Investing in a brighter future for Birmingham’s children, young people and families

Cheryl Hopkins and Jim McManus

Our priorities for the next three years

Improve outcomes for children, young people and families in Birmingham. In particular:

Protect children from significant harm

Improve engagement in learning and achievement in education

Reduce health inequalities

The wider context

In addition to improving outcomes, we need to respond to:

changing government policy, including the school’s white paper

the Improvement Notice for Safeguarding

Comprehensive Spending Review - 30% reduction in core budget, translating to a £20m reduction for 2011/12 and reaching a minimum of £60m by 2014

What we will do to improve outcomes

Set and achieve the highest standards of service for our most vulnerable children

Deliver multi-agency assessment across levels of need

Simplify and integrate access to services

Work with schools, GPs and communities

Having the right response, at the right time, in the right place

Make services more flexible

How we will work

Getting it right!

8 functions discharged through an integrated menu of core activities.

We will commission only in line with the three defined priorities and functions/activities.

We will move to commissioning on a ‘payment by outcome’ basis.

Key design principles (1 of 3)

Get closer to local communities and develop services to meet local need.

Maximize the number of children whose needs can be met within universal services or with low level support.

Recognise the complexity of some family’s needs and ensure our services respond to that complexity through an Integrated Family Support Service.

Through increased use of lead professionals, ensure families can easily understand what is on offer for them and what their contribution needs to be.

Ensure children’s needs are accurately assessed and services are readily available to meet their needs.

Key design principles (2 of 3)

Recognise that assessment is a continuing process not a one-off event.

Maximise the use of social enterprises and increase our trading with local schools.

Construct all new and existing services whether our own or those we buy to deliver our core outcomes.

Ensure that Social care staff have manageable caseloads that enable them to deliver the highest standards to our most vulnerable children.

Recognise that the most effective services start from effective relationships between staff and their service users.

Key design principles (3 of 3)

Leadership and management will be rooted in these new area based arrangements.

Front line staff will be able to easily and readily access senior management support and decision making.

All staff will be developed to be the best they can be in their particular role.

All this will be done through a renewed and commonly understood approach to risk and risk management.

Overview of the future model

Strategic Core

Children with

complex needs

Children with

additional needs

Children whose needs can be met in

universal settings

CAF

USF SAF

Universal Screening Framework

Common Assessment Framework

Specialist Assessment Framework

Traded Services

Future Model Populated by JSNA Findings

Strategic Core

Children with

complex needs

Children with

additional needs

Children whose needs can be met in

universal settings

CAF

USF SAF

Universal Screening Framework

Common Assessment Framework

Specialist Assessment Framework

Traded Services

UNIVERSAL SETTINGSScreeningImmunisationDentalObesityTier 1 CAMHS

UNIVERSAL SETTINGSScreeningImmunisationDentalObesityTier 1 CAMHS

COMPLEX NEEDS

Looked After ChildrenTier 4 CAMHSChild Protection cases

COMPLEX NEEDS

Looked After ChildrenTier 4 CAMHSChild Protection cases

ADDITIONAL NEEDS

Tier 2 and 3 CAMHSBehavioural Disorder

ADDITIONAL NEEDS

Tier 2 and 3 CAMHSBehavioural Disorder

Design characteristics

Build on what works well.

Integration with partners.

Multi agency gateway and assessment processes.

Area-based services linked to universal settings.

Area-based services for child protection.

City-wide services for children with complex needs.

City-wide integrated strategic function

Children whose needs can be met in universal settings

Proceed with social enterprise model starting with: direct services, health education, music, outdoor learning and some school advisory services

Recommission providers to deliver early intervention and prevention portfolio, starting with children centres and vol orgs

Work with schools and communities to review local need and develop resourcing proposition

Expand the use of the Common Assessment Framework (CAF) in universal settings

Children with additional need (1 of 2)

Develop Team around the Family (TAF), where:a range of professionals work together to meet the individual needs of a child/young person and their familythere is a single key worker for each child/young person/familythe child’s development and learning needs are responded to in an integrated waythere is a pro-active effort to ensure that each TAF is founded in effective relationships

Children with additional need (2 of 2)

Likely to include: Connexions PA’s, Youth Workers, Family Support Workers, Parenting Support, Attendance Improvement Officers, Health Visitors, CAMHS, YOS officers, Educational Psychologists, SEN support staff

Likely to include Social Work support

Complete detailed service design by February 2011

Start implementation by April 2011

Children with complex need

Service areas in scope: duty screening, duty & assessment, care management, CWD social care, leaving care, fostering, adoption & residential, CAMHS, LACES, NRPF, UASC, EDT

Move to area teams, with duty/assessment & care management function split within the teams

Children in Care support integrated at a city-level Simplified service management Develop system for staff development via rotation Complete detailed service design by February

2011 and start implementation by April 2011

Strategic core

Rationalise use of buildings, business support and IT

Develop integrated commissioning function Develop integrated learning & development

function Develop integrated performance and

quality assurance function Start implementation in February 2011 Complete transition to new model by June

2011

Overall implications

All current roles in CYPF will be affected, either directly or in relation to operational arrangements

As a result, it is very likely that most employees will need to be considered for a role within the new operating model

It is likely that provision that is non-statutory and does not directly deliver to our three priorities, will no longer continue to be commissioned or be provided

Outline timetable

1st Stage (until April 2011) Decommissioning of services with confirmed funding

cessation Progress management de-layering and workforce

efficiencies Formal consultation with staff Voluntary redundancy and voluntary early retirement to

continue Reduce non-front-line delivery overheads by 30%

2nd Stage (from April 2011) Creation of integrated teams Transition from existing to new operating model through

assessment/assimilation process for all levels and grades

What does it mean for me?

How can I contribute?

Proposals are widely shared at this early stage, provide feedback to inform further design by end of January 2011

It is also our intention to work with partner agencies to promote opportunities/alternative careers via roadshows

Visit inline at http://inline.birmingham.gov.uk/cypf-change to find out about more ways to contribute.