|1. Externally provided services||4.430||4.430||4.430||4.430||These services are delivered through commissioning from a range of external providers, historically targeted|
at children and young people not engaged by mainstream services. There is clear overlap in some
areas with services provided by Public Heath and NHS
funding. The savings will be delivered as follows:
a. £2.073m will be saved through reductions or termination of a number of services based on a review of all providers and an assessment of delivery in relation to meeting priorities, value for money and additional value brought to the service.b. £2.357m will be saved through a joint commissioning programme with the Health and Wellbeing Board. This will lead to services being commissioned in a different way to achieve health and wellbeing priority outcomes, reducing duplication and in some cases decommissioning where services do not meet future priorities. Providers undergoing review will secure continuation funding in 2013/14 whilst this process
is completed. It should be clear that the Health and Wellbeing Board is a partnership organisation and the Council is not in full control of this process."
|2. Teenage Pregnancy funding||0.140||0.140||0.140||0.140||Young women who have an increased risk of becoming a teenage parent are provided with support and educational activities that are proven to reduce the chances of them making decisions that would result in|
them becoming a teenage parent whilst at the same
time supporting them to achieve more at school and in their education. As teenage pregnancy rates across the country have dropped dramatically and the rate in Birmingham is now at the national average (representing a reduction of 50% in 6 years), the proposal is to integrate this work into the Integrated Family Support Teams, making an efficiency saving.
|3. Remodelling and integration of preventative and targeted services||3.312||7.903||9.833||9.833||This proposal relates to the integration of the Education Welfare Services, Integrated Family Support Teams, Connexions, elements of the Children’s Social Care and Children’s Centre services.|
Where it is beneficial and practical, these services will
be co-located on an area basis and brought under a single management structure with nominated central expertise to promote specialist knowledge. It is anticipated the services listed above will be configured around Council-managed Children’s Centres, which may realise savings through the rationalisation of management posts and salary grades. Children’s Centres will be managed on an area based hub and satellite model. Efficiencies are also associated with
reductions in numbers of children in care and therefore public care costs by offering community-based alternatives over the admission of children to public
care and actively progressing the care of some children
so that they return to the care of their family or a substitute family without the involvement of the Local Authority.
|4. Home to School|
|1.000||1.000||1.000||1.000||It is proposed to review the terms and conditions for pupil guides and to apply new policies to students|
receiving home to school transport that are currently being consulted upon.
As part of further consultation, we will arrange a further meeting or meetings, facilitated through Parents Views Count, to look at options beyond the application of the measures agreed by Cabinet on 7th January 2013 for new starters to all users. We will also commence further detailed consultation with pupil guides and trade unions
|5. Children's residential homes||1.600||1.600||1.600||1.600||The Council will review its residential provision and community based services for children.|
Our intention is to support children at home wherever possible. If children’s needs determine that they should be in public care then for the majority of children placement with foster carers provides the best placement. We will retain some residential provision for those children who need it but successful delivery of
our early help strategy and increasing provision of
foster carers will mean that fewer residential places are needed in future. With regard to services for disabled children we are determined to provide or procure services which meet individual children’s needs. We
will be reviewing the range of options available for children with disabilities including the provision of respite through traditional residential care. For the majority of children and families more flexible packages of support are appropriate – we will retain some residential respite provision but will seek to further develop choice for children and parents and develop more individually tailored packages. We will also improve arrangements for the transition of children into adults services.
|6. Adoption||0.100||0.100||0.100||0.100||The Adoption Service recruits and assesses carers for children needing a permanent home through adoption, and also matches children to suitable carers.|
The purpose of these changes is to ensure we achieve improvements in timescales for both children and
prospective adopters, to meet the targets in our
Adoption Action Plan and improve outcomes for children. We will transform our current practice and bring together the "front door" of fostering and adoption to improve advertising and assessment practice. Savings will come from changes in the structure of the service and through improved practice in the future.
|7. Disabled Children's services||0.500||0.500||0.500||0.500||The Disabled Children’s Occupational Therapy Team|
provides specialist assessments and access to aids and equipment. Savings against this budget will be made from staffing efficiencies with no impact on service users. We will also review the eligibility criteria for families to receive direct payments. Further savings will be made by getting better value for money from contracts for placements and reducing the number of disabled children in residential care by providing targeted support to families in need.
|8. Safeguarding and development service||0.250||0.250||0.250||0.250||Efficiencies will be secured in this service which supports the Birmingham Safeguarding Children Board, manages the independent Child Protection and Children In Care chairing delivery; quality assures CYPF work and delivers learning and development to CYPF staffing. The service holds a number of statutory functions within its brief, and will be reviewed to|
ensure that these continue to be delivered.
|12. Youth Offending|
|0.400||0.400||0.400||0.400||This service is a multi-agency partnership involving Social Care and Education, Police, Probation and Health. It works to reduce numbers of young people who commit offences, reduce numbers who are|
remanded into custody and reduce re-offending rates.
It is proposed to make reductions in delivery of prevention work and the Intensive Supervision and Surveillance Programme in operational posts as management reductions have already been made. Details of funding for youth offending from other partners is not yet clear. Final decisions with regard to the funding of this service will be based upon awareness of the overall funding position.
|13. Rights and participation||0.300||0.300||0.300||0.300||This service provides a channel through which the voices of children and young people can be heard and|
acted upon by the City Council and other partners. Although reducing the budget we intend to put more resources under the control of the young people
themselves and believe that the service can become
more effective and more child centred by utilising young people themselves to help take forward consultation events etc. This approach to participation has been used in other local authorities and has been commended.
|14. Parent partnerships||0.080||0.080||0.080||0.080||The service is currently provided by the Council to|
meet statutory requirements and involves working with parents of all children with special educational needs to provide information and publicity, training, advice and support.
The proposal is to review the Parent Partnership service.
|15. Child & adolescent mental health services (CAMHS)||1.430||1.430||1.430||1.430||This service provides direct help to children and adolescent with mental health difficulties. The local authority did receive a grant for this service which was|
passported to the children’s hospital to supply the
service. This grant however was terminated in 2010 and responsibility for this service now rests with the NHS. We will also be exploring the potential to achieve better service delivery through joint commissioning and the identification of a single provider across children’s and adults’ services.
|16. Connexions||0.750||1.250||1.250||1.250||Responsibility and funding for the provision for the universal careers service has now transferred to schools. The retained Connexions service will see the|
service target its resources on meeting the needs of
vulnerable young people over the age of 16 and those not in education employment and training. This will enable a stronger offer to be delivered to NEETs above the statutory minimum. The service will be integrated with the youth service to establish a sustainable cross cutting service operating out of youth centres at the heart of the community.
|17. School settings/improvement||0.500||0.500||0.500||0.500||The Service provides the Council with information needed to identify and provide support to vulnerable schools. It will broker support between schools, monitor impact, and assure quality. This will continue|
at a reduced level.
|18. School management and governor support||0.039||0.039||0.039||0.039||This service provides a range of professional support and advice on all aspects of school management and|
administration, including procedures, legal and technical issues, and implementation of regulations.
This saving represents the effect of schools meeting
the full cost.
|19. Admissions and appeals||0.150||0.150||0.150||0.150||The admissions and appeals service coordinates the offer of school places for all maintained schools and|
academies in Birmingham. The proposal is to become
more efficient by changing the way the service is delivered and encouraging more use of web-based information and applications.
|20. Education and Skills infrastructure||0.820||0.820||0.820||0.820||This service undertakes the Council’s statutory duty to|
ensure that there is sufficient, local, education provision for all young people and carries out the statutory landlord function in maintaining the education asset portfolio to prevent school closures and mitigate health and safety risks. It is also responsible for delivering carbon reduction targets in schools, and for management of school Private Finance Initiative contracts.
This savings proposal will result in a reduction in the service by reducing the number of posts. We will
reduce the overall cost of the team through grant
funding for relevant capital projects.
|21. Hospital social work team||0.488||0.488||0.488||0.488||A team of social workers provide a service in hospitals across the city. The work is concerned with providing|
an initial response to expressions of concern and a child protection enquiry and assessment service.
The proposal is to remove this service from hospital
settings and deliver it from area based social work services.
|22. Contact and escort service||0.333||0.790||1.000||1.000||This service supports and supervises arrangements for contact between parents and children in care. We expect a reduction in these costs in line with an overall|
reduction in the number of children in care.
|23. Child protection specialist assessments||0.500||0.500||0.500||0.500||This budget provides for assessments commissioned for court in child protection cases. The proposal is to|
reduce costs by ensuring that as far as possible the
work is delivered in-house.
|24. Early Years Support|
|1.350||1.350||1.350||1.350||The early years support service provides support to private, voluntary and independent child care settings and supports the development of pre-school places, childminding and helps to build capacity for 2, 3 and 4|
year old nursery places. The proposed budget
reduction will be made through efficiencies and reductions in overheads which should pose no risk for children and families. An existing contingency budget of £0.65m will also contribute to required savings.
|0.65||0.65||0.65||0.65||The local authority has a duty to ensure sufficient affordable, good quality childcare for fee paying|
parents across the city. It is expected that funding needed to sustain places will continue to be sufficient and it is not anticipated that this reduction will have
any negative impact on families accessing childcare
services or on the quality and availability of such services. This saving totals £350k.
A further £300k will be saved from reductions in the training budget and introducing charging for training
|26. Children’s Centres||1.00||1.00||1.00||1.00||The proposed £1m reduction will be found from a|
percentage reduction applied to the children’s centre
locality. This reduction will be based upon levels of "deprivation in the area in which the centres are located. In areas where there are more than 80% of children in the 0-10% deprivation range there will be no reduction whatsoever. This increases in five bands
up to reduction of 12.5% in areas where up to 29% of
children are in the areas of greatest deprivation. This reduction will enable the majority of services to continue to be delivered in the localities and be accessible within each community. Efficiencies will be supported through developing more integrated working with partners. The risks associated with this proposal are considered to be minimal.
|Directorate Total of|