The two key aims of a children's service plan will be to provide excellent universal services for all and to target additional services to "meet need and reduce inequalities". A shared understanding of such needs would be helpful, and the action plan suggests a framework based on (a) children who are sought out by agencies, eg because of illness or disability (b) children who come to the attention of agencies through what is done to them or by them (c) emerging issues, such as drugs or psychiatric diagnosis, and (d) "predictability".

The last of these is highly contentious, in that while agencies feel that, on past experience, they can "predict" those children who will require services in the future, this was "perceived by many to be stigmatising and labelling, contaminated by inappropriate value judgements". However, the action team were more concerned that no action by agencies followed on from "this widespread agreement in identifying the most vulnerable and at risk children" and concluded that "it is the responsibility of agencies to apply their shared knowledge of the predictability of children who will require services, to offer an intervention rather than, as at present, await the development of problems".

This section of the plan also emphasises that leaders of children’s services should look beyond the structured services and identify the "informal services" provided within the area, to ensure that a sufficient spread of open-access services is provided. This demands partnership with voluntary sector groups offering eg breakfast clubs, after school activities, parent support and services for teenagers.

The Action Plan was described, even before its publication, as "high standard conscience-driven ideals that look like a lot of work" (a fairly typical sermon, then!); the team recognise that an "imperative for change" is not enough in itself to overcome entrenched ways of working (not to mention budgets) and hard-pressed professionals seeing it as a further burden. A framework for change is therefore set out, with recommendations including 

• "child-proofing" of all Executive policy through publication of a "child impact statement" for all policy measures
• consolidation of children's services which are currently short-term funded
• Executive guidance to local authorities and NHS Boards which "encourages shared financial approaches within an acceptable accountability framework"
• a "workforce planning group" looking especially at training for staff to work with families
• a "change support agency" to facilitate progress toward integrated services.

Support is also expressed for the appointment of a Children's Commissioner.