Information Letter: An Integrated Approach to Youth Services – Everyone’s Responsibility

Administrative secretariat

PO Box 9033

7300 ES Apeldoorn

To: Head of the BMO Department, Anne Klerks T: 06 2831 4935

E: adviesraadsociaaldomein@apeldoorn.nl

Date: 15 March 2022

CC:

Our reference: ASDA 2022-01

Subject: Information letter: An integrated approach to youth services – a shared responsibility.

Dear Ms Klerks,

On 4 November 2021, the Social Domain Advisory Council of the Municipality of Apeldoorn organised a thematic meeting on an integrated approach to youth services. Through this letter, we would like to draw your attention – also on behalf of all those present – to a number of points relating to this topic. Although this report concerns the situation at the end of 2021, we are also looking ahead. We will briefly consider the possibilities for promoting an integrated approach and helping citizens (even) more effectively.

An integrated approach: an important but challenging issue

We regularly see and hear how important a coherent approach is in the youth sector. Children and young people can be better supported when (1) there is a coherent approach across the various areas of life in which they are struggling and (2) the social network, institutions, support workers and public authorities work together effectively. At the same time, achieving an integrated approach is a challenging issue, for which no simple or ready-made solution is currently available. That does not mean that nothing is being done. In Apeldoorn, various parties are committed to implementing an integrated approach in the youth sector. The intention to develop an integrated triage system at the CJG is one example of this. The focus here is often on what needs to be done at an organisational level to create greater coherence in planning and service provision (combating bureaucratic silos: aligning processes, working methods and expertise) rather than placing the client’s or citizen’s perspective at the centre. Shifting the focus to the citizen’s perspective requires not only a change in mindset among professionals, but also among policymakers. This takes time and requires patience.

Network structure in the youth sector

In recent years, the municipality of Apeldoorn has worked hard to forge links and expand the network. The focus has been on fostering relationships and connections between organisations (policy) and professionals (implementation). This collaboration aims to strengthen each other and create appropriate services that benefit young people and their carers. At the same time, it has become apparent that establishing and strengthening network connections is challenging, and that there are concerns about the sustainability of these connections. In this context, issues highlighted include staff turnover amongst professionals, the excessive number of service providers, and the lack of an overview of partners.

Structures and management

The municipality of Apeldoorn recognises the importance of an integrated approach and supports its implementation. For example, in its recent Framework Memorandum on Social Development, the municipality states that an integrated approach in the youth sector is a key pillar for the coming years. In line with the principles of an integrated approach, the municipality does not manage the network as a ‘leading organisation’, but rather provides resources and frameworks to encourage initiative from within the network. We note that the way in which the municipality manages this still requires some attention. What is striking in this regard is that there is a tension amongst network partners. On the one hand, there is a desire for more direction, coordination and guidance (including a clear vision, more structural solutions, fostering network collaboration, steering procurement and reducing the number of providers). On the other hand, there is a desire for greater professional autonomy to do what is necessary. It appears, for instance, that procurement rules do not always facilitate acting in the best interests of the child or family. In addition, we note that the quality of the services on offer and the monitoring of this quality are areas of concern, with the main issue appearing to be the ability to assess the quality of services provided by the large number of different providers.

Involvement of network partners

An integrated approach to youth services is currently being developed. The importance and aims of this integrated approach are recognised and acknowledged by stakeholders within the network. At the same time, there is still a great deal of uncertainty about what an integrated approach entails, how it should be implemented in practice (working with a single plan, time, attention) and exactly how it benefits the public. For example, there is still little insight into the various interventions and their effectiveness. The visibility of an integrated approach in the youth sector and the sharing of practices and success stories are also areas requiring attention.

Opportunities for growth and development

The themed afternoon made it clear that the guidelines on an integrated approach are viewed positively and that cooperation between the parties has been given a boost. At the same time, those involved still see scope for growth and development. In addition to vision, we note that an integrated approach in the youth sector requires greater capacity (time, attention, resources, knowledge and expertise from the local authority and/or the care sector), support (a positive attitude towards the implementation process, involvement in further development), and decisiveness (doing what works, decisiveness, less ‘stepped care’, creativity and courage) on the part of the local authorities and other network partners involved. It is therefore advisable to explore in the coming period which (additional) activities are required from and between partners to strengthen and safeguard integrated working. In addition to Laura Notenboom’s research into factors that promote and hinder integrated working, recommendations and points for consideration were identified during the thematic afternoon session of the Social Domain Advisory Council, which may provide inspiration for strengthening and safeguarding integrated working in the youth sector.

Recommendations

· Appoint an independent facilitator to, amongst other things, strengthen the network’s structure, encourage and support network participants in exchanging knowledge and experiences, and to be able to anticipate and respond to any bottlenecks.

· Draw up a social map of the existing network connections (who is responsible for what, who does what), of the various forms of (preventative) support provided by different organisations, and update the social map regularly.

· Use a structured evaluation tool to gain a clearer picture of progress and processes relating to an integrated approach.

· Organise more and more frequent meetings for the core partners on a specific theme to encourage and sustain knowledge-sharing. As well as sharing inspiration and best practice, it is important to consider how success factors and preconditions can be organised in practical terms. This provides partners with concrete tools and the opportunity to experiment, apply what they have learnt and develop their skills. The thematic meeting makes it clear that, amongst other things, it is desirable to share knowledge and practical tools to overcome privacy concerns when exchanging data between partners.

Points to consider for the future

· As a local authority, be clear about what is meant by ‘integrated working’ and link this to the underlying vision. Continue to focus on raising the profile of integrated working, so that the ambitions and working methods associated with it are brought to the attention of network partners and remain there. This concerns not only communication about ambitions and objectives, but also about the policy-making process and the implementation process.

· Discuss mutual expectations and wishes on a regular basis to gain an understanding of the tension felt by practitioners between the desire for freedom on the one hand and the need for guidance on the other. What do professionals and organisations need from the local authority? But also: what support can the local authority offer to organisations, and what does the local authority expect from organisations and professionals? What forms of support are conceivable? Take a look behind the scenes at each other’s operations, so that the parties can better understand one another and everyone’s needs, wishes and bottlenecks become clearer.

· Discuss amongst yourselves which specific activities are necessary and feasible to achieve a more coherent approach across the various areas of life where children and young people face challenges (e.g. by incorporating a strengths and weaknesses analysis into the implementation plans). Focus first on the needs of children and young people, and only then consider what needs to be done at an organisational level to create greater coherence in the plan and the services on offer (e.g. breaking down and countering bureaucratic silos, aligning processes, working methods and expertise, and considering the implications for procurement).

In conclusion

We note that various parties are making efforts to ensure the success of an integrated approach, but also that policy-making and implementation continue to require attention. Given developments in the youth sector, an integrated approach presents both opportunities and a sense of urgency to work together decisively to realise our ambitions regarding (preventive) support for young people. An integrated approach is therefore, more than ever, everyone’s responsibility.

Should you have any questions or comments regarding this letter, we would be happy to discuss them with you.

Kind regards,

Hans Wesselink

Chair of the Apeldoorn Social Services Advisory Board