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Why Change?

Children and Families Services Transformation Programme Final Proposals for Phase One 26 th February 2014. Why Change?. National and local factors; Munro recommendations for child centred approach and continuous relationship with family

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Why Change?

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  1. Children and Families Services Transformation Programme Final Proposals for Phase One26th February 2014

  2. Why Change? National and local factors; • Munro recommendations for child centred approach and continuous relationship with family • New legislation and statutory guidance; safeguarding, adoption & permanency, Children & Families Bill, Family Justice Bill • Increased demand for our services • Poor performance in a number of key areas compared to statistical neighbours • Spiraling costs resulting in a significant overspend

  3. Our Vision “An Early Intervention City with a multi agency integrated service provision that works to ensure children's needs are met at the earliest stage. Where possible, and children's welfare is assured, these needs will be met within their family and community resources. ”

  4. What will it look like when we get there An ambitious education offer for all children Focussed intervention on narrowing the gap for vulnerable groups Multi Agency integrated services across the board MASH Front Door Early Help through focussed and dedicated teams Timely Looked after Children Services – right child, right time, right placement, only for as long as necessary Rigorous Quality Assurance practise that keeps us safe and on track New Professional Development programme with accredited modules

  5. Our Proposal • Merge Children’s Safeguarding & Social Care and CYP Education and Inclusion services into one integrated Children and Families Service • Create 5 new service streams • Education and Early Years • MASH & Early Help • Specialist and Core Services (Court and Protection) • Looked After Children and Resources • Quality Assurance Business Unit

  6. Head of Children & Families Services MASH & EARLY HELP MASH Child Protection Investigation Team Pre-birth -4 Years Early Help Team 5 – 19 Early Help Team (School Facing) Children’s Centres EDUCATION & EARLY YEARS Strategy School Improvement & Virtual School Early Years & Day Care 0-25 Yrs SEND Asset Management & Capital Strategy SPECIALIST AND CORE (COURT & PROTECTION) Specialist Core Teams Youth Offending IDVA LOOKED AFTER CHILDREN & RESOURCES Fostering Adoption 14+ Settled LAC Care Leavers Integrated Family Assessment & Intervention Service (IFAIS QUALITY ASSURANCE BUSINESS UNIT (Holds PSW role) Team Managers: IROs & CP, Permanency (Adoption Adviser) & Safeguarding LSCB & LSAB LADO Practice Educator & Workforce Development Inspire

  7. Key Operational Changes (Phase One) • New front door via MASH - implications across all services • New multi-agency MASH and new Child Protection social work teams replacing Children First and Initial Assessment Teams • New multi-agency, integrated Early Help Teams; Pre-birth – 4yrs and 5-19yrs replacing the school facing Education Welfare Service and Prevention Social Work Teams, ARC, Community Teams and Families Matter

  8. Key Operational Changes (Phase One cont…) • New Integrated Family Assessment and Intervention Service bringing together the Specialist Assessment Service, Behaviour Resource Service and Contact Service • Safer, more appropriate managerial and supervision structures • Increased focus on learning and development • Quality Assurance framework across all services • Standardisation of roles and creation of a number of new roles including Quality Assurance Management and Advanced Practitioner roles

  9. Key Operational Changes (Phase One cont…) • Single Assessment replacing initial and core assessments • Simplified Assessment Model; 3 rather than 5 tiers; Universal, Targeted and Specialist and enhanced service provision across these areas • Reduced Timeframes for Court Cases with a 26 week target • Enhanced Step up and Step down support

  10. Changes Following Consultation • Children’s Centres to move from Education and Early Years into MASH and Early Help Service • Additional Team Manager in Pre-birth to 4yrs Early Help Team to ensure adequate operational management capacity over children’s centres • New Service Manager (G13) created to add managerial capacity to the QA Business Unit and lead on project and programme management and bids for new funding • Additional ATM in MASH

  11. Changes Following Consultation (cont…) • Integrated Family Assessment and Intervention Service (IFAIS) to move from Specialist and Core Services to Looked After Children and Resources • In addition to Coxford Road new location identified for contact in the east of the city at Townhill Children’s Centre following closure of Derby Road • 5-19 Early Help Teams to be based at Church View, Civic and Salerno • Mobile working ‘Touch Down’ zones to be introduced utilising Children’s Centres network • Family Engagement Worker role graded 8

  12. Phase One: Next Steps Staff notified of new posts by early March. 6th & 7th March Principal Officer and Service Manager Interviews Advertise internally any vacant roles; open to all staff Open Day 5th March launching new services MASH operational by 17th March Staff workshops on new services throughout February, March & April

  13. Phase One: Next Steps (cont…) Implement Professional Development programme Office Moves March – September 2014 Implementation of Single Assessment

  14. Phase Two Timeline (Apr- Mar 2015) • March/April formal 45 days consultation with Looked after Children teams including Fostering, Adoption, 14+ Settled Looked After and Care Leavers, PACT and with Education and Early Years Teams • Summer 2014 creation of new SEND 0-25yrs Service • Proposal to be developed for new Rapid Response and Out of Hours Service

  15. Phase Two Changes • Redistribution of resources and redesign to support “early help” at Tier 2 • Further integration of service delivery teams- CiN, CP • Deliver integration opportunities with Housing, Public Health and Adults • Targeted area pilot - multi agency approach across adults and children's services. • Reduce LAC IFA placements increase local provision

  16. Bright Future Stronger professional development and learning infrastructure Safer, more robust quality assured services and performance management Clearer, measurable outcomes Integrated service offering – the best in the region! More intensive, direct work with families Be the envy of our peers!

  17. Celebrate our success Children’s Centres …… Skilled and highly professional colleagues that support each other Not afraid to take risks and make changes – an innovative place to work Strong partnership working with statutory and non-statutory partners Able to improve and change whilst still supporting our most vulnerable families and young people Ambition

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