Main findings from the tribal evaluation of the MPS youth engagement activities and subsequent next steps to be taken by the MPS as a result of the evaluation

Report: 9
Date: 4 February 2010
By: Assistant Commissioner Territorial Policing on behalf of the Commissioner

Summary

This report provides an overview of the main findings of the Tribal Report; outlines how the Tribal Evaluation findings will be used to inform the MPS Youth Strategy and action plan for 2010; comments on the potential impact of corporate budget restrictions on the MPS Youth Strategy action plan for 2010, and how next steps will be affected by financial constraints.

A. Recommendation

1. The MPA notes the contents of this report

B. Supporting information

Introduction

1. Tribal Consulting conducted an evaluation of the MPS Youth Strategy particularly the youth engagement activities, concluding with a report to the MPS Youth Strategy Board in October 2009.

2. Youth Engagement is one of four strands to the strategy programme (the others being Serious Youth Violence, Youth Justice, and Vulnerable Children and Young People), and comprises 18 individual projects. The MPS was able to initially allocate £4.M and together with match funding and other contributions, Tribal Consulting estimated that a total of £19.M was realised from within the MPA and from other organisations to match fund and support youth engagement programmes.

3. Governance of the Strategy takes the form of Strand Boards, each chaired by a Commander; and a Strategy Board chaired by DAC Territorial Policing (TP). The Youth Engagement strand is led by the Commander within TP Safer Neighbourhoods, and supported by the Youth Strategy Programme Manager within the Safer Neighbourhoods Youth Unit.

Overview of Main Findings of the Tribal Report

4. The evaluation showed that the MPS:

• Currently delivers a wide range of activities across London, ranging from educational (e.g.Miss Dorothy.com), to participative (e.g. sport or Cadets) through to more targeted support activities (e.g. conflict mediation).
• Is committed to partnership working with over 40 organisations involved in the delivery of its core projects (not including work with local authorities).
• Generates outcomes for children and young people including: recognisable educational attainment, coaching qualifications, volunteering, progression into education, employment and training and the development of various positive behavioural factors.
• Successfully generates additional funding – the initial core funding of £4.M has been expanded to approximately £19.M through partner contributions.

5. The value and the positive impact of the current youth engagement activities may be viewed in terms of quantitative outputs such as numbers attending sessions, and the numbers of sessions held; as well as qualitative outcomes such as events and the progress of each individual project. These are regularly reported to the Youth Engagement strand board and the November 2009 report is shown at Appendix 1.

6. The report goes into some detail concerning the MPS approach that has maintained a focus on keeping young people safe, reducing youth crime and victimisation. In delivering the Youth Strategy the MPS strives to generate ongoing commitments of support and additional funding from other statutory and non-statutory agencies, and the third sector. In this regard the MPS’s clear intention is to recognise the need for intervention, generate a consortium of willing partners and then support, rather than deliver the package of work.

7. The report is further based on academic studies such as David Farrington’s 2005 paper: Childhood risk factors and risk-focused prevention. It is from these that the report’s Contribution Model results, and this is shown at Appendix 2. The Tribal report identifies the drivers behind MPS involvement in these projects as:-

• Reducing crime - these projects are seen by the MPS as an effective tool for reducing anti-social and criminal behaviour.
• Building confidence - they also provide a powerful mechanism for building community trust and confidence.
• Unique position - working at the political, strategic and tactical level give the MPS the rare ability to co-ordinate and drive multi-agency working across London.
• Depth of understanding and experience – the MPS’s 24-hour, pan-London operations ensures that it gains insight and experience from the range of young people’s experience. “

8. The MPS Youth Strategy has a clear drive on reducing youth crime and victimisation as measured in the Performance Framework’s Success measures. These show a steady decline in the numbers of either victims or offenders. This is now a continuous trend sustained over the past 12 months. The November 2009 performance is shown in Appendix 3.

9. The Tribal report identified weaknesses as ‘opportunities’ and these are shown below as quoted in their executive summary:-

• “Further develop its approach to performance management – some projects struggle to link activities to outcomes (a common challenge in this field).”

This is being addressed by way of project improvement action plans resulting from feedback from individual Project Managers to verify the opportunities still exist, and to then turn these into positive actions and be taken forward.

• “Collaborate closely with the Mayor’s Time for Action team in helping to shape the delivery and co-ordination of high-value youth engagement interventions across London.”

The MPS is represented on the Project Oracle Board by the Commander Neighbourhood Policing and Professor Betsy Stanko. This project has oversight on the identification and sharing of best practice in what works in youth crime prevention. Project ‘You’ is delivering significant youth engagement on behalf of Project ‘Titan’ by enhancing the partnership working with other uniformed youth organizations, and promoting the positive contributions make in the community, as showcased at Buckingham Palace this summer. Through enhancing the Diamond District Project successful youth engagement programmes will be focused in the six boroughs with potential London Development (LDA) funding for supportive mentoring.

• “Use the improved understanding of current delivery to enhance the development and delivery of future engagement activities. “

The December 2009 Youth Strategy Board approved the implementation of a Commissioning Quality Plan template that lays down minimum standards and expectations such as a clearly defined performance management framework.

How the Tribal Evaluation findings will be used to inform the MPS Youth Strategy and action plan for 2010

10. The common feature of the project improvement action plans is the development of identifiable project-specific outcomes. The Tribal findings identified the MPS role in each project in terms of education, participation, or support and noted that “These projects do not lend themselves to a simple, aggregate measure of performance. Each project delivers different outputs and works towards achieving different goals with different target groups of children and young people. The majority of projects also pre-date the Youth Strategy and so were not able to benefit from its co-ordinating vision when they were being designed.” Although this makes assessing the overall impact complex, it can be addressed in three ways:

• Identifying and measuring the principal output measures
• Exploring the broader contribution that the MPS makes to London’s young people
• Highlighting how these projects can help build public confidence.

11. The Tribal report identifies a Contribution Model as a methodology for developing the performance management of projects in a way that will ensure a synergy across the youth engagement programme. Following the December 2009 Youth Strategy Board, project improvement action plans will be drawn up, and use will be made of the Contribution Model to look for commonality across the projects to inform a more coherent and integrated overall youth engagement performance tool. This work will be carried out early in 2010.. It is also recognised that during 2010-11, Borough Commanders will be working with their local Strategic Partners to ensure Childrens Trusts develop and produce their Children and Young peoples Plans. The Youth Strategy will be in a position to support them with a menu of what works and how projects can better work together, one example currently being developed is in Hackney where three projects (Kickz, Met Row, and Gamerz) have already met together with local Borough Police, Hackney Homes, and two other 3rd Sector youth providers.

12. There are a number of ways that officers and staff leading on youth engagement have a better understanding of young peoples’ needs and have effective partnerships in place. To support the learning and sharing of experiences the MPS has introduced quarterly meetings for Borough Youth Leads, for YOT Police officers and Safer Schools partnership officers. These are generally run in clusters to support cross borough communication. A Web based Special interest group has been set up, and through the NPIA, ‘communities of practice’ website sharing good practice is also available.

• The 2009 Online Youth Survey produced over 31,000 responses compared to 8,000 in 2008. These are being analysed and the results fed back to BOCUs to inform local priority setting and decision-making. See paragraph 15
• There are currently ten BOCUs with Youth Advisory Groups at borough level; 173 Youth Panels at ward and multi-ward level; and the MPS Youth Strategy is building a Youth Reference Network at pan-London level.
• The Youth Panels identify local priorities affecting young people and work with Safer Neighbourhood Teams on problem solving.
• Performance against the Equality Standard for Police (launched 6 December 2009) will be measured partly with evidence on how young people are being consulted generally, and in particular as part of the Equality Impact Assessment process supporting strategies and planned activities.
• SHARP is an IT application originally sited within 22 schools and now with plans to roll out cross all senior schools in the MPS, that will assist in the improvement in the ability for young people to report crime and therefore provide emerging trends and crime patterns for young victims and witnesses.
• Safer Schools Partnership Officers and PCSOs undergo enhanced training to support their roles.
• A dedicated youth application is being developed for the MPS website with an interactive capability to allow for feedback, and is scheduled to go live in March 2010.
• The MPS has led a multi agency/partnership review of the role of Youth Offending Team (YOT) Police Officers. This is forming part of a national review, which aims to clarify the role description within the partnerships, with an expected end date of May 2010.
• Activities being undertaken within the 13 Youth Crime Action Plan (YCAP) boroughs follow 5 strands: Triage delivery with YOT expertise in Custody Suites; After Schools Patrols; Operation Staysafe which uses protective legislation to take young people into police protection if it is believed they are at risk of coming to significant harm; and Street Based Teams staffed by local authority and 3rd Sector personnel as well as reparation in communities in leisure time.
• MPS Youth Strategy Board approved on 22 December 2009 a Project Commissioning Plan setting out minimum standards for youth engagement projects, e.g. to demonstrate robust business planning, and a clear performance management framework.

13. Youth Engagement activities are used by the MPS to deliver against the Policing Pledge and the Confidence agenda. The Tribal report states that “The projects provide an opportunity for the police, individuals and communities to build a first hand relationship which goes beyond knowledge of enforcement or stories portrayed in the media. The projects also help to break down barriers, build trust and offer activities that reflect the needs of the children and young people directly involved. “

14. The MPS Strategic Research and Analysis Unit (SRAU) (the Public Attitudes Survey) shows that confidence in the police is determined by their perceptions of a number of factors:

• Effectiveness in preventing crime.
• Engagement with the community; listening and understanding, delivering localised projects, and having a visible presence.
• Fair treatment; respecting the contribution of a wide range of people and addressing the needs/wants of citizens
• Alleviating anti-social behaviour

These are determined by residents’ awareness and understanding of police work, and provide an opportunity for the MPS, through direct exposure and effective promotion, to build public confidence through engagement projects. The MPS sponsorship of Prince’s Trust projects in disadvantaged areas reaching over 300 ‘hard-to-reach’ young people is a good example of a programme that addresses the above bullet points.

15. The Online Youth Survey and contribution of local Youth Panels identifies issues affecting local young people that, in partnership with local communities and agencies, are addressed through problem solving, and the results reflected back locally. Borough Commanders ensure a weekly flow of positive news stories to local media, and performance against Policing Pledge and Confidence is also reported annually through Local Policing Summaries. Young people highlighted their concerns about personal safety on their journey home from schools. As a result the MPS has focused Safer Schools Officers and teaching staff, Safer Transport Officers, and Council wardens on operations to keep young people safe on the journey to and from school.

16. The Equality Standard for Police is designed as a performance tool that identifies improvement activities, and comprises 22 criteria split into three strands: Operational Delivery (externally focused); People and Culture (our own people); and Organisational Processes (how we integrate equality across business groups). All 22 criteria are applicable to young people, and criteria 10 and 11 are specifically focused. The Standard functions as a performance tool measuring the direction of travel against a baseline, and all 11 criteria within the Operational Delivery strand depend on police engagement with and understanding of young people and issues affecting them. The Standard has been signed-off by the Association of Chief Police Officers (ACPO) and will be used both by the Her Majesty’s Inspectorate of Constabularies (HMIC) and the Commission for Equalities and Human Rights in their inspections as from 1 April 2010.

17. Wider consultation through the ‘Have Your Say’ and the Public Attitude surveys shows amongst the top 6 most frequently cited priorities are Anti-Social Behaviour, Youth Crimes and youth related issues, Gun and Knife crime, and Gang culture. In addition to the corporate objective of Building Confidence, the objective to Reduce Serious Violence and Protect Young People has identifiable deliverables focused on engaging with young people and working with partners.

Potential impact of corporate budget restrictions on the MPS Youth Strategy action plan for 2010, and whether, if at all, next steps will be affected by financial constraints

18. The £4M allocated to the MPS Youth Strategy part funded a significant programme of youth engagement and diversion programmes some of which will continue beyond this financial year, i.e. the licence for the ‘Watch Over Me’ schools’ safety programme, but some such as the Prince’s Trust Team programmes will finish in March 2010. In addition work is underway to identify funding to match fund the continued funding of the Kickz programme in partnership with the Football Foundation. The financial restrictions will impact on the ability to continue with the full action plan to support the Youth Strategy. However there is provision within the Medium Term Financial Plan to offer some reduced support to the action plan to continue to support successful programmes. The MPS Youth Strategy continues to be the vehicle that brings together prevention through engagement, prevention through visibility and enforcement, prevention of further offending, and prevention work within areas of inter-familial child abuse. The review process based on the recommendations in the Tribal report will bring a new approach to project delivery with enhanced business planning and projects not being reliant on MPS contributions for financial sustainability. The initial funding of £4.M to reduce Serious Youth Violence allocated in 2008 over two years has now been fully allocated in supporting youth engagement and diversion programmes. Action plans for these engagement programmes developed by the Tribal recommendations will ensure that continued funding is sought from local partners and other funding partners, such as the LDA, and the Mayor’s Fund. An example of the former is in paragraph 9 above. In partnership with the Mayor’s Fund ‘ promotions of a ‘Safer Schools’ Projects in Shoreditch, the Miss Dorothy.Com Personal Safety Programme and other appropriate engagement programmes will be offered through funding raised by the Mayor’s Fund, with some MPS Safer Neighbourhoods support. Other youth strategy programmes will continue on a project by project basis through a combination of local and partnership funding, but may require a small contribution from the MPS.

19. The Tribal evaluation report notes :

“A recent report by the Policy Exchange noted that while expenditure on criminal justice has increased by £23bn since 2007, for every £70 spent on the criminal justice system itself only £1 is spent on preventing crime (Audit Commission: Tired of Hanging Around). This strategic balance between criminal justice and prevention is coming to be challenged by questions regarding its cost-effectiveness. As the Audit Commission points out “enforcement is an expensive way to stop anti-social behaviour”:

20. Based on the Tribal evaluation and our knowledge gained by both experience and academic research, the MPS will continue to support both universal and targeted youth engagement activities, because it is what communities want and because they give value for money. Although initially intended to be purely universal in application, all such activities have a targeted capability whereby referrals can be accommodated and their progress tracked. This builds on information sharing and coordination at local levels. We will continue to work with local communities and our partners to answer the need for young people to be positively occupied. We will develop our Volunteer Police Cadets as a freestanding 3rd sector organisation, and further support Project “YOU”. We will manage all the various sporting and participation projects in a more integrated process that will reduce central coordination, and improve information sharing.

21. The Tribal evaluation will also be used to develop and implement a new approach to understanding and responding to demand for our services. This includes validating how projects are developed as well as tracking effectiveness through a robust set of performance measures. As previously mentioned (paragraph 14 above) a Project Commissioning Plan has been approved that sets out minimum standards, not only for any new projects, but work will be undertaken through existing project Improvement Action Plans (see also paragraph 9 above) towards achieving advantages identified by Tribal as:

• “Provide the MPS with individual, project and programme evidence tracking the tangible outcomes of its programmes.
• This insight would enable it to better understand what works and why, coordinating work across directorates.
• It would create a common understanding across delivery partners, enhancing understanding of programme effectiveness.
• It would allow projects to be effectively validated prior to launch and the hoped for benefits robustly tested during the pilot stage.
• It will provide the MPS with robust, timely and accurate data concerning its contribution towards reducing anti-social and criminal behaviour and improving confidence in policing.
• It would enable projects to more effectively track participants and make referrals across the system.”

22. The development of local youth panels, borough youth advisory groups and the pan-London Youth Reference Network will ensure that the voice of young people is acted on, as well as being heard, and performance will be tracked against the Equality Standard for Police. There are currently some 173 local youth panels at neighbourhood level and 12 borough youth advisory groups with more being developed. The MPS Youth Reference Network supercedes the Met Youth Advisory Group that was formally closed on 9 December 2009, and combines the GLA Peer Outreach Group, the BTP Youth Board, the London Muslim Youth Forum, and work continues to connect with other pan-London youth groups. It is through this layered approach that any gaps will be identified such as ensuring that every Ward Profile contains a section on young people.

23. Work continues to be undertaken to further investigate the role of young women both within and associated with gangs. This is an issue that was picked up in the Evening Standard of 4 January 2010. It is also noted that, as a named relevant partner within Childrens Trusts, police will have a considerable input to the production of local Children and Young People plans effective from 1 April 2011, and it will be through these that early interventions improving their safety will be addressed in partnership.

24. The new ACPO Youth Strategy will further inform how the new MPS Youth Strategy (2010–2012) will develop, particularly through the development of the Neighbourhood Youth Policing Guide, which sets out a practical guide to police managers and local officers how to use policing powers to prevent crime and reduce youth victimisation through working in partnership. This national work is being led by the Commander Neighbourhood Policing and reports through the ACPO Youth Business Area.

C. Race and equality impact

1. There are highly positive equality opportunities for young people as a result of the evaluation of the MPS Youth Strategy youth engagement activities. Work is ongoing with Diversity and Citizen Focus Directorate to develop the Equality Impact Assessment in support of the strategy and will make use of the Youth Reference Network for consultation. The implementation of the NPIA created National Police Equality Standard will further inform baseline evidence gathering and subsequent improvement activities. The MPS Youth Strategy Programme Manager also leads on the TP Diversity Board Age strand, and is looking to develop inter-generational opportunities with older people.

D. Financial implications

1. On the 17th July 2008 the MPA Finance Committee approved a budget of £4M for youth engagement programmes to reduce serious youth violence. This resource was aimed at levering in pan London funding to support a new approach to prevention and reassurance, and to influence and attract funding to ensure sustainability from the Mayor’s ‘Fund’, the Home Office’s Youth Crime Action Plan, and other local funding opportunities open to voluntary sector groups funded within this plan. As stated above the Tribal evaluation estimated that this funding realised approximately £19M including match funding in partner organisations. As part of the current budget and business planning process growth of £1m has been allocated to continue with the youth engagement programme. Individual programme managers will, as part of their improvement and commissioning plans be aiming to continue to lever funding from other sources to continue to deliver these programmes locally.

E. Legal implications

1. MPS procurement processes have been followed in delivering these programmes to ensure that all legal requirements are adhered to when commissioning programmes of work.

F. Environmental implications

1. There are no known environmental implications associated with this report.

G. Background papers

• DPA Business Group Business Plan 2009/10
• MPA scrutiny of MPS media and communications - April 2007

H. Contact details

Report author: Alastair Reid, Youth Strategy Programme Manager, MPS

For information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

Appendix 1

Youth Engagement project reports to Youth Engagement Board, November 2009.

Project 1: Street Chance

Target age: 13 - 18

Activity

Targeted to location but universal in approach, using Cricket to engage young people and prevent their involvement in crime

Spread

• Brent
• Croydon
• Ealing
• Hackney
• Kensington
• Lewisham
• Newham
• Southwark
• Tower Hamlets
• Wandsworth

Outcomes

• To Aug 09:- 7000 new registrations (60% BME)
• Total attendance 25000 through schools and community sessions. (Report of updated figures due Mid Nov)
• 6 competitions delivered in 2009 with average attendance of 120.
• New boroughs being scoped.
• Along with the London Symphony Orchestra will be the beneficiary of The Lord Mayors Appeal 2010 under the banner ‘Pitch Perfect’.

Project 2: Kickz

Target age: 13 - 18

Activity

As above - with Football

Spread

All 32 boroughs

Outcomes

68 schemes in London. 30,000 young people registered as participants receiving positive activities three nights a week, 48 weeks of the year. KICKZ projects have contributed to drops in anti-social behaviour of up to 60% in their local areas

Project 3: Met-Track

Target age: 11 - 16

Activity

As above - with Athletics

Spread

22 boroughs

Outcomes

80% non-offending rate

Project 4: Hitz

Target age: 13 - 18

Activity

As above - with Rugby

Spread

Islington as a pilot

Outcomes

N/A - new project

Project 5: Calling the Shots

Target age: 13 - 16

Activity

Target to locations (11xPRUs; 2xYOTs; 6xSchools; 4xCommunity organisations) and to young people at risk of serious youth violence, this is a classroom-based curriculum delivered by trained staff

Spread

Pan-London

Outcomes

Delivered 128 / 142 programmes - completion expected in December 09

Project 6: Junior Citizen

Target age: 10 - 11

Activity

Universal delivery, targeted at Year 6 schools pupils giving safety messages via scenario based emergency services input

Spread

Pan-London

Outcomes

28 BOCUs participating = approx 44,000 children

Project 7: Miss Dorothy.com

Target age: 5 - 11

Activity

Universal delivery at primary (via Dot Com) and . Addresses issues of risk recognition and management

Spread

Pan-London

Outcomes

Workbooks on PHSE safety issues available to around 3,000 primary school aged children per Borough, in the form of workbooks and training to be provided by Kids Task force staff to primary school teachers in each Borough.

Project 8: Watch Over me

Target age: 12 - 16

Activity

Secondary Schools (via Watch Over Me). Addresses issues of risk recognition and management

Spread

Pan-London

Outcomes

• Teachers trained in 16 Boroughs. Other 16 Boroughs have training days booked.
• 5 Borough training days completed
• 24 Borough training days booked.

Project 9: Pathways Programme (YNI)

Target age: Up to 24 yrs

Activity

Targeted to provide support (help if you want it, consequences for violence and community voice)for 50 young people per borough by 31.03.10 to exit gang life

Spread

Lewisham, Southwark and Croydon

Outcomes

60/150 messages delivered across all three boroughs

Project 10: Princes Trust (YNI)

Target age: 16 - 25

Activity

Targeted at 16-25 year olds to enable them to move into work, training or education

Spread

Islington, Newham, Hackney, Enfield, Barnet, Lewisham, Barking, Havering

Outcomes

70% into employment or training; regular meetings and ongoing monitoring of progress

Project 11: Project YOU (YNI)

Target age: 5 - 25

Activity

Universal approach to supporting uniformed youth organisations

Spread

Pan-London

Outcomes

• The Trafalgar Square volunteering event with GLA has been postponed to Spring 2010.
• Free Funding training sessions for all organisations are being organisation in North South East and West London in Feb/March 2010.
• The London Wide action plan is currently being finalised.
• YOU London will be making use of the new DO IT database for volunteer vacancies being provide for MVP, Specials and VPC.
• It is proposed to organise a Joint Band training day for all YOU organisations in the Spring, and a competitions weekend in early summer.

See Highlight report also

Project 12: Volunteer Police Cadets (YNI)

Target age: 14 - 19

Activity

Targeted at 14-19 year olds with a universal approach aiming to be the key MPS youth engagement tool

Spread

All boroughs have one unit, Hillingdon, Lambeth, Merton and Westminster have 2

Outcomes

• Almost 1500 in total.
  • 44% BME
  • 53% male 47% female.
• 2 new units in October: a second in Croydon and a third in Bexley.
• Nearly 32,000 volunteering hours by Cadets supporting Safer Neighbourhoods & other Borough/Pan-London initiatives in first 6 months of this financial year. Total for 2008 was 40,000.
• Referrals analysis from 66% of VPC Units shows 586 currently on waiting lists.
• Annual VPC Award Day at The Great Hall Kensington on Sunday 22nd November

Project 13: Voyage (YNI)

Target age: 13 - 15

Activity

Targeted programme at BME young people from years 9-10 promoting social responsibility via mentoring, workshops and seminars

Spread

Brent, Haringey, Hackney, Lambeth, Southwark

Outcomes

90% non-offending rate for participants

Reduction in first time entrants to criminal justice system

Project 14: Mediation (YNI)

Target age: 14 - 30

Activity

Resolving youth gang conflict targeted at referred individuals at a rate of 6 referrals per month

Spread

Southwark, Lewisham and Hackney. + Greenwich and Crordon from Nov.09

Outcomes

Work ongoing through MPS Mediation Steering group to increase referral rate

Project 15: Restorative Justice: RAIN (YNI)

Activity

Restorative Approaches in Neighbourhoods targeting interventions at young people issued with a final warning from a YOT

Spread

Lewisham, Islington, Barnet, Barking

Outcomes

The RAIN project is now closed and awaits options for other project development

Project 16: Street Pastors (YNI)

Activity

Universal approach through briefing with Safer Neighbourhood Teams

Spread

23 boroughs

Outcomes

Numbers of ‘at risk’ young people engaged

Project 17: Stolen Lives (YNI)

Target age: 11 - 16

Activity

Universal approach to 11-16 year olds via classroom and on line delivery of positive messages for personal safety and raised awareness behind carrying of weapons

Spread

Bexley, Ealing, Hackney, Havering, Lambeth, Lewisham, Newham, Tower Hamlets, Southwark, Waltham Forest

Outcomes

The Home Office Tackling Knives Action Programme (TKAP) is currently scheduled to March 2010. The MPS is one of 16 Forces in this programme. The future of the Programme is not determined beyond March 2010. Elements of this funding are deployed to gang-disruption, post school protective deployments and the violence reduction in the late night economy. Some funding supports preventative programmes within schools, including Stolen Lives.

Project 18: SHARP (YNI)

Target age: 11- 16

Activity

School Help and Advice Reporting Page is a software application for school websites with a universal approach

Spread

sub-committee22 schools

Outcomes

Project implementation complete.

Appendix 2

sub-committeeContribution Model.

The Tribal report identifies a Contribution Model as a methodology for developing the performance management of projects in a way that will ensure a synergy across the youth engagement programme.

Appendix 3: Performance against Success measures (November 2009)

Appendix 4: Sources of project funding

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