Contact: John Wilkinson, Assistant County Education Officer (Lifelong Learning) 01962 845084 e-mail: [email protected]

1 Summary

1.1 This paper seeks to inform Members of the changes and developments that have taken place in South Central Connexions services. It clarifies the important role of Connexions in working with young people. It emphasises the manner in which Hampshire County Council has supported their development through effective partnership, and highlights issues relating to legal, financial and personnel matters stemming from the imperative for South Central Connexions to manage their services centrally.

2 Background information

2.1 The Connexions strategy is a government initiative which grew out of the former Careers Service and the report "Bridging the Gap" (Social Exclusion Unit 1999) which focused on the need to engage more young people in education, training and employment, particularly by widening opportunities for participation. The intention has been to create a comprehensive support service for young people between the ages of 13 and 19 years. This service is seen as an important element in helping to raise educational standards and the promotion of social inclusion for young people. A key purpose of Connexions is to break the `cycle of non-participation and under achievement' for those not in education, training or work, whilst sustaining universal support in advice, guidance and information for all young people.

2.2 The County Council has been an active partner in the development of South Central Connexions Service since its establishment in Summer 2000. The four Chief Education Officers from Southampton, Portsmouth, Isle of Wight and Hampshire, together with VT Southern Careers Ltd (VTSC) were the core members of the South Central Connexions Partnership (SCCP).

2.3 Following a successful eighteen month pilot, the County Council agreed a contract with SCCP, led by the Youth Service, to co-ordinate the Connexions Service in Hampshire, between September 2002 and April 2004. This necessitated the recruitment and development of teams of Personal Advisers (PAs) and in establishing Connexions Information Centres. In addition, in keeping with the Transforming Youth Work agenda, the Youth Service established joint working arrangements and provided the support for Connexions bursary award holders, including support for the direct involvement of young people in the development of the Connexions Service. Separate contracts were agreed with Social Services to provide Personal Advisers to support the Authority's Looked After Children and the Teenage Pregnancy Service. SCCP also entered into a contractual relationship with VTSC to provide Personal Advisers for careers advice.

2.4 During 2003, SCCP carried out a review of its services to best value principles. This led to a reassessment of priorities to underpin the tendering process for new contracts for April 2004. The contract process was halted, after significant preparation had been undertaken, owing to Government funding changes in February 2004. A decision was taken to extend existing contracts until 31 July 2004. These Government funding changes significantly reduced available funding and Connexions Services nationally were asked to look at organising themselves to reduce the VAT paid out to suppliers as a way of achieving this reduction. In order to deal with this crisis, the SCCP Board, at its meeting at the end of May, took the decision to move to direct management of Connexions Services from 1 August 2004. This was considered to be the most cost effective approach to sustain and improve the good quality support services offered by Connexions to young people. However, it meant that there would be no contract renewal from August, which had particular consequences for VTSC and a knock-on effect for Hampshire County Council.

2.5 From 1 August 2004, Hampshire County Council no longer employed nor managed Connexions staff, apart from a few very small projects. Some 54 staff were directly and successfully transferred at that date to SCCP under TUPE regulations for employment rights and conditions of service. Similar careful negotiations have taken place to try and resolve building/accommodation and IT service issues. This has resulted in close partnership work to sustain the use of some facilities thus minimising disruption and support for a smooth transition of services.

2.6 The Youth Service continues to work closely with the Connexions service. The nature of the relationship and the focus of the work may change following the publication of a Green Paper "The Youth Offer", currently planned for 2005. The paper is expected to focus on: places to go, targeted support and universal information and advice for young people. The impact on both the work of the Youth Service and the Connexions Service will need to be assessed following its publication, and County Council Members subsequently informed.

3 Achievements

3.1 The Connexions sub-contract was successfully managed by the Youth Service in Hampshire and was instrumental in helping establish the Connexions Service. Much time and effort was spent in this process which had a knock-on effect upon the Youth Service, not the least in the transfer of some workers from one service to the other. It has taken 18 months though to re-establish a sufficiency in Youth Service team strength. However the contract was successful in developing:

- 11 teams of personal advisers who deliver information, advice and guidance to increasing numbers of young people, and where appropriate provide in depth on-going support

- Connexions centres in most districts, offering young people and the community access to information and advice. In addition, information points have been established in many education establishments and other services' delivery points.

- Working agreements with all schools and colleges with a named personal adviser to facilitate effective Connexions support.

- A network of agencies in districts to ensure that organisations work together through establishing local forums and management groups.

These developments laid a solid foundation upon which a centrally managed Connexions Service can build quality effectively.

4 The current situation

4.1 South Central Connexions now employs some 300 members of staff, following successful transfer from a range of services. It has achieved this position within two months of taking on the central management responsibilities. This has been no small feat of management in itself, and they are to be congratulated on this progress.

4.2 The aim of Connexions remains:-

`to ensure all young people aged 13 to 19 (up to their 25^th birthday for young people with learning difficulties and/or disabled) have access to services ensuring they get the right information, advice, guidance and support they need to succeed in future education, training or employment and into adult life.'

Whilst the objectives are to:

- Raise aspirations and participation and set challenging goals for all young people.

- Provide all young people outside of learning with the support they need to fulfil their potential.

- Provide an integrated support service for all young people and their carers, to help them engage effectively with learning, employment and the communities in which they live.

- Influence and improve learning provision and other services for all young people.

- Develop the capacity of the Partnership to deliver the Connexions Strategy and Service.

- Operate all Connexions Services with equality of opportunity and open access for all young people.

The new structures being established by South Central Connexions should ensure the development of better co-ordinated, coherent and effective services.

4.3 South Central Connexions is provided with an annual grant of £14 million from the DfES. £8 million of this funding was already in the system to fund careers information, advice and guidance which was provided through VTSC. The additional £6 million was new money.

The funding formula used by central government to allocate grants to Connexions Partnerships is used locally to allocate "notional budgets" to each of the four top tier local authority areas: this gives Hampshire 66% of the funding. A number of activities are funded on a Partnership-wide basis, which include the involvement of young people, work with the voluntary and community sector, equality and diversity, training, and infrastructure costs. Approximately £12 million is committed to the local "notional budgets" and Hampshire's share is around £8 million.

This money is used to fund personal advisers (PAs) who work in schools, colleges and community settings in the county. Their work includes information, advice and guidance on careers and other personal development opportunities as well as more intensive support for young people with more complex needs. A team of ten personal advisers and a team leader are also seconded to the Wessex Youth Offending Team, and a few small projects remain with the County Council and the Primary Care Trusts. These posts focus on young people who are homeless, teenage parents and those with mental health problems.

4.4 Hampshire County Council continues to be full a partner in SCCP through the active collaboration of the Youth Service in their work and through involvement in the Hampshire Local Management Committee of Connexions. This committee is chaired by the Chief Education Officer or his assistant and brings together linked officers across the County Council with those representing other associated statutory and voluntary bodies. The County Council is a Member of South Central Connexions and has a seat at the Management Board.

5 Legal implications

5.1 As mentioned in paragraph 4.4, the County Council retains its position as a Member of South Central Connexions which underwrites its position as a key partner. Currently, the Assistant County Education Officer (Lifelong Learning) is a Director of the Company. The County Education Officer is a Director of VTSC, a private company in which the County Council has an interest and nominal shareholding. This was particularly important whilst they held the contract to deliver careers information, advice and guidance. Once South Central Connexions took over the central management of the Connexions Services and existing contracts to deliver services had expired, the County Council's interest in VTSC significantly reduced. The future of our involvement with the company is now being reconsidered.

6 Financial implications

6.1 Since the Careers Service became a privatised company in 1996 and the County Council became a shareholder in that company, the Education Service has received an annual dividend from the Company. In 2003-04, this amounted to £230,000. The significant reduction in the Company's work within Hampshire means that this source of income is no longer available and the future of the company is being considered.

6.2 The Youth Service is working with SCC and our legal teams to transfer current relevant Youth Service leases to Connexions wherever possible. This should not create any financial liability for the County Council. In addition, SCC will continue to use some County Council bases alongside the Youth Service as a continuation for our partnership work. There is ongoing discussion to agree SCC's liability for the IT costs relating to the service.

7 Personnel implications

7.1 Upon the establishment of direct delivery of services by South Central Connexions (SCC), 54 members of staff within the Hampshire Contract were successfully transferred to SCC under the TUPE arrangements. These moves were strongly enabled by Education Personnel Services and by the Youth Service, and provided a very smooth transition for staff.

8 Impact assessment

8.1 No issues for the County Council other than to note that SCC are mirroring our policies on equalities issues.

9 Crime prevention issues

9.1 The work of SCCP can make a significant contribution to crime prevention through its close involvement with young people, particularly those who are non-participating or underachieving. In addition SCCP works closely with the Wessex Youth Offending Team and with youngsters who are at risk of disaffection.

10 Views of the Local County Councillor

10.1 This is a county wide and regional service that works in partnership with the County Council. Elected members may express an interest within local area management groups for SCCP.

Recommendations

1 That the report be noted.

Section 100 D - Local Government Act 1972 - background documents

The following documents discuss facts or matters on which this report, or an important part of it, is based and have been relied upon to a material extent in the preparation of this report.

NB: the list excludes

1. Published works

2. Documents which disclose exempt or confidential information as defined in the Act.

None