on already stretched resources.

Making the best use of the resources available is paramount. It has always been important, but never more so than now.

For more information on how technology can support local authorities, schools, parents, professionals and youth justice teams in improving outcomes for vulnerable young people, please visit our website here.

Deploying modern technology systems is vital for the growth and prosperity of any modern business. They help to drive efficiency and create transparency, underpinning business growth and operations. Making reporting easy and having a holistic view of your organisation identifies areas of strength and weakness. Deciding on a technology provider, however, is almost the easy part. What happens once the contracts are signed and the technology is implemented?

Post-implementation is the most important step in any relationship. Things change, so keeping pace with that change is vital. There will be staff turnover, new business rules, external pressures and changing targets over time. To meet this challenge, it is vital that your technology can adapt and evolve to suit your changing needs.

A technology partnership

The implementation of a technology solution into your business never really stands still. Once it is adopted, getting the most from your investment is essential. Too often technology is decided on, purchased, implemented and then just left to drift as the initial excitement cedes to apathy. The way to avoid this is to have a longer-term plan that goes beyond just getting the technology live.

How will your teams utilise the technology? What will they gain from it? This is why viewing your technology provider as a partner is so important. Considering how the partnership will play out in future should be part of your roadmap. From implementation to training to ongoing support, it’s a partnership that needs to adapt and evolve over time.

Change is inevitable in any business. Your needs and requirements will shift over time, meaning that your technology infrastructure will need to be agile to your demands. Working with a technology partner that understands your business helps to facilitate the evolution of a solution.

Interoperability

Aspects such as interoperability also need to be considered. A ring fenced or unopen software solution will be unable to work with other systems that you currently use. Perhaps more pertinently, it will be unable to work with other systems that you may wish to use in the future. By working with open architecture solutions, you can get your technology solutions to work with one another to deliver a holistic solution to your requirements.

This has the added element of creating efficiency. Where systems can interact and work together, it reduces manual efforts in aspects such as reporting, since data can be gathered seamlessly from multiple sources.

Again, making a technology provider a partner means that you can develop a future roadmap of implementations with them. They can also provide help and support in developing links between their software and others that you would like to include in your technology ecosystem.

FUSION

A clear roadmap towards success helps both parties and all individuals involved in understanding what they need to input to a project such as implementing new technology. At CACI, we developed our FUSION delivery methodology to help not only your team in successfully delivering a project, but also ours in getting to understand your bespoke needs and how we can deliver a solution tailored to them.

This helps to keeps minds focussed and provide an evidence trail of desired outcomes. Post-implementation, we understand that business needs evolve. It’s therefore vital that we provide ongoing assistance to keep your investment in our technology relevant to deliver a return on it.

Ongoing assistance scheme

As part of our partnership with you, CACI deploys an ongoing assistance scheme (OAS) to book in and guarantee time between our team and yours. This helps to support ongoing development of your deployment of our software. It is also useful for completing ad hoc tasks and can cover knowledge gaps at points such as staff turnover. Our team can step in to fulfil roles, for example setting up and establishing reports, helping to take the strain off certain tasks.

The OAS days work really well for us in our ongoing use and development of Cygnum. It guarantees us time with CACI to focus on enhancing how we utilise the system. The consistency of the support makes it very easy to plan around and our point of contact, Odette, is really knowledgeable on both Cygnum and our operational needs, so it’s something that’s really beneficial for us. Odette feels like an extension of our team within CACI – we have a great relationship and it adds value to how we use Cygnum.” Norfolk First Response, Norfolk County Council

Our OAS days are designed to be flexible in terms of delivery and scope. Being booked in advance, they are offered at a discounted rate. Block booking them upfront also means that the procurement process is negated. When you need support, our team is on hand.

Using OAS days to scope future requirements is a vital step towards our customers continuing to get the most from our technology. In effect, our team members become part of your team, understanding your bespoke requirements and mapping out how we can support them.

Not only does this deliver ongoing customer success with our technology, it also aligns our strategy to yours. With a more intimate knowledge and understanding of how your business works and what your team needs to achieve, CACI can be a proactive partner.

Modern technology sits at the heart of any business. Selecting a technology provider is one thing, understanding how they can partner with you is another. Investing in technology is an expensive process, in terms of price, but also time. Getting the most from that investment will determine the success or otherwise of it. Partnering with the right provider is fundamental to realising the objectives your business needs.

For more info on Cygnum, please visit https://www.caci.co.uk/software/cygnum/

Lucy Sweatman, Education Programme Manager for Cambridgeshire County Council and Peterborough City Council said:

“We’re looking forward to working with IMPULSE Nexus. Most importantly, the new system means we can increase the quality of the service we offer to children and families, enabling both authorities to improve their SEND processes, with input from all agencies into each child’s plans and provision. It will also make the whole process more efficient, bringing everything to do with SEND into a single view. This means we will be able to help children and young people with SEND in a more collaborative way, driving and enhancing the partnership working between schools, professionals, authorities and parents. This will make the process of recording outcomes and requirements much more straightforward, enabling us to act more swiftly and efficiently.” 

IMPULSE Nexus is made up of several modules, of which local authorities can use as many as they need to support their education services. Based upon an interoperable framework, IMPULSE Nexus modules can integrate with other services and providers to offer a joined-up view of each child and service. 

“We’re delighted that Cambridgeshire County Council and Peterborough City Council have both chosen IMPULSE Nexus SEND solutions to support their ongoing work in this vital area,” says Phil Lucy, Director of CACI’s Children and Young Person’s division. “By providing a fully auditable trail of activities, with the ability for all stakeholders to record information, IMPULSE Nexus will help both authorities to enhance their SEND processes and provide efficient and effective support to those children needing their services.” 

“We’re looking forward to getting started with ChildView and realising the benefits that it will bring for our service and the young people who we support,” says Simon Newling-Ward, service manager at Nottingham City Council Youth Justice Service. “We need a system that will support every aspect of our work. ChildView ticks this box and further enables us to share data seamlessly and fully with other youth justice teams. With young people often moving around, it is vital that we can receive accurate and complete data on them when they come under our auspices. At the same time, it’s equally important for us to be able to share the information that we have built on a young person’s journey if they move to another local authority, in order that they can continue to receive the best support possible.” 

“We are delighted that Nottingham City Council has chosen to utilise ChildView across its youth justice service,” says Phil Lucy, director, CACI’s Children and Young Persons’ team. “Working with a majority of youth justice services operating in England and Wales and their major cities, I feel that our team can support Nottingham City Council’s team and we’re excited to do just that.” 

The contract was awarded to CACI via the G Cloud framework.