The financial crisis has hit youth offending teams hard. Back in 2008 as the credit crunch began, they employed 17,283 people across England and Wales. By 2011, the number had halved to 8,567 employees and is likely to have dropped even further since then.
The reduction in staff is a blunt illustration of the impact of repeated budget cuts on YOTs, and has naturally prompted concerns that the services they provide to young people will suffer. To maintain quality, YOTs have been rethinking the way they provide services, with alternative structures emerging. Here are four distinct ways in which YOTs are adapting.
Integration
Register Now to Continue Reading
Thank you for visiting Children & Young People Now and making use of our archive of more than 60,000 expert features, topics hubs, case studies and policy updates. Why not register today and enjoy the following great benefits:
What's Included
-
Free access to 4 subscriber-only articles per month
-
Email newsletter providing advice and guidance across the sector
Already have an account? Sign in here
