children and the future
DESCRIPTION
Joint Presentation to GPs and Elected members on our approach to the new future operating model for childrenTRANSCRIPT
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.