Children & Young People Archives - Page 2 of 3

Youth justice in Wales – giving teams a single view of every child

Posted on: 14 June 2023

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/

Working with providers to help your procurement process

Posted on: 2 February 2023

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.

The SEND review and reshaping EHCPs

Posted on: 16 December 2022

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.

Cost of living crisis and vulnerable young people

Posted on: 29 November 2022

The cost of living crisis is impacting the vast majority of people in the UK. Inevitably, however, the worst effects will be experienced by the poorest and most vulnerable members of society. This has potentially dire consequences for children and their families who fall into that bracket. At the height of the Covid pandemic, Marcus Rashford was the public face of feeding hungry children; now reports are emerging about the children of families who don’t qualify for free school meals.

As everyday bills for basic items such as food and energy surge, it is forcing an increasing number of families into poverty. This has far reaching consequences for society. Domestic abuse is expected to rise, since it will become increasingly difficult for people to flee such situations and go it alone; instead they will be trapped in horrifying circumstances simply in order to keep a roof over their heads and food on the table. Where there are children involved in such family units, childhood trauma will increase, too. Who will be left to deal with this? Education, social and youth justice workers, many of whom themselves will be left in a precarious position by the cost of living crisis.

There have been several reports in the press about children going hungry at school. “Headteachers said that the group causing them “most alarm” are not children from the very poorest families, but the layer just above that who do not qualify for free school meals and risk going a whole day without food or with wholly inadequate lunches,” said one prominent report in The Evening Standard.

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.

Delivering data & insights to provide Bright Horizons with a new approach to childcare

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Highlights

• Bespoke data dashboard and InSite tools
• Acorn geodemographic data for multiple propositions and locations
• Customer and employee profiling to assess community need
• Enabling demand-led growth for genuine customer value
• Rapid report generation to inform many stakeholders

About Bright Horizons

Trusted by families to look after their children for over 30 years, Bright Horizons is an award-winning nursery provider. The company operates over 300 community and workplace nurseries throughout the UK: each is individually designed to serve the needs of its community. Bright Horizons provides tailored childcare for corporate clients and for families, at home, at work and in local settings.

The Challenge

Bright Horizons initially approached CACI for data to support their new site opening and acquisition insight programme. Property Asset Manager Oliver Brookes needed reliable data that was quick and easy to interpret for new site and location decision-making.

Marketing Manager Eddie Thorogood saw a further opportunity to use demographic data to support Bright Horizons’ proposition development and to better understand existing as well as potential catchments.

The Solution

CACI provided Acorn demographics, profiling and mapping, giving insight into specific postcodes and communities. High level demographic maps are instantly visible in InSite’s Locator tool.
Eddie explains: “The blend of data creates reliable and up-to-date information about the demand for our services, to support decision-making about how and where we can expand our operations so we can deliver high quality childcare where it’s needed. It also helps us improve our business model, so we can manage our portfolio and flex and balance our sites to meet changing needs.”

The Benefits

Bright Horizons’ three pillars are ‘people, quality, growth’. Eddie emphasises, “We’re not about just growing for the sake of it. We always want to be where we are needed – where parents can find us and our services will be useful. With this data insight at local level, we can provide a clear picture of community and workplace need to our senior leadership team, so they can sign off new facilities.”

Eddie explains

We have a complex business where everything is audience-centric, so we have multiple offerings. It’s a deeply human business – it’s all about nurturing young children.
The CACI data and dashboard reporting gives us tools to look through every single lens, to understand all the factors that matter to people.

Eddie Thorogood, Marketing Manager, Bright Horizons

Find out more

Please view the full customer story here. If you want to learn more or have any questions please get in touch with us.

Cambridgeshire County Council and Peterborough City Council to support SEND services with IMPULSE Nexus

Posted on: 13 October 2022

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.”

Nottingham City Council to use ChildView from CACI to support its youth justice work

Posted on: 5 October 2022

“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.

How North Somerset Council has taken advantage of E Forms in ChildView

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North Somerset Council has been using ChildView from CACI since 2013. As part of its drive to derive more benefit from the system, the council started using ChildView’s E Forms functionality in 2022. Designed to give ChildView customers more flexibility in creating, linking and designing reports, E Forms enables councils and those tasked with improving outcomes for vulnerable young people to gain more insight into their work. What works? What doesn’t? Building up a database around youth justice work enables councils like North Somerset to gain deeper insight and understanding of their work.

“We made the decision to purchase the E forms module following the recent demonstration of its functionality to us by CACI,” says Nicola O’Driscoll, principle business intelligence lead at North Somerset Council. “The additional functionality gives us the ability to create and add our own forms and assessments allowing North Somerset to report at a more granular level. As a result, this will aid effective targeting of resources, give greater management oversight, providing real depth and breadth of those risk and safeguarding factors that affect the children and young people we work with.”

Being more agile with the creation of forms and reporting enables youth justice workers to define the data that they need, not just work with pre-defined data capture fields. This helps teams to research into and report on areas of their work in a more flexible manner.

Getting started with ChildView’s E Forms module was easy for North Somerset.

“In terms of the training the group experience was very diverse, from being highly experienced with the application to being novices,” explains Nicola. “All participants were able to follow the training and the feedback I have been given was; “this was one of the best training sessions I have ever attended. The instructor was really clear and engaging and was able to answer every question. It was a really positive, inclusive experience. Following training there has been an incredibly high level of enthusiasm from everybody to get stuck in. Huge thanks to Carol, who was fantastic.”

The benefits of E Forms in ChildView

Create your own forms tailored to your bespoke process
Link forms together
Locally designed forms that can be reported on
Printable versions of each form

For more information on ChildView, please visit: https://www.caci.co.uk/software/childview/

The impact of Covid on customer behaviour and nursery growth strategies

Posted on: 12 April 2022

As the country learns to live with Covid, CACI’s data and consumer research is revealing what the new normal looks like for the nursery market.

Customer Movement is on the Rise

Let’s start with the positives. Remember just how much more freedom we have than we did this time last year. The contrast between the two maps based on anonymised Mobile App data are stark. The map on the left shows movement activity levels in the last week of March 2021 relative to pre-Covid (Early March 2020) for Central London.

Source: CACI / Digital Envoy

Dark blue shading shows areas that movement levels were way down on pre-pandemic across much of London – not surprising given that restrictions were really only lifted in early April 2021 for all but essential activities (albeit including trips to nurseries). The map on the right is the same week this year, and shows swathes of red across much of London, highlighting that activity and visits to many of these areas has returned to almost pre-Covid levels as we learn to live with life after Covid.

Despite the fact that we are seeing record numbers testing positive for the new variant there is no doubt that many are back out and getting on with their lives after a painful couple of years.

New Behaviours and Attitudes

But we have emerged into a different world. The right-hand map shows that the recovery in movement is not universal. There are still clear areas of blue and lighter red in office dominated parts of the city, and around the major stations of London. The same pattern is seen in cities across our county.

Analysis of the data reveals that our city centres are only now returning to something close to what we would have called normal before the pandemic, and transport hubs are seeing visits about 25% down. But regional towns have grown in popularity, with visits up by about 40%. So, clearly we have changed our activities, and it looks like many of these behaviours are set to remain.

Our towns and cities are changing, and we can see it happening around us. But it’s a complex picture. Whilst some have speculated that we are going to witness a long-term boom in the suburbs as everyone moves out of our towns and cities – this is not the case. Despite the jolt that Covid brought there are too many interactions at play for all the old links to be broken.

CACI’s research, carried out as restrictions were eased, revealed that many 18 to 34 year olds, many in the target age groups for nurseries, were keen to return to our towns and cities. These included people from across the demographic spectrum with groups with very different lifestyles – from ‘City Sophisticates’ to ‘Struggling Estates’ in CACI’s Acorn classification amongst those most keen to return to urban living.

Consumers are listing eating out, entertainment and leisure activities as the top reasons for wanting to return.

In short, for many our towns and cities remain places of fun, choice and opportunity – and this hasn’t changed with the pandemic. What we are seeing is that towns and cities are responding to this need. At CACI we have never been so busy in supporting our leisure clients who are busy trying to extend their portfolios, filling the units vacated by retailers hit by the step change in online shopping triggered by the pandemic. And other urban offices and former retail units are being repurposed as urban living – a clear sign that everyone is not heading for the countryside and suburbs.

For many, working patterns look like they have changed for the long-term. Evidenced in the conversion of office space to other purposes and in the areas of blue on the map of central London in worker dominated areas. Our research revealed that workers claim that 2 to 3 days is the optimum number of days they would like to spend in the office, and this seems to be becoming the norm for many. But, it is important to remember that not everyone has this option, including most workers in the nursery sector. It is very easy to think everyone can work from home easily, but affluence, age, location and job role all clearly play a part.

Source: CACI / Digital Envoy

Analysing Kantar’s TGI survey data from 2021 shows that, even in a year scattered with various work from home advice, only 25% of those surveyed said that they worked from home every day, or some days, as their ‘normal’ behaviour.

The chart, using CACI’s broad Acorn Categories to dissect responses, clearly illustrates that it is the ‘Rising Prosperity’ that are most likely to be working from home. These are younger, well educated professionals moving up the career ladder and living in our major towns and cities. 38% of this segment claim to work from home at least some days, and 25% of this is made up of those working from home every day. In contrast only 20 or 21% of lower paid, lower qualified segments ‘Financially Stretched’ and ‘Urban Adversity’ have the luxury of even working from home some days.

Source: CACI / Kantar

As a result of this shift workplace nurseries will no doubt continue to suffer, as many will prefer the flexibility of nurseries closer to home, in line with the shift to ‘hybrid’ working, with many neighbourhood nurseries benefiting from this change. The number of parents requiring nursery spaces is unlikely to be impacted by the rise in home working, as many learnt during the Covid lockdowns that working from home and providing childcare don’t mix. However, many nurseries are likely to see increasing staffing and pricing complexity with parents expecting a level of flexibility that reflects the new-found flexibility in their working hours and location.

So, despite big changes there is no evidence to suggest a need for wholesale changes in where acquisitive nursery groups should be focussing their attention. The big urban to rural shift is not happening and indeed CACI’s research shows that even at the peak of the pandemic 10% of house moves were from villages to towns and cities. Tracking planning applications reveals huge amounts of new dwellings under construction or being proposed in our urban areas and, whilst much of this will have been planned before the pandemic, it’s not that easy to turn a tanker. It is simply not possible for such a shift to happen without fundamental changes in planning policy and housing stock.

So, in summary whilst the change in residential patterns are moderate it is the behaviours of those residents that have changed, and the following are just a few more key behaviour changes that CACI expect to remain:

Communities are eager to stay local
- This is good news for nurseries operating well-run community nurseries. But it is increasingly important for nurseries to engage with their wider communities and larger groups need to take care not to look like corporate outsiders

Social governance is increasingly in the spotlight
- With consumers expecting their suppliers to behave ethically and transparently

Minimising waste and environmental impact is mainstream
- All nurseries now need to ensure that they are meeting parents’ expectations here and that they are living out the values of care for the environment that the children will inherit

Digital is critical to recruitment and engagement
- There is no doubt that digital is here to stay – so if you are not happy with your website you can be sure that it is putting off potential customers and if you are not sharing key messages with your parents via emails and portals then you may get left behind

New Challenges and Opportunities

Unfortunately, with inflation and rising rocketing fuel prices, there is no doubt that many families are going to be facing increasingly tough decisions about where to prioritise their spending in the year ahead. This could impact customers’ ability to afford childcare, especially if their salaries rise above the eligibility threshold for free places, but their true disposable incomes fall.

Rising fuel costs for nurseries will compound the challenges of rising wages already driven by the shortfall in staffing that so many in the sector are facing and these need to be factored into nurseries strategic plans.

Successful nurseries should take note of these consumer and market changes, play to their strengths in these areas and they will thrive. But ignore them at their peril as the sector faces the two emerging, and partly inter-related challenges of staffing and the cost-of-living crisis.

Bring a young person’s story to life

Posted on: 19 March 2022

In many cases, the story behind young people in the youth justice sector gets lost in myriad systems and professional bodies. Information gets siloed, making it incredibly challenging for Youth Offending Teams (YOTs) to paint a clear and complete picture of each young person that comes to their attention. Without all the requisite information being readily available, and with several cases to work on simultaneously, how can YOTs be reasonably expected to discover and consider all the underlying issues?

Bringing all of the available information on each young person into one central source of truth is helping YOTs to navigate each young person’s story, using valuable insight gained across their cases to make informed decisions and interventions for each young person.

Using technology to improve outcomes in youth justice

Advancements in technology are really supporting YOTs in improving outcomes for young people in the youth justice sector. Aspects such as data mapping are enabling a new understanding of youth offending patterns, making it easier for YOTs to spot intervention points and improve their outcomes.

ChildView, CACI’s specialist youth justice management information and reporting system, is designed with this goal in mind. By providing a rich and accurate view of what is going on in the system, ChildView supports YOTs with all the latest multi-agency information and activity in one place.

By bringing together previously disparate teams and professionals, ChildView makes is easier to read and understand each young person’s journey.

Telling the youth justice story

Using a central database enables each young person’s story to be told and understood. “For me, what I like about ChildView is that it tells a story about the young person when they come to us,” says Sue Pattison, service and case support worker at South Tees Youth Offending Service. “For example, it informs us if they were released under investigation and what was attached to that offence. It enables us to record their story and its outcomes as a process and it just flows, making it easier to read and understand, meaning that we can make better informed decisions.”

Bringing together different agencies is a crucial step in telling each story. “We have moved two members of staff into each area team to support our prevention work, and they are to be supported by wider YOS resources,” explains Paul Harrison, partnerships manager at South Tees Youth Offending Service. “We have used ChildView for this as we want to keep every bit of information about the young person in one place. This means that we can review why that young person has required early help and what the outcomes of it were.”

Report and develop

Once a young person’s story has been understood and acted upon, it is vital to gather information on the outcomes in order to help identify similar issues in other young people’s stories and to understand how well each action and intervention has worked. Again, by recording all reports in a central system, YOTs can easily identify and review cases, using them to inform future decision-making processes.

“The reporting module in ChildView has enabled us to swiftly report on all aspects of our service, particularly the area of re-offending, which has allowed us to identify and characterise different groups of young people that we work with,” says Troy Hutchinson, performance systems and information manager at Luton Youth Offending Service. “As a performance manager I am able to develop localised reports that empower members of staff, whether they are case managers or practice managers, to complete their own specific reporting tasks and use the tools to support practice development.”

ChildView is supporting YOTs across the UK to gain a complete picture of each young person that comes into their services, enabling them to understand each story and focus on the outcomes.