Children & Family Support Service January 2013 1.
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Children & Family Support Service January 2013 1
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Transcript of Children & Family Support Service January 2013 1.
Children & Family Support ServiceJanuary 2013
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Briefing
• The Council’s Financial Position• Savings Target• Principles• Timescales• Questions
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The Council’s Financial Position• The Council’s financial position continues to be very
difficult• Savings of over £60m already achieved, but ….• Further funding reductions mean that additional
savings of £35.6m are likely to be required by 2015• Outline proposals for delivering these savings have
now been agreed, for consultation, at the Council’s Cabinet meeting on 3 September 2012.
• www.democracy.bolton.gov.uk
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The Council’s Financial Position (cont)• £8m of financial savings achieved (debt repayment, liabilities
closed etc)
• Departmental Targets:
– Adults £3.5m– Children’s £5.5m– Development & Regeneration £1.7m– Environment (Excluding Waste) £3.9m– Chief Executive’s £4.0m
• Plus a further target of £10m to corporate and cross-departmental initiatives, including waste disposal/ collection, accommodation, area forum and airport dividend.
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Principles - StrategicBolton Council retained its core principles whilst deciding where to make budget savings:•Protect the Council’s over-arching goals of economic prosperity and narrowing the gap•Protect services to vulnerable children & adults and keep these services safe•Secure savings from management & administration before making savings at the front line•Move from universal to targeted services•Where services are excellent reduce them to good•Whilst putting the needs of local people first, protect staff & avoid compulsory redundancies if at all possible.
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Drivers for change• Children’s Services Budget: £50m approx.• £36m spent on services to vulnerable children• Children’s Services Savings Target (2013/15) - £5.5m
Principles:• Protecting the most vulnerable children and young people• Targeting those children/young people/families most in
need• Targeting areas of greatest deprivation• Keeping children, young people and the organisation safe.
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Background
• January 2012 Children’s Centres & Family Support Service formed a new service
• Further spending cuts have now led to current review of services
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Core purpose
• Children Centre Offer delivery• Family Support• Looked After Children Contact
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Current Model
• 3 District Teams – Led by District Manager, Staying Safe Division
• 18 Children's Centres– each with Advisory Group, OFSTED Inspection, SEF
and Action Plan
• 12 Managers – operational management of the service – all reporting to a District Manager
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Proposals (1)• Local Authority retains statutory responsibility• Keep all 18 Children’s Centres open• Continue to be responsible for all centres & staff• Further develop relationship with the community
& other partners to develop the offer• Potential to develop pre-school child care
provision.
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Proposals (2)
• Remove all non-assessed services (e.g. stay & play)
• Review of facilities management• Rationalise posts • Provide transitional support• Reduction in centre operational budgets
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LA Managed
LA LA
LA
Bolton Children’s Centre Delivery Model 1a (For Consultation)
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LA Alexandra CCPartnership with
Alexandra Nursery
West North
South
LA Bromley Cross CC
LA LeverhulmeLA Tonge CC
LA Oldhams CC Partnership with
High Lawn School
LA Brightmeadow CCPartnership with
Firwood St Cath. Acad.
LA Crompton CC Partnership with
The Valley School
LA Little Lever CC
LA The Orchards CCPartnership with
The Orchards Fed. School
LA Kearsley CC
LA Hulton CC LA Heaton CC
LA Horwich CC
LA Westhoughton CC Partnership with
Washacre School
LA Oxford Grove CC Partnership with
Susan Isaacs Nursery
LA Harvey CCLA Great Lever CC
LA Grosvenor CCPartnership with
Grosvenor Nursery
Bolton Children’s Centre Delivery Model 1b (For Consultation)
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Potential benefits• Seamless service to children & families• Opportunities to share expertise• Potential to develop an integrated pre-school to Key
Stage 2 offer.• Early access/support to pre-school children and
families for schools• Utilisation of vacant space to develop complementary
support programmes to children and families from communities and community providers.
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Staffing implications• Rationalisation of management structure• Merge Parenting Officers and Children & Family
Support Workers – Level 3 and reduce overall number
• Post Dis-established:– Children & Family Worker – Level 1– Site Supervisors
• Revised role for Centre Assistants & reduce overall number of FTEs
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