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CHILDREN’S SERVICES DIRECTORATE

CHILDREN’S SERVICES DIRECTORATE. SCOPE A vision for the future development and delivery of integrated services to children and families within Northumberland. An organisation structure for the integrated Children’s Services Directorate of Northumberland County Council.

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CHILDREN’S SERVICES DIRECTORATE

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  1. CHILDREN’S SERVICES DIRECTORATE

  2. SCOPE A vision for the future development and delivery of integrated services to children and families within Northumberland. An organisation structure for the integrated Children’s Services Directorate of Northumberland County Council. Leadership and Service Heads functions down to third tier at this stage. Opportunities for future integration with Health and other partners identified.

  3. CONTEXT NCC committed to making a positive and real difference to the quality of life and aspirations of children and families in Northumberland. Best Value Review of Children’s Services 2003. The Children Act 2004. Families and Children’s Trust [FACT] Partnership Board.

  4. SIGNIFICANT OTHER CHALLENGES Putting the Learner First [PLF] Programme. OFSTED Action Plan. Achieving ‘Excellent’ status under the Corporate Performance Assessment. Children’s Services Inspection Action Plan

  5. VISION FOR CHILDREN’S SERVICES • Children (and Families) are at the centre of all policy, planning and service delivery • Schools are central, as partners, in becoming the delivery hubs for much of the service delivery. • The needs of ALL children are considered in order to provide a universal service – not just to those ‘at risk’

  6. High quality, universal services are planned and delivered in an integrated way Service planning and delivery seek to remove/minimise any ‘stigmatising’

  7. KEY REQUIREMENTS In order to achieve this vision we cannot stay as we are – change is inevitable. Planned change management needed. Radical in order to achieve true integration between Education and Social Services. Consider the nature and type of contribution from other key partners such as Health, Connexions and YOT.

  8. Acknowledge the size and complexity of some of the issues involved. Ongoing management challenge to ensure that day to day services are delivered and improved throughout this period of change. Staff at all levels MUST share the vision and have the belief and commitment to make it a reality.

  9. UNDERLYING PRINCIPLES Initial focus on integrating existing County Council functions and services Functions outside of the Children's Services Directorate – YOT, Adult Education, NTA and Libraries, Arts and Heritage Schools as the ‘delivery hubs’ As radical as necessary to achieve true integration of services at all levels and across all functions

  10. Clarity of accountability and responsibility at all levels Effective performance management is embedded within the management structure and processes Management hierarchies need to be as flat as possible Balance between professionalism and integration Customer Focus - Area based/focused delivery

  11. CHIEF EXECUTIVE NCC FACT PARTNERSHIPBOARD SAFEGUARDBOARD OFSTEDPARTNERSHIPBOARD HEADTEACHER’S ADVISORYGROUP SMT Connexions & Youth Service

  12. SAFEGUARDING SMT EMT

  13. Sure Start (NCT Secondments) Health of Looked After Children

  14. Northgate & Prudhoe Children’s Service NCT Community Paediatric Nurses CAMHS, Health Visitors School Nursing, Paediatric OT’s Consultant Paediatricians Audio Visual Screeners CAMHS, Health Visitors School Nursing, Paediatric OT’s Consultant Paediatricians Audio Visual Screeners

  15. Child Health Info System Child Protection Team

  16. CONSULTATION & IMPLEMENTATION • High degree of support for underlying ethos and approach to integration – FACT process. • Progress needs to be made as quickly as possible.

  17. 22 & 23 February & 2 & 3 March 2005 • Consultation with staff and key stakeholders. 17 March 2005: Member Approval • Ad Hoc Sub Committee. 18 March to 8 April: Appointment Process for Stage 1 • Affected NCC staff ring fenced and considered for posts in new structure. • Unfilled posts advertised externally.

  18. 1 May 2005: Implementation of Senior Mgt Structure • Expectation that most posts can be filled by ring fencing. 1 May to 31 July: Development of Stage 2 Proposals • Appointed Heads of Service review structure of their service. Detailed proposals by end of July 2005. 1 August to 30 September 2005: Consultation on Stage 2 • Similar process as Stage 1 Senior Management tranch adopted. 1 October 2005: Stage 2 Implementation • Bid for £100k from ODPM for Management Development and Team Building Programme for Extended Management Team.

  19. QUESTIONS?

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