enhanced senior management team. Revised leadership and management capacity arrangements (phase 1 in place by October 2014). Effective senior leadership of the service and demonstrable fulfilment of the statutory functions of the DCS role. Area management: disaggregating the safeguarding service into manageable with appropriate devolution and streamlined key performance indicators. Sufficient management and professional expertise available to the front line safeguarding and family support teams. Permanent Executive DCS appointed in February 2015. New HR leadership and governance implemented in March 2015. Area based structures implemented and area plans produced. Manager competency assessments completed-top 80 managers. 1 of the Practice Improvement project has been carried out in all safeguarding teams to raise standards to the minimum level needed to keep children safe. Investment in Leadership Development and Practice Development via a structured L&D plan. Defined management development pathway and individual development plans linked to capacity assessments. Performance outcomes for Assistant Directors set for 2015/16. Better grip of cases with unallocated work almost eliminated. Vision and Purpose for service set and owned by senior and middle management. Increased focus on leadership and management of social work practice. First review of performance of ADs in August 2015. Assessment teams and consistent resource panels established in each area in April 15 and effectiveness monitored and reviewed. Culture of high support and high expectations developed throughout the service with a focus on having a strong grip on casework and ensuring that social work interventions are purposeful. Refocus the performance and quality assurance frameworks in line with the improvement plan priorities. Quality Assurance and Performance Framework defined and drafted. HoS from business seconded to Business Change to develop in time scorecards, operational measures and outcomes. QA framework agreed March 15. In time scorecard for social work and for Family Support live in CareFirst. Audit programme agreed for 15/16. Appointment of Chief Social Worker who will lead on delivering QA framework. New file audit programme implemented.
Quartet performance reports designed and delivered. Data audits undertaken. City-wide safe scorecard developed. Focus on learning from audit and children/family feedback to improve practice. Direction – Future commissioning strategy. Commissioning intentions articulated for early years, early help and targeted support and for looked after children. Work well advanced, particularly with NHS where we have a commitment to a wide ranging, joint funding agreement for children’s services (s75 NHS Act 2006). Commissioning Plan 2015-2017. Finalise timetable for progressing particular service areas. Strengthen commissioning capability through the Commissioning Centre of Excellence. Develop s75 agreement for children’s services with NHS commissioners. Direction – Partners. Agreement with NHS and Police on establishing a Strategic Leaders Forum, with schools to join. New Strategic Leaders Forum to be set up; review of wider partnership landscape. Strategic Leaders in place. Proposals for alternative, strengthened city and regional safeguarding function to be put to DfE. Direction – Independent Review and Challenge. Progress on IRO reform, working with CAFCASS. Ofsted improvement visits. CAFCASS reform of IRO service to be completed September 2015. Ofsted visit to MASH January 2015 (action plan agreed); assessment and planning May 2015; IRO July 2015. Finalise new QA framework. Appoint CSWO and area principal SWs (who will oversee the QA framework and coach improved practice). Ofsted improvement visit programme to be agreed. Establish a safe front door: ensuring the systems and capability are in place to ensure MASH established with initial partner input and resource. MASH has stabilised and is now delivering multi-agency working. Subject to Ofsted inspection January Address areas for development identified.
Appendix 2 – Birmingham Child Protection Funding Position CHILD PROTECTION BUDGET Service Area 2014/15 Original Budget £m Growth Funding £m 2014/15 Revised budget £m Base Budget Changes £m 2015/16 Base Budget £m Base Budget Changes £m 2016/17 Base Budget £m Base Budget Changes £m 2017/18 Base Budget £m Safeguarding (including social workers) 18.0 6.2 24.2 3.3 27.5 0.0 27.5 0.0 27.5 Children in Care 94.6 0.0 94.6 16.4 111.0 4.6 115.6 2.3 117.9 Early Help/ Family Support including Cusp of Care 16.3 0.0 16.3 0.4 16.7 0.0 16.7 0.0 16.7 City-wide and Support services 14.8 0.0 14.8 0.0 14.8 0.0 14.8 0.0 14.8 Business Change/ Transformation support 1.6 0.0 1.6 0.0 1.6 0.0 1.6 0.0 1.6 TOTAL REVENUE BUDGET 145.3 6.2 151.5 20.1 171.6 4.6 176.2 2.3 178.5 NEED: FURTHER FUNDING REQUIRED Service Area 2015/16 Further Required £m 2016/17 Further Required £m 2017/18 Further Required £m Safeguarding (including social workers) 1.5 3.7 6.0 Children in Care 0.0 0.0 0.0 Early Help/Family Support including Cusp of Care 1.0 1.0 1.3 City-wide and Support Services 0.0 0.0 0.0 Business Change/Transformation support 0.0 0.0 0.0 TOTAL 2.5 4.7 7.3