1. Chris Glynn Head of Commissioning CYPFD

2. Asked to address The current landscape of the Directorate following budget reductions. Future service priorities and how these will be commissioned / delivered. Future opportunities and how the sector can prepare and engage.

3. But the data for Birmingham tells us that the top priorities and most important contributory factors which we must attend to are: Protecting children from significant harm and improving children’s social care Domestic violence, poverty & neglect, drug, alcohol and mental health problems in families Improving engagement in learning and achievement in education and skills Attendance, behaviour, curriculum & ethos, improving language, literacy & numeracy, social literacy Reducing health inequalities Infant mortality, childhood obesity, teenage conception, emotional health Birmingham will continue to promote the five outcomes of Every Child Matters: CYPF Priorities 2011-14

5. Changing context NHS White Paper GP Commissioning LA Public Health Duties Kennedy Report Comprehensive Spending Review Funding for LAs to be simplified. Increase diversity of provision –encouraging non- state provision. Tariffs and innovative payment mechanisms. Personalisation. Local Authority Efficiencies.

6. Resources are currently mainly allocated to the universal and specialist services with few allocated to preventative and targeted services 1 1 1 Allchildren Vulnerable Children Children with additional needs Universal Services Few Targeted Services Specialist Services Targeting Resources & Commissioning Services Resources will be focused on Prevention and Early Intervention

7. Drivers The main drivers for designing a new operating model: The need to improve in the three priority areas. The need to deliver against the child protection improvement plan. The need to manage demand through efficient deployment and using universal and targeted services. The changing policy context with an increasing role for schools and GPs. The need to actively manage budget pressures and deliver services which are affordable and future-aware. The need to retain and build professional expertise and performance. Deliver activities that work – and stop activities which don’t.

8. Summary. The current landscape of the Directorate following budget reductions. Future service priorities and how these will be commissioned / delivered. Focus on managing demand for specialist provision Prospectus / competition / partnering Recognition of wider value of VCS -

9. Summary. Future opportunities and how the sector can prepare and engage. –December clearer about elements of current portfolio. –Corporate discussions re the grants included in the settlement begin now (CAMHS, Short Breaks etc). –Engagement with the future operating model, hybrid and integrated models, personalisation. –Beginning next financial year –FOM opportunities – function reviews –CSR opportunities –Personalisation