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TOTAL SOMERSET
HIGH CONTACT FAMILIES
PROJECT
Evaluation Report
Appendices
20th October 2011
1
Contents Page
A.1. Interview guides 4
A.1.1. Family 4
A.1.2. Family Coach 6
A.1.3. Family Advocate 8
A.1.4. Agency 10
A.2. Interview findings and analysis in full 11
A.2.1. The Coach / Advocate model 11
A.2.2. Impact on families 22
A.2.3. Impact on agencies 37
A.3. Family case study summaries 52
A.3.1. Family 1 52
A.3.2. Family 2 56
A.3.3. Family 3 59
A.3.4. Family 4 62
A.3.5. Family 5 65
A.4. Detailed family case studies 68
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A.4.1. Family 1 68
A.4.2. Family 2 81
A.4.3. Family 3 89
A.4.4. Family 4 110
A.4.5. Family 5 120
A.5. Cost benefit tools 134
A.5.1. Family Savings Calculator 134
A.5.2. Cost pivot table 135
A.5.3. Cost / Contact Data [Dan to include latest version on return from abroad] 138
A.6. Project tools 160
A.6.1. Wellbeing Tool (exemplar) 160
A.6.2. Experience Tool (exemplar) 161
A.6.3. Family Action Plan (exemplar) 164
A.6.4. Customer Journey Mapping Tool (exemplar) 165
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A.1. Interview Guides
A1.1. Interview Guide for Families
X
Success A = represents how your family was getting on at the start of this B = The best outcomes that your family could wish
Measures pilot project for from being involved in this project – an ideal
situation, feeling in control and able to move on
What has helped you get to point X What things still need to happen to get you to B
Achieve Table whole family Action Plan What are you least pleased with
Action Plan - What are you most pleased about - Why / what would have helped
Targets - …… why / what helped
Will you aim to continue to work towards some of
these targets
- Do you feel that you’ll be able to do it without
the support from the Family Coach
- If no, what help would you need to continue
to meet your targets
Table ‘wellbeing’ record Suggestions to improve
Improve - Key features
Family - Due to
Experience
Table ‘family experience’ record Q3: How well have we (agencies) helped you to feel
Q1: How well do we understand your family? good about your family life and move on positively?
- Key features = - Key feature =
- Due to: - Due to:
- Suggestions to improve - Suggestions to improve
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Q2: How well are we (agencies) helping to stabilise your lives?
- Key feature =
- Due to:
- Suggestions for improvement
Has your being involved in this project led to any changes to your
life in your local community
- people you socialise with
- activities that you do
Has your involvement in the project changed the way you work with If –ve:
More agency professionals - Why
Efficient - if + how - How could it be improved
Services - …..will it be sustained after the project
Are you clear about what the two different roles of Coach Advocate
are there to do
Re involvement with the Family Advocate What could be improved
- What worked well
Re working with your Family Coach Can you suggest improvements in the way the
- What worked well Family Coach worked with your family
- How did it make you feel
Anything else that you would like to say about your
involvement in this project
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A1.2. Interview Guide for Family Coaches
Success From point A to point X: From point X to point B
Measures Point A = Represents family’s high contact needs Point B = Represents ideal scenario = family equipped to work
at start of project X independently to address their needs
Overall What are the key factors that have worked well to What still needs to happen to move the family towards point B
get the family to point X
Table copy of Action Plan
Achieve Re process that you and the family went through to What could be improved / done differently
Action Plan set the Action Plan targets:
Targets - What worked well
Review end point Action Plan (targets):
- What worked well
- High point (attributable to)
- Low point (attributable to)
- Are they too general and risk masking
severity of on-going issues / and
understating family’s efforts to address
them
- What new targets need to be set by the Family
- Are they equipped to work on these independently
Re your role in providing on-going support to the What could be improved
Improve family - Low point (attributable to)
Family - What worked well - Need to avoid repeating
Experience - High point (attributable to)
Identify a single most positive impact of
your role on the family
Table ‘family wellbeing’ record: Do you think the project will have a lasting effect on the family’s
- Discuss key features wellbeing (into the future)
- Explore causes - How
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- For whom, specifically
How do you avoid a dependency culture?
Table ‘family experience’ record Has involvement in this project left a lasting legacy for the family with
More Q: How well have the agencies understood the respect to how they engage with public services
Efficient family: - What
Services - Discuss key features - Potential future impact
- Explore causes (relating to role of Coach
and Advocate)
Q: How well have agencies stabilised family’s life
- Discuss key features
- Explore causes (relating to role of Coach
and Advocate)
Q:How well have [agencies] equipped the family to
move on:
- Discuss key features
- - Explore causes (relating to role of Coach
and Advocate)
Has there been a noticeable change in the way the What could be improved / still needs to happen – to improve
family engages with agency frontline staff by end of engagement with public services
project
- What
- How
Has your work as a Family Coach changed the way What will be the lasting legacy for you
you think and work with agencies - Views of frontline agency professionals
- Future working practices
- Networks
- Professional knowledge
- View of how to achieve ‘more efficient services’
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A1.3. Interview Guide for Family Advocate
From point A to point X: X From point X to point B
Success
Measures A = Represents the families’ high contact needs at start of project B = Represents ideal scenario = all families
understood by agencies and equipped to work
independently to address their needs
Overall What are the key factors that have worked well to get the families What still needs to happen to move the families
to point X towards point B
- Illuminate with examples
Achieve Re whole family assessment and the setting of Action Plan targets: What could be improved / done differently
Action Plan - What has worked well with this process
Targets
Re delivery of Action Plan Targets: Anything that you would aim to improve / do
- Illuminate with examples, what worked well with the: …… differently
Advocate-Coach relationships
……. Advocate-Agency relationships
At end of pilot:
How equipped and motivated do you feel the
families are to work independently to:
- Continue to aim to reach original targets set
- Set new targets
- Work towards reaching new targets
Re your role in liaising between Family Coaches and Agencies What could be improved / done differently to improve
Improve - What were the key aspects that contributed to a positive family experiences
Family experience for the families
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Experience
Do you think the Families were clear about the distinctive roles of What could be improved / done differently
the Coach and Advocate
How do you avoid a dependency culture
Do you think the families and the agencies were clear about the Improved / done differently
More distinctive roles of the Coach and the Advocate
Efficient
Services What has been the impact of your role on agencies’ understanding Do you think any impact will be sustained post pilot
of ‘what matters’ to these families
Has your role had an impact on how these families engage with Do you think it will be sustained post pilot
public services
What has worked well re the Family Coach role Improved / done differently
Has your involvement given you any insights into where there is
‘waste, duplication or fragmentation’ of resources’
Has there been a noticeable change in the way that agency Do you think this will be sustained post pilot
frontline staff engage with families by end of project
- What / How
What will be the lasting legacy for you re:
- Needs of these families
- Views of frontline agency practice
- Your working practices
- Multiagency Networking
- Professional knowledge
- How more efficient and effective services’
can be achieved
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A1.4. Interview Guide for Agencies
Had your agency been involved with any of the High Contact Families prior to this pilot project
- [Y] Why? resources employed
- Were there issues about the level of engagement pre pilot – specifically
- [N] Why? Not needed / non-engagement
Do you see your agency as integral to the identity of this project
Are there any issues for you with it being physically located in a police station
Has this pilot enabled you to better understand ‘what matters’ to these families. Why / How?
Has this pilot approach had any impact on how these family engage with your services – and vice versa
- Attributable to what, specifically
- Have there been resource implications
Where do you think the families would be now (circumstances) if they hadn’t been involved with this pilot
Do you think there will be any lasting impact regarding how your agency and these families work together - What specifically
Were you aware of the full content of the Whole Family Action Plan targets
- All of it / Just bit that related to your agency input
- Impact on your service
What do you understand re the two roles of Family Advocate and Family Coach
What impact has the Family Advocate role had on the way your agency has worked with these families
- Illuminate with examples
What impact has the Family Coach role had on the way your agency has worked with these families
- Illuminate with examples
Has this pilot had any impact on your:
- working practices with these specific families
- working practices more generally
- multiagency networking
- professional knowledge
Has your personal involvement in this pilot had any impact on your level of job satisfaction
Has your involvement in this pilot given you any insights into where there is ‘waste, duplication or fragmentation’ of resources – details
Post pilot – what will you do differently
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A.2. FULL FINDINGS FROM INTERVIEWS
Key:
FC = Family Coach
FA = Family Advocate
A.2.1. The Coach / Advocate Model
This project has demonstrated that there is a need for such an approach to fill the current gap in service delivery for these families. The Coach/Advocate
team approach has been shown to provide support for quite practical reasons;
“…me daughter was sleeping on the floor, [FC] fixed the bed for me because… I couldn’t fix it. …and he [coach] helped me do other bits and bobs around the
house… I’m not a tidy person…”
“When I first started working with [her] she was having lots of letters and issues because her grandmother recently died and they were trying to take the
rent arrears from her and the council tax arrears on her grandmother’s property, so I [FC] spent a lot of time with [the mum] understanding all this and the
[FA] managed to sort it all…”
“…she was having problems… to sort out tax credit and benefits and things… quite practical stuff really.”
“…to be trusted to come in and help her do some work in the home… to smarten up some aspects of it…”
“…cleared out this man’s … they helped bring the standard up”
“it reminds you of how much else there is to do with the family, um, that could be done to help them, and sadly isn’t, isn’t done by a lot of agencies
…suppose it’s a reminder of the gap that there is in many of the chaotic families that we work with, so um, and how that can be filled very productively with
the right organisation”
“High Contact are, well the way I see them, it is very much a practical organisation that is joining the dots, that is looking quite globally at the family … in a
sort of systems way”
including supporting those families coping with low levels of literacy.
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“I think they [agencies] need to spend more time understanding why [the families] are not coming to appointments, why they’re not answering letters… I
would say half of our families have got literacy issues.”
A key outcome for this project has been to provide families with flexible support, built upon trust and respect; encouraging families to develop skills and
positive attributes.
“…they’ve helped out in more ways than I can actually… think of…”
“…we were starting to, to get a grip on, on, on, you know, me trying to find work, she, she managed, [FA] managed to get me on a, um, some sort of, I can’t
remember what it was called now, it was trying to help; me find work, it was like a course that I will go on once or twice a week”
“I was trying to give him as much positivity around trying to sort of get himself into a position where he could get skills to get himself a job.”
“… I think he sees us slightly in a different light to, to some of the agencies, he, he’s definitely got some sort of trust here… he can relate to us and trust us
probably to go back and perhaps liaise with some of the other agencies without having him to then ring them direct…”
“…it’s just giving them a bit of positivity and uplift and trying to sort of give them, um, er, a boost to sort of like, perhaps try something new…”
“my son’s friend done it for me, laminate my bathroom and my passageway… he also done the stairs and landing and the carpet…. Now instead of him
[Social Worker] coming and going ‘ oh wow that’s nice’ like [Coach] or [Advocate] would do, he went ‘mmm yeah presentable’, you know that’s nobody’s
boost to confidence… and I felt hang on a minute, we’ve worked flippin’ hard in here and it’s still only ‘presentable’.”
“…I’m not stupid, I’ve got quite a few skills. They have done me CV for me, I said I’m quite good actually, I’d give meself a job…”
“…he [FC] knows me now I think, he knows how to take me……I was so appreciative, they’ve [FC/FA] really helped me… ”
“…it’s just not going there with your size 9s and saying ‘you’re not doing this, so we’re telling you to do it’.”
“…there’s not really too many other support agencies for people like [her]”
“They said [the] school attendance is still below the national average at 72%. I said, ‘we need to give mum some credit because she’s got it up from 42% to
72%. …but there was no give and take it was all, you know, ‘it’s not the national standard, it doesn’t meet the targets… Praise is so important to them.”
“we’ve done a CV… she’s actually got some very good history in terms of her work. …we’ve been trying to encourage her to do a course.”
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“…whilst she is struggling and she’s gone back to doing some of the drinking… she’s been very prepared to have that consistent, um relationship or visit from
her coach.”
“…main thing is to give her reassurance that, you know, there is something more out there for her. And that… we’re not going to give up on her.”
“…we’re here with you as long as you want to commit to that action plan… building in a significant other that they could have contact with if they felt a
wobble coming on.”
“…it’s just showing them what a better life could be, for them.”
“…it was just about being very open… to open their eyes… [to opportunities]”
“…I think the main thing about this project is that it’s, ‘OK there’s an obstacle, how do we get around it’… it’s about the focus and it’s not being a failure.”
“…it’s a friendship kind of, mentor role, and it’s, it’s just really obvious that these families they just don’t have that direction…”
“…it was revolutionary that this woman who just would not, was as hard as nails, and would not let anybody through her door, was phoning [FA] and asking
me for help.”
There is clear support from agencies to continue to develop the project; with recommendations to widen the scope of the project to other families,
including a more preventative approach working with less chaotic families and extending the project to families in rural areas who may have different
needs.
“[we now] need to start looking at saying, well we’ve, we’ve cleared out the major problems, let’s stop some of those barely coping, slipping into chaos…”
“…I can instantly think of a whole number of families, you know who would benefit from the project… you know some of the villages… their needs might be
slightly different.”
“I’d love to see… the project extended to other areas… if you had the project throughout the country... you would know who would be the key contact in the
area… you’d make contact with them to find out what the issues were and you’d be prepared… that would be the beauty of having all the information that
you need.”
“…if it had been in… Bridgewater, I know I would have had all the other [Housing] Officers saying, ‘Oh I’ve got such and such a family that I’d like to refer’.”
“I think in the long term if we had an advocate role in areas of most need who acted as single point of contact it would [save staff time] in the long-term”.
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“…those people that do it [work in the project] on a regular basis are keen that we continue to do it.”
“… it’s going to take a bit of a shove to get it all happening, but if we can start it small in specific areas, targeted areas and people can see how effective it is
they’ll grow it themselves…”
The project has also highlighted the need for increased provision of those few services that work within the family home, notably the Parent Family Support
Adviser service.
“I worked very closely with the Parent Family Support Advisors… they’re really my only main sort of resource that [the FA] can refer to for whole family
support… [they] also provide Triple P Parenting Programme… however, there are only two of them…”
There is an awareness within the project team that the agencies involved in the project may be developing a dependency on the support provided by the
Family Coaches and Advocate.
“…probably got concern about the dependency of the agencies on us [the project]…”
Although the short timescale of the project could be considered helpful to focus the families’ actions,
“…from the very beginning we’ve been very conscious that we’re not here forever and it’s, in a way, it’s been good having only a short space of time,
because it’s certainly focussed us…”
there are indications that the intervention period of six-months is too short for some families
“I think it’s giving them things to sort of contemplate, you know, um, I think as I said, I think that this sort of thing is a long-term issue, that I think that
doing it for six months is too short, and we knew it was going to be too short, I think that if you’re looking at it from the long-term perspective then it
certainly can be better in the long-term, for certain families…”
and it can be difficult to measure impact within such a short time.
“Difficult to measure isn’t it … [for] so many of the families [that are in] High Contact [are] families that deal with the ‘here and now’, that may be not
analytical about the past or the future…”
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As part of the project’s exit strategy, a Lead Professional role is being identified for each family from within key agencies; to take over some of the support
that had been provided by the Advocate. This key contact should provide tapering support to the families for a set period of time after the end of the pilot
project.
“…our exit strategy that would be briefing a key contact in a recognised [Lead] agency for [the family], who would hold this kind of futures plan [new action
plan targets].”
A2.1.1 Coach
What has worked well has been the opportunity for the Coach and family to meet regularly to develop a relationship built upon trust and understanding.
“…regular contact has been particularly helpful… the reassurance that there are people there that care…”
“…the understanding [by the family] that [the project] is totally independent that you know it’s, I’m not representing a particular agency, I’m coming as me
[the coach].”
“if dad’s mentioned him coming it is like, ‘oh well I’ll ask Ian that’, or ‘I’ll ask Ian that’, or that’s something, so dad’s quite clear about his role”
“… historically… we’d have visiting officers that do go out to homes but they go out for very different reasons and [the FC is] going out to help the family and
help move them on, so it’s a very different approach…”
In particular, the role of the Family Coach to enable the bigger picture to emerge, to ensure that the families’ needs are understood and prioritised.
“…get this person on the right road to sort of bettering himself and improving his quality of life and give him some sort of direction…”
“…the process was evaluating their sort of position as they were as a family initially… looking at what was needed, what was priority, er, and what needed
to be done… to try and get them to a place which was obviously better than where they were originally… give them sort of… clear guidance on how to
improve the situation and try to give them some sort of ownership of, for them to sort of get out of the situation that they’re in.”
“…if they see you as a friend, see you as someone that’s trying to get them out of the situation, as long as they know that the situation that they’re in, and
they’re willing to sort of like try and better themselves, because it’s all about educating them, and trying to sort of like make progress forward, because a lot
of these families do want to move on from where they are, um, but some are stuck in the cycle…”
“[FC] was someone they could trust, and rely on to give them best honest advice to try and bring themselves out of the situation that they’re in really. I
would say probably the most positive thing there would probably have been moving forward with his debts and giving him some sort of hope that it wasn’t,
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you know, er, going to leave him in a situation which he couldn’t get out for, you know, get out of for the rest of his life, because I think a lot of the, his
depression was, was you know certainly around the debt issue… they were like living in sort of a situation where they were quite cold, I think they had one
fire in the room, there was no other heating around the house, no carpet.”
“…they’ve been helping me to just try and get me out [to relocate]… it’s just the effect it’s having on the children … they’re [FC/FA] trying to holding off…”
“…mum needs to have someone consistent, even if it’s not to talk about her feelings and even if it’s just to go to ASDA together.”
“…the opportunity to actually start to discuss really about what’s going on, um, in their lives… this notion of having some kind of support available, as a kind
of an assurance really… starting to think about, you know, how she might improve her life, which she wanted to do, I think she was just being honest that
she was a bit confused how she might do it.”
“…she’s had in some sense the world against her…what [FC] been able to do is in a sense unpack, um, the concerns and reflect back… the progress we’re
making…”
“…starting from where the families want to start and coaxing and supporting them will provide opportunities for them to take on bigger things.”
“…they’ve got to go at their own pace and do it their way… and sometime you’ve got to persist and be patient…”
“…that’s the thing with our families, is that thinking day-to-day… There aren’t very many consequences for not doing something.”
It is clear that the Family Coach has worked closely with the Family Advocate to broker the relationship between frontline staff and the families; enabling
agencies to gain access to these families.
“Homes in Sedgemoor have used my role quite considerably now, obviously to get the gas serviced was the first thing, but then they kind of realised well
actually, you know, (FC and FA) seem to be able to get in the house, so we need to do the smoke detectors, so we’ll go through them, and perhaps we can do
a visit with the them, so they have kind of used us that way to get in.”
Experience as a Family Coach has been shown to impact positively on the Coach’s day job, from which they have been seconded to the Coach role.
“[FC] was a fairly new Housing Officer so I think it’s kind of moved her on and you know she’s got a lot more knowledge now than she had previously…”
“ …if there’s any issues in any of the other families that impact on [our agency], the FA uses our family coach [seconded from that agency] as that source of
information, so she’s the… lead advisor for the FA should any of those other families need any advice or support [from our agency].”
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There are key issues to consider when employing a Family Coach; it is important that the Coach is comfortable with their remit and has the ability to
respond appropriately, flexibly and regularly to the needs of their family.
“…a lot of it was to do with the flexibility of the coaches…”
“…he will probably need continuous coaching along the way on a regular basis. In fact I would say probably more regularly than I’ve… been able to give him
really.”
“…I sometimes felt like, you know, if I had more time, I would have gone down there, around there with a paintbrush and a thing of paint and said, ‘come on
John let’s get going’, you know give him some motivation, or giving him an uplift and trying to sort of like get him firing on all four cylinders, you know, um,
and you know I think that sort of going in and then going away and coming back a week later sometimes is a bit of a break in continuity…”
“I think if I’d been able to sort of go in more than sort of once a week, I reckon at least two to three times a week, would have been more appropriate.”
“…some of the coaches are so tight with the timescale they’ve got and their flexibility… they haven’t actually physically got the time to go chasing [the
families]…”
“…as a Coach I’ve been able to get into this family on, you know a random basis, I tried to get in each week, there hasn’t been that, or as, because of my job
commitments, there hasn’t always been the time to do it…”
“[FC] was handpicked to do the role because of her background in this area, and her expertise in working with families … she was handpicked because she
was the right person for the job and she, she had the local knowledge and she knew the families, … you have to have the right people working with these
families in order to move them on.”
“…they [FC] have to [think] wider than their own remits to move the families on, and not all our staff would think that way”.
“she’s[FC] got a wealth of experience on not just looking at the customer in front of her, but looking at the wider family and the issues…”
“[FC is] very comfortable about going to the family’s home…”
The project’s legacy is the intention of some agencies to consider either developing the Family Coach role within their organisation’s frontline staff or
seeking volunteers to fulfil the remit from with the local community.
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“… I shall be making sure that we have some form of support, voluntary coaching in some form or another… that is the working practice change that there
will be here and I then will be… trying… to find ways of, or means of identifying people who, within the community, are in a position to be coaches.”
“…the legacy from this project will be… that I am now more alive to the opportunities of coaches within the community and certainly my [frontline staff] in
the way in which they engage with upcoming potential, barely coping families, and the circulation of that information.”
A2.1.2Family Advocate
The Advocate role has proved successful in providing support to the family to engage with agencies,
“[FA has] really just kept the project running to make sure… they’ve [the agencies] all been there, she made sure the cover’s been in place…”
“[FA is] very good at finding things out.”
Especially where those relationships have been difficult.
“…there’s comments that at the time I didn’t like, um, but I’m glad they [Social Care] did say it because it’s one, it’s wanted me to sort of prove, prove to
them, prove to myself I can and I will look after my two boys.”
“…I’m glad that they’re not, um, soft and mushy, I’m glad that my current social worker is, is being completely honest with me, um, you know she has said a
few things that, at the time, when she said it, I didn’t agree with, um, because it was quite harsh for her to say that, but now I look back on it I’m actually
glad that she did say it, because it’s sort of, like I said, it’s so that I can take it on board and not do it again. … glad she wasn’t, you know, sort of soft and put
it in a soft sort of way, I’m glad she was quite stern about it, and since she was, since she, since she said that I’ve not gone round there at all.”
“…I think the important thing is that you’ve got that key contact who can then contact all the agencies that they need to, to get the important information
to try and support the families…”
Support from the Family Advocate ensures that there is a more co-ordinated approach from the agencies.
“…these agencies are specialised in what they do, you know and, I think that if you had a trained Advocate that can tie all of that, tie everyone up together
so that, um, there’s more co-ordination, so that you can sort of get to the goal quicker…”
“But you [the professional] have to have… the[FA]… that reliable, consistent point of contact…”
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“…we’ve learned a huge amount about the [Advocate’s role]… there is a need for somebody to cut the crap, to cut through that bureaucracy.”
“I’ve seen her as an organiser, um, as a mediator, as an advocate for families… the go-between for the families and other agencies … making things happen
… certainly with this family that wouldn’t have happened had she not been, ‘I’ll come and I’ll help you and I’ll do’”
There are indications that, although the Advocate acts as a conduit between the families and the agencies,
“…the advocate… comes out to the agencies to look, to resolve issues or problems with how we can move things on, so she’s been crucial in that part, as the
conduit back.”
there have been occasions when the Advocate appears to have been overly focussed on supporting the needs of the families rather than adopting a more
mediating role between families and the agencies. This suggests there may be a need to position the Advocate more equitably between the families and the
agencies, to ensure that agencies feel equally supported to develop good practices to best meet the needs of families.
“[The Advocate does] need to look both ways… I felt… that the Advocate was perhaps a little too focused on guiding families through a complicated system…
so I do think you know that [if] this project will continue, that we make sure we get the learning back into the agencies to correct what we’re not providing
effectively now.”
Although the consensus appears to be that the Coach/Advocate model needs a longer timescale to provide the necessary support to the families, to ensure
they become able to progress independently;
“I think it needs a longer time with the families...“
“… I think he could definitely move forward with some of the positive aspects of what we’re trying to achieve, I think he needs help in certain areas, in
particular, as I said around his children, you know basic skills, family skills…”
“I think it’s a really good project but it would be a shame… if it finishes… it’s helped me I’m feeling better. It’s just a shame that I couldn’t have it for longer.
It’s helped me in the last two months… I think I’d be, give it another six months I’d probably be, I’d be totally different. ”
“…I think she’s still vulnerable and I think it could wear off fairly quickly…”
“[They need] continued support and input, because obviously we’ve done quite a lot and the family have achieved quite a lot, um, in quite a short space of
time, and I think things like [Dad has] already mentioned, the getting into employment, but also helping to stabilise that employment. I think [Mum is] going
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to have more issues again once [Dad] is in employment and she’s on her own with the children more, so I think that’ll again, although that will be a very
positive thing I think [Mum] will need continued support and input from somewhere to help stabilise her with that change, and managing that change.”
“I think the longer the project can work with the family the more lasting the impact you’ll have.”
there is also an opinion that the short timescale proved helpful in some cases to focus the work of the project team and their families.
“…from the very beginning we’ve just been very conscious that we’re not here forever and it’s, in a way, it’s been good having only a short space of time,
because it’s certainly focussed us.”
There is evidence that in some cases there appears to have been a merging between the Coach and Advocate roles.
“[FA] has been a bit of a confidante, um, helped mum see what’s realistic, what’s not, so being, being a befriender in a way, but a, a professional
befriender…”
Although, it appears that this was down to time pressures
“[if we had] a longer timeframe, I would have taken a back seat…”
and the flexibility of the individuals involved.
“I saw it as being, the Coach being, you know the main person that would go into the family, um, and then to be passing on the information to the
Advocate, um, but for this family I don’t think, I don’t think it would have worked as well…”
There are indications that the role of the Advocate had been historically fulfilled by Social Workers, but that this has now been lost, likely due to rising
thresholds for Social Services intervention.
“…I assumed that a family with particular difficulties would have a Social Worker, and in effect that Social Worker would act in the capacity of the Advocate.
… and it becomes quite clear very early on that actually that wasn’t their role… but having that single point of contact, that single, you know, someone that
you can go to that knows your whole, your whole history and your whole circumstance [is important].”
“…I’m not stupid, I’m quite capable of doing things for myself, it’s nice to have the assistance of [FC and FA… I used to [have help from], like Social Worker
but I haven’t got that… they signed me off… they [Social Worker] used to assist with matters and we had meetings and they used to liaise with housing and
what have you… ”
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“…you may want to, as a Social Worker, go with a family to Citizens Advice, to a doctor’s appointment, managers will actually say ‘no’, ‘it’s not your role, you
cannot do, you know you haven’t got the time to do that’. So they’ve [FA/FC] fulfilled a very important… you know would have been part of the role fifteen
years ago, probably, to do, to escort somebody”
Suggestions to develop an Advocate-type role from existing roles within organisations have been proposed.
“I would like to see it expand into some of our other deprived areas with the learning we’ve had. I think… we also need to find a way of creating that
Advocate role from, from perhaps within other existing roles in our organisations.”
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A2.2 IMPACT ON FAMILIES
A2.2.1 Positive outcomes for families
The project has contributed to a range of positive outcomes for the families involved, ranging from enabling access to services,
“…one family, you know they desperately wanted to move and we said ’well, you know’ have you registered with HomeFinder?’ well ‘no, we’ve had three or
four forms, but I don’t understand them’. … that family actually did the form in the first week [of the project] with the FC and they’ve [now] moved.”
“…after her being registered for HomeFinder for two years, and not realising that she wasn’t actually bidding properly [online], we managed to get her
bidding and to get her to go to weekly [support] pod for them to bid on her behalf… she [has now] moved… we facilitated all of that.”
“…main thing was trying to help with the debt… he managed to get me a debt pack from Citizen’s Advice, I filled it in, he came and picked it up…”
“…with that encouragement, and you know sort of understanding of how to do things, or where to access things, they actually wanted to do it themselves.
You know these families have had generations of people coming in telling them what they need to do and what they’re not doing… and also, if they need
something then they get it…”
“…if they wasn’t around then we’d be nowhere, because Social Services never helped us… we were glad that they stepped into our lives… Because we
wouldn’t have got the move we asked for….it’s got us out of Highbridge and you know it’s got us on with our life… it’s just opened up a whole new world for
us.”
“…they’ve listened to what we’ve had to say, and what we wanted. And helped us out with it…”
“…one of the families… has managed to move properties and that’s certainly helped… that’s an anti-social behaviour case that’s been closed…”
front-line professionals,
“… half the time you know… I have trouble getting hold of my Housing Advisor… I’d left messages for four days and she’s not got back to me… I’m quite
capable of picking up the phone, whether they answer me is another matter… so I just asked [FC] to liaise on my behalf because you know, they just
obviously weren’t returning my phone calls… but then she come out the other day and I couldn’t get rid of her, she was here for about two hours.”
“…he’s certainly more well equipped in that he knows who to contact…”
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“…I think they’re more articulate now and rather than just losing their temper and shouting… they’re much more articulate in approaching agencies and…
getting their views across.”
resources,
“… I had no money or anything, and I asked my social worker about a voucher, no nothing, and they (Coach/Advocate] phoned them up, it took them… all
afternoon. But they got it in the end, do you know what I mean, but like it shouldn’t have to be like that.”
“…we got [the children] accessed into some activities during the summer.”
“The week before the project started, both Local Service Team and Connections lost their funding… with immediate effect [for] child’s weekly transport to
college, so he had no means of getting to college… we stepped in… arranged a bus… all the funding…”
“[FA] has been a source of getting information that [mum] herself probably feels that she couldn’t access, or was confused about how to get hold of… to
have that information from which to make decisions…”
“…the project has helped me a great deal, they’ve, they’ve given me very good advice…”
“I didn’t know there were so many groups and organisations about, you know, I didn’t know there was anyone that could help me.”
“You get her the move, with a little bit of support they then find somebody that will actually be a bus buddy for this young lad to go to college… her life is
that much less complicated than it was.”
“[Getting] advice [has helped stabilise our family]”
and courses.
“[dad] completed a pre-employment course with Somerset Skills and Learning and the DHL Morrisons course at Bridgewater College and, um, is awaiting an
interview for… the Morrison’s warehouse, and when we met him at the beginning of the project he didn’t even have a CV.”
“…I would never have thought about going on a Triple P course, I didn’t even know what a Triple P course was, before they came…. that was pretty good… it
was nice to meet families… to pick up a couple of ideas…”
“…he’s done courses and a CV and taken steps towards getting a job…”
Often the positive outcomes can be linked to simple, low cost solutions.
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“… he had worked in the past, we looked at possible training and skills for him, courses and things and that for him to go onto, um, and one of the problems
obviously because he wasn’t able to sort of get around the area that easily having to spend money on bus fares which would then impact on his money each
week, and we managed to get hold of a pushbike for him, at a very small cost…”
“…we had the pushbike, he had made certain appointments… which he was keeping…”
“…another high point was seeing the children out playing in the back garden and how much fun they were having and how it was a £12 lock that
everybody’s been moaning about for the last year and a half.”
“I suggested that she kept, that she had a book, not a diary, just a book, to write down… how she felt each day… a couple of weeks after that… she was quite
surprised that there were more highs than lows.”
“…she was actually going to be meeting some relatives and going to a family party and, er, it was sort of, just suggesting to her that she could talk to… an
Aunt and Uncle… when she was a child she always felt like she wanted to be able to talk to them but couldn’t, and [FC suggested] to try and do that, which
she did and she’s going to have more contact with them.”
“…they’re not really organised… so we did buy a few of them diaries and encouraged them to [them]…”
The project has focussed on developing supportive and positive relationships between the project team and the families;
“…starting from where the families want to start and coaxing and supporting them will provide opportunities for them to take on bigger things.”
“… just general support really, just someone to sort of talk to, a friendly face to talk to really.”
“…not just [FA] but everyone… they’ve [the team] all done, they’ve all done, even the smallest thing they’ve done something that I would never have
thought that they would have done…”
“[project participants] see the people within the project as individuals… What they know is that these are people from officialdom… but actually these people
are not doing things to us, they’re doing things with us and for us.”
“… he was quite, sort of, forthright in telling me the truth, you know he wasn’t trying to hide anything or cover anything up.”
“…we have… clarified… and drawn a line under [their history] and said, ‘we will manage these issues as you go on’… she could see that we were actually
taking an interest in her.”
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“…it’s allowed [the Family Coaches] to get close to the families they’re working with... to build up that relationship and be very accessible.”
“…on-going day-to-day support, with a single contact that can actually provide... one-to-one support… to enable them to break through some of the, the
barriers that they’re facing.”
“It’s not friends is it, but it’s somebody to talk to that’s not a professional… you can sit down, you can relax and you can have a giggle.”
“…High point was coming into the police station [to find]… there was a card… from [thee mum] and she’d written in it, in really nice writing. ‘thank you for
everything you’ve done for me and my family and the support you’ve given us”
“…it’s the support that we’ve had, it’s a lot better than what we’ve received before they were around.”
“…I’ve never had support until this [project]…”
“…regular meetings… being listened to, and it’s like genuinely hearing what they’ve got to say, not always being able to solve it for them, but just hearing
them, so they, their experiences feel validated…”
“[Mum has] never really got on with anyone, from any agency, because she automatically sees them as someone who can tell her what to do, or what not to
do, but she’s, she perceives they’ve got a real power issue and she automatically, from what she’s said, goes into the defensive, and gets nothing solved,
whereas I think we’ve actually been building up quite a good mutually trustful relationship, um, and I think she’ll tell me things now… I think she’s got quite a
lot of faith in us [the project] as an agency, um, I think definitely having appointments at the same time every week, where possible, has worked really well,
um, and when I say I’m going to be there, I’ll be there.”
building the families’ confidences to enable them to engage constructively with, what they often consider to be hard-to-reach, agencies.
“I’ve persevered and when I’ve gone to the house and she’s not been there, I’ve then phoned and … shown her that I won ‘t give up on the family. … after
about a month the trust and relationship began to build and we could look at why she wasn’t working with the other agencies, which was really key because
the Child Protection Plan and Children’s Social Care couldn’t gain access to the house. … I then supported her through the first Child Protection Conference
and … arranged the Social Worker visits when I would be there…. who incidentally did an unannounced check yesterday and she did let him in unattended….
which is like a massive breakthrough.”
“…at the Child Protection Conference, what you need is a Triple P. Anyway she looked at me [FC] and said ‘I ain’t going to one of those’, so I said ‘OK, that’s
fine, well maybe if I come to the first one with you’… so we went… and she actually quite enjoyed it and I said ‘ I can’t come to the next one’ and she said
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‘that’s alright I don’t need you to’… and she went to every single one… and completed the course. … I think that was massive for her, she had never
completed anything… “
“…we facilitated a meeting between the college and the family so that [the College] could get a greater understanding of what his needs were, which mum
would never had done…”
“…encouragement, works really well with this family, it’s like helping giving them the skills to solve their own problems.”
There is evidence to suggest that some families may now be equipped to take on stronger challenges than those set in the original Whole Family Action
Plan.
“…I’m glad that they’re not, um, soft and mushy, I’m glad that my current Social Worker is, is being completely honest with me, um, you know she has said a
few things that, at the time, when she said it, I didn’t agree with, um, because it was quite harsh for her to say that, but now I look back on it I’m actually
glad that she did say it, because it’s sort of, like I said, it’s so that I can take it on board and not do it again. … glad she wasn’t, you know, sort of soft and put
it in a soft sort of way, I’m glad she was quite stern about it, and since she was, since she, since she said that I’ve not gone round there at all.”
“…we’re certainly at the point where we could provide some more challenge…”
Other positive outcomes that the families have experienced from their involvement with the project, relate to opportunities to build confidence and, in
doing so, create greater independence to work towards more stable lives.
“Well if you put your mind to it you can do more can’t you. Like I’m doing a course… It’s just like a wellbeing course, you know, but it’s my choice…“
“Mum has got lots of personal issues that she is sort of passing on to her children and, and that’s something that’s got to stop… [FA] found out about a
group that MIND are running… which she’s going to… she’s actually going on her own”
“…one of our families… absolutely petrified to, to speak to the school… we’ve mainly focussed on… building that relationship where she feels she can, can
speak to them. [FA]have arranged meetings on her behalf, you know, and arranged meetings that she’s sat in on and now feels comfortable and phones the
school directly[now] rather than through me.”
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“…now they’ve moved to Bridgewater, which is all they’ve ever wanted… they’ve applied for all the schools… they’ve registered with the doctors… all the
normal things… and Homes in Sedgemoor have not had one phone call of any antisocial behaviour, any neighbourhood disputes or anything, and the police
haven’t been called. Which is something that was regular when they were unhappy living where they were…”
“…I’m more confident. …I’m going to the Citizen’s advice Bureau at the end of the month and say, to find out some bits and pieces…”
“…I’m feeling more stable now… the rent’s been paid, and I’m managing just right…”
“[A] found out about a group that MIND are running… she’s actually going on her own.”
“…she has been proactive in, in doing the necessary things… So, she’s doing everything that she particularly can.”
“…[I said] ‘right I’ll pick you up but you’ve got to make your own way back’, now she’s going back and forth herself…”
“…they were like, ‘Oh, you know, going for this job’… and they’ve set their own targets without realising that they are targets, they’re just new things that
they want to achieve now.”
“…we’re going to start this like you know, buying cheap cars, doing them up, selling them on… and then get our own garage… not only that, we’ve got
another part-time business which is to do with discos…”
Whilst acknowledging that the project is working towards generating independence,
“…the whole point of the project was for the families to own it themselves and to do things themselves… whist we keep them motivated…”
“…she was getting some things done, but I think we’ve just helped her along a little bit more really.”
“…we’ve managed to fight that [school appeal] successfully…”
“…now she fills the form in herself… and [he’s] certainly more confident in filling in forms to apply for jobs and knowing where he’s got to go to try and get a
job.”
there are indications that some of the families may be showing signs of dependency.
“…if I’d needed anything or if I’d wanted anything any time, you know, even if it was after six o’clock or whatever, I could leave a message and they’d get
back to me. …with the Social Services, every meeting I’ve needed them there, every time I’ve needed them to go to anywhere or if I needed to get anywhere
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or if I needed any help for anything, any forms, anything. No problem at all… if I’d go to any meetings with Social Services, or any meetings with [Social
Worker] coming to the house, or anything like that, they’d be there every time. No matter what time it was.”
“…it’s difficult really [avoiding dependence], because, yeah, I mean, you can’t sort of force them into anything particularly, you can’t give them sanctions,
um, all you can do is give them some sort of direction and give them a goal and give them some of hope. …and it’s almost, some of the times I think you’ve
almost got to do it for them. … that’s the frustration side of it.”
“…he will probably need continuous coaching along the way on a regular basis. In fact I would say probably more regularly than I’ve had to sort of being
able to give him really.”
“[I don’t think I will] be able to carry on working on these targets without the support of the Family Coach.” [If the FC wasn’t there I’d need] a lot of help and
support off other people.”
However, this needs to be viewed in the context of work ‘in progress’ for many of these families, especially within this project’s short time frame.
“[without FA and FC] - I think I will cope, um, the main thing that I can think of at the moment is, which they have been doing is helping with the debt, um,
everything else is, is what I can do…”
“I would like to sort of get their help again, um, because I do generally think they’ve been fantastic and, you know, I am not, I’ve never had this sort of
experience before where somebody’s actually helped me and it’s not taken weeks or months to sort out… but obviously if it’s to stop then, then obviously I
can’t, but apart from the debt there’s nothing else that I don’t think I need help…”
“…he showed interest in, particularly on computers, … but he didn’t follow through…”
“… I think he could definitely move forward with some of the positive aspects of what we’re trying to achieve, I think he needs help in certain areas, in
particular, as I said around his children, you know basic skills, family skills…”
“If it wasn’t for them I wouldn’t have got as far as I’ve gotten now, probably would have got a lot worse to be honest… I could have lost the children, I could
have, you know, lost the house… I still need that little bit of help, because obviously I’ve been so long without help and standing on my own two feet it’s quite
hard, you know, and of course I’ve got nobody now… I’m on the borderline now, of getting there… but it’s the help that they give you that you can’t get
anywhere else… I think, if I let go of this point now – I don’t want to, but I can see it, do you know what I mean, I can see the horizon’s coming and it’s going
to go shit again.”
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“I think it’s a really good project but it would be a shame… if it finishes… it’s helped me I’m feeling better. It’s just a shame that I couldn’t have it for longer.
It’s helped me in the last two months… I think I’d be, give it another six months I’d probably be, I’d be totally different. ”
“…I could do with longer… That’s what scares me because I probably won’t, go back down. That’s what worries me, you see, because if they’re finishing
then there’s no one to help is there?”
“she’s lost a lot of weight, she’s improving her diet and I think some work could be done on nutrition; I’d like to take her shopping and show her how she
can… budget and buy healthy food.”
“…there are quite a few things that mum is doing, but… it’s just whether she can… carry it all the way through.”
“[the mum’s] challenge to develop herself as a parent has actually started with the point of actually dealing with her own problems around alcoholism and
the drug abuse… shown with her… taking the big step to going on detox. … she’s [now] dealing with her own frustration [because] she’s kind of defaulted a
little bit on that [ detox programme]…”
“…would she go off and do it directly on her own… I think she might do with some reassurance. I don’t think she’s out of the woods shall we say, but she’s
coping.”
“…I think she’s still vulnerable and I think it could wear off fairly quickly…”
“…I wouldn’t say that she’s become dependent on me for the wrong reasons.”
“[They need] continued support and input, because obviously we’ve done quite a lot and the family have achieved quite a lot, um, in quite a short space of
time, and I think things like [Dad has] already mentioned, the getting into employment, but also helping to stabilise that employment. I think [Mum is] going
to have more issues again once [Dad] is in employment and she’s on her own with the children more, so I think that’ll again, although that will be a very
positive thing I think [Mum] will need continued support and input from somewhere to help stabilise her with that change, and managing that change.”
“[Mum’s] health now is a bog target for us… she’s so scared of going to the doctor… we need to start working on that…”
“I think the longer the project can work with the family the more lasting the impact you’ll have.”
“Some of them still really struggling and not able to move on.”
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Key amongst the positive outcomes for families has been the impact that the project has had on developing positive attitudes within the families; on their
outlook in general
“It’s cheered me up, it made me feel a bit more positive. You know, knowing that there is help out there. There are people out there that do care. Whereas
before I thought I was totally on my own… it’s like, made me more, think positive… I’ve got a different outlook.”
“It’s boosting my confidence… “
“…I’m feeling more stable now… the rent’s been paid, and I’m managing just right…”
“I don’t want to lose ‘em… They’ve been able for me to control myself, my temper, my attitude… if you’d seen me then, and see me now, I was totally
different...”
“I think the project has brought me hope. And inspiration, sort of hope, someat (sic) to like focus on.”
“…she did appreciate the kind of…. constraints that some of these [front-line staff] work under, um, which I think is great… she’s got… more confidence that
[the agencies], they asre trying their best, even though they might not be able to deliver… when people are trying to help her, she does appreciate it.”
“…there are quite a few things that mum is doing, but, um, she seems quite up for it…”
“…I think they generally appear much calmer as a family …”
and attitude to acquiring new skills, in particular.
“… I would like to improve on skills…”
“…I would like to sort of phone up the college and, because I know that they do, do, um, creche type things at, at there, um, so even if means getting the
boys in there for a couple of hours whilst I do some sort of part time, part time college course or something, yeah, but I would like, my main goal is to get my
debt clear and hopefully go back to work.”
“Well if you put your mind to it you can do more can’t you. Like I’m doing a course… It’s just like a wellbeing course, you know, but it’s my choice, there’s
loads of things, if I get confident then there’s loads I can do, if I really wanted to... “
“…I’ve had a few problems with my eldest… daughter. …and the parenting course, hopefully will be of assistance... you know that’ll help me with the kids.”
“…he was very positive in respect of he wanted to work, he wanted to earn money, he wanted to improve his situation…”
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“…I’m not stupid, I’ve got quite a few skills. They have done me CV for me, I said I’m quite good actually, I’d give meself a job…”
These changes in attitudes seem to be related to improvements in behaviour, with reductions in demands on services and concomitant reduction in agency
costs.
“Of the families that were working… within the project… of those, six were [on my top ten]. None of those six families are on my top ten list [now], they’ve
all dropped out of my area of concern. So that’s the legacy. Those six families at today’s rate, are not my priorities.”
“[a project participant] with a very volatile… past was [recently] assaulted by one of her neighbours. She didn’t react. … the very next day [she contacted]…
the project to say ‘this has happened, just to let you know, I didn’t react and I am the victim of crime here’. Now, six months ago we would have had a major
outfall of problem on the night… [it] would have been huge from [our agency’s] perspective…. Because she recognised that she didn’t want to jeopardise this
support she’s getting, in her house move potentially, the support she’s had for her drinking, the effect it was going to have on her children.”
“…he’s gone back through that process again where his wife’s been back and gone again and he’s had his money changed and all the rest of it… [if] you look
at the impact of that experience on him last year, it resulted in him having to go to the doctors, it involved Social Care, it involved everybody and his brother,
because he just didn’t know what to do and nobody actually had the reins and nobody was helping him through. [Through his involvement with the project]
… he hasn’t had the drain on Social Care coming in three times a week, because he’s keeping the appointments when he needed to, which meant that they
haven’t had to raise their level of concerns because he hasn’t shown up… “
“What I’ve done is reduce the number of call demands, the demands for service… [but] it is difficult to apportion where you’ve made the savings... ”
“…now they’ve moved… which is all they ever wanted… they’re [doing]… all the normal things… Homes in Sedgemoor… or… the police haven’t been called…”
“…they now remember appointments… [so] the Social Worker has… reduced her monthly visits… and when their supervision order ends in February they’re
not looking to extend it.”
“…the fact that they’ve not gone for care proceedings because of the improvement that [the family] has shown since being involved with our project, speaks
volumes.”
“…just to see in a Child Protection Plan… how few actions the Social Worker has because it’s a High Contact Project family.”
Improved behaviours also impact positively on the families’ social lives;
“…she’s got two friends from (the Triple P parenting) course, which is really key. She needs a life outside of the family home.”
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“ [After Triple P] I’ve calmed down… I found that I could listen more… I made friends with one of the mums”
“…people didn’t realise that actually she was a little bit embarrassed about her house and didn’t really know where to start, and I think now she’s kind of
overcome that and it’s starting to look slightly better.”
“[FA] found out about a group that MIND are running… which she’s going to… at the minute she is enjoying [the company]…”
“I’ve made a couple of friends through, um, the wellbeing course that I’m doing… it’s a nice bunch, and, um, I’ve got ‘em on Facebook now... And um, we’re
talking about all meeting up. It’s for men and women. We’re all getting on really well and we’re all going to meet up once we finish this. ”
often taking pressure off the children.
“…I ain’t got any [friends]… so me life is me children.”
“when we talked to the children individually, they actually felt that they had enough friends, it was the mum that was saying she wanted them to have more
friends [reflecting her own isolation].”
Significantly, improvements in behaviour also impact on their relationship with front-line professionals.
“I’m more friendly with me copper… she comes round and sits here… she knows, she phones me up now, it’s quite good actually… it’s better to be mates with
coppers… it’s better to get along with them because they’re giving me, you know, information I need, so I know what’s going on…”
“…she was initially indicating… that she didn’t belive that, that the world or the agencies did understand her particularly well… over the six months… of the
pilot project she’s been extremely satisfied that the agencies do understand her better… key ones at the moment obviously being Turning Point, the Police
and Housing…”
“…the Police Officer that can… pop in the house and have an informal chat, Housing too, you know, having more open conversations with their tenant…
wanting to explore alternatives, um, actions that could be taken outside of normal protocol…”
“…one of our families… absolutely petrified to, to speak to the school… we’ve mainly focussed on… building that relationship… and [she] now feels
comfortable and phones the school directly…”
“… I then supported her through the first Child Protection Conference and … arranged the Social Worker visits when I would be there…. [the Social Worker]
incidentally did an unannounced check yesterday and she did let him in unattended…. which is like a massive breakthrough.”
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“…Social Workers have said ‘Oh this family have… never tidied the house’, you know and yet just with that encouragement of saying, ‘right we’re going to
come half an hour before the Social Worker comes and we’re going to give you a hand’… now we’re not going at all before the [Social Worker] visits.”
“[Mum] used to be really snappy at them [professionals], but since working with the project she’s calmed down a hell of a lot.”
A2.2.2 Achieving action plan targets
The families are shown to be supported to reach their targets through a series of small, manageable stages.
“…you could break them [action plan targets] down into more specific ones…”
“…little steps then, and showing them that this is, it’s much better doing it like this, they see that, and then moving on to the next little step, but it’s very,
very long term and quite, can be quite intensive…”
“I never judged her at all…. Talked about things being small changes instead of massive steps... and we worked from the small changes up”
“…what those targets don’t do is represent the, the detail, the discussion behind and around what goes on… it doesn’t necessarily show the kind of, um,
activities and challenges and stepping stones that the families are making. …it was this thing that the families could relate to very quickly… could see
progress… although the [practical goals] have been small, they [families] have actually done that for themselves…”
“… they haven’t pushed a lot mind… because they’ve gone with the flow…”
“… we are making a difference, because so often you struggle and you struggle and you don’t make the difference, but tiny little things like that [actions
within the project] do…”
However, there are recommendations that the inclusion of sub-sections to each of the target stages would prove helpful to families; allowing them to
demonstrate their achievements through the smaller steps. This would avoid families feeling demoralised because they haven’t yet reached their main
targets.
“[Reaching the targets is] such a long process… So then it can be demoralising if you’re, it’s about looking over this [action plan]every month, and he still
hasn’t got a job, I think, for me, I think it would be more useful to have like a broad category, broad categories, but then have the steps clearly laid out that
you’re going to take to get there, so that each month it does look as though you’re ticking something off.”
There are also indications that some additional or different targets should have been set from the outset.
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“…I [Family Coach] would have included more around [mum’s] recovery from domestic abuse… it has impacted on her parenting, her mental health, her
relationship with [her partner].”
“…I’d sort of identified that she needed more help with parenting skills and then also general life skills.”
The project clearly illuminates the challenges that these families face in sustaining positive behaviours, whilst coping with debt problems;
“…main thing was me debt…”
“… being a single dad it does sort of, it is hard to come up with, with some of the money to pay off the debt. Obviously organise the debt, is one of my main
things that I would love… to get sorted.”
“…there was a lot of, um, worry, stress, anxiety and probably depression which, you know revolved around debt.”
“…[we have discussed] where we’ve got high contact families can we flag those? Because if we can... fast track those through the system, because benefit
failure impacts on just about everything... and get that sorted, then hopefully that will then have a knock-on effect on the other agencies.”
“…she is struggling financially and I think maybe if she did have a little bit more money she would be able to do more things with the children that she does
aspire to do, so I think a lot of it is down to the financial side...”
“…feeling I have no choice… it’s all about the debt… ”
“…he [son] does a couple of after school clubs, but they all cost money, you know… [daughter] did go to Kilve, that was an outdoor activity centre, she went
in the summer holidays… but four days two hundred quid… I saved the money throughout the year…”
“…debt is probably the biggest example… it doesn’t matter if it’s a hundred pounds of debt or a hundred thousand pounds of debt, they can’t afford it…”
“Debt has been at the root of a lot of problems…”
“….both the man and the woman have debts, significant debts.”
transport-related issues;
“I can’t get a job because… you know it’ the bus… there’s three buses a day but I’ve got to be back… on the 12.30 bus… to pick me son up from school at
3.15… the activities for the kids, it’s the same thing, it’s mainly, you know stuck in this place.. that’s up to m obviously, you can’t expect the project to get me
a job. … I can do a computer course, but that’s another thing they have problems with transport issues…”
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“Accessibility is huge… the resources are in Bridgewater, um so only two of our families… have access to a car… you know it’s getting home for the children,
it’s organising your day, it’s having that money put aside for… the bus or train…”
“…I haven’t got transport, that’s the only thing…”
issues relating to relationships and isolation;
“I haven’t got any friends anyway, since I’ve moved out here…”
“… then the wife left, um, so obviously everything changed, and my main priority wasn’t work, um, I was quite lonely I was quite depressed… ”
“… throughout most of my life I’ve had sort of trust issues and I’ve been let down quite a lot by like the Council, um, and other people like that, so I thought
that they would let me down, um, but no as time’s gone on they’ve sort of shown me that, that if I need a good old nag or I need help, or anything, then I can
just get in touch with them and they are willing to help…”
“…he felt I think, probably felt quite lonely…”
“…they don’t have, you know, family… nearby…”
“She needs a life outside of the family home.”
“…I ain’t got any [friends]… so me life is me children…”
“Relationship with all my family has definitely improved a big, big, big time now. … , I didn’t tell my family the situation that my life’s got into, the whole
social services, court, um, and since I’ve told them it’s been like a weight off my shoulder and they’ve sort of realised that I do, I do need help.”
“Don’t have none [friends].”
mental health issues
“…there was a lot of, um, worry, stress, anxiety and probably depression...”
“… when she was around, his wife, mental health issues, depression and he, you know, I think he found it very difficult as well bringing up children on his
own.”
“I want more confidence… I just want it so it’s all in on level.”
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“[Mum] does have some [mental] health issues…I don’t know that she’s actually, in my opinion, hit thresholds to be provided with a [mental health] service
but I do feel that she’d possibly benefit from some counselling or medication or both.”
“[mum’s] recovery from domestic abuse… it has impacted on her parenting, her mental health, her relationship with [her partner].”
and issues related to challenges they face as parents.
“… I’ve recently had my younger son back, he, he didn’t, his mum didn’t bother with him whilst he was in her care, so I don’t want him thinking that I’ll do the
same, I want to make sure that he knows that I’m around.”
“… being a single dad it does sort of, it is hard to come up with, with some of the money to pay off the debt. Obviously organise the debt, is one of my main
things that I would love… to get sorted ….when it was just me and the oldest, I was going to get some part-time work when he started school… but now that
I’ve got the youngest…”
“…they’ve had several separations over a number of years in fact, um, but on this particular occasion then was sort of left in a position where he was then
sort of holding the baby, and he felt it even more difficult to get out of the situation that he was in really.”
“…they’ve not had good parenting themselves…”
“[he needs to set new targets]…particularly around managing the children. Ensuring that he goes and gets, takes on board, um, all the help he can get with
regards to the parenting young children. Umm, because I think at the moment he’s sort of living in a bit of a chaotic lifestyle trying to cope with the
educational side of things as well you know, feeding the children… I’ve spoken to him before about what he’s feeding them and the fact that they’re very
hyperactive at home and enclosed, there’s lots of energy going on there, because there are lots of sugary drinks that they’re shoving down their, down their
throats, and basically it’s making his life more stressful probably and difficult.”
“I think they should continue [this project]… and work with young families, because I found it’s younger families that need more help if you know what I
mean, it’s starting up a family…”
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A2.3IMPACT ON AGENCIES
A.2.3.1 Delivery of services
The project has enabled a range of agencies, including the Police, Social Services, Job Centre Plus, Homes in Sedgemoor and the District Council, to deliver
more efficient and effective services. This has been achieved by engaging more effectively with each other, with the families
“…the knock on effect of, you know, reducing anti-social behaviour… there’s a noticeable effect there when you’re not having to go out to properties to
repair all the damage…”
“… it’s better… because [families] don’t have to repeat the same story, you know, over and over again… once to housing and once to police and any other
agency who might also want the same … how often it is when you call somebody and say ‘well I’ve just told somebody that and I’ve now got to repeat it
again to you’.”
“…I think certainly the two or three that I have known for some years, have had lots of intervention, lots of good will, um, but nobody’s ever got to the real
bottom, or root cause of their problems and I think this pilot has…”
“…see the value in the joined up working around a family.”
“I think it increases people’s awareness about other people’s roles, and remits.”
and by a reduction in demand for services.
“…it’s saved more time, because it’s dealt with kind of two, um, main anti-social behaviour cases.”
“From a business point of view it’s probably cut down on the amount of interventions we’ve had… [FA] can ask one adviser a question about eight families
and it will all be done within 12 minutes, whereas if, if all eight families had to make an appointment to come and see us it would be quite resource
intensive.”
“…certainly the family [that the FC is] working with at the moment…has reduced the contact within [our agency] considerably.”
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“Of the families that were working… within the project… of those, six were [on my top ten]. None of those six families are on my top ten list [now], they’ve
all dropped out of my area of concern. So that’s the legacy. Those six families at today’s rate, are not my priorities. … What I’ve done is reduce the number
of call demands, the demands for service... ”
“…now they’ve moved… which is all they ever wanted… they’re [doing]… all the normal things… Homes in Sedgemoor… or… the police haven’t been called…”
“…they now remember appointments… [so] the Social Worker has… reduced her monthly visits… and when their supervision order ends in February they’re
not looking to extend it.”
“…the fact that they’ve not gone for care proceedings because of the improvement that [the family] has shown since being involved with our project, speaks
volumes.”
“…just to see in a Child Protection Plan… how few actions the Social Worker has because it’s a High Contact Project family.”
The project has supported families by empower them to engage constructively with agencies and to access available resources
“…it’s not just about the Advocate being able to get people through a system that’s broken… because if the system remains broken and remains unhelpful
and wrong, the Advocates are going to be needed forever, so it is about two-way learning… if you need somebody to actually intervene then that needs to
change and I think that’s… where the advocate’s role can help [agencies]”
“[FA] been able to develop trust and understanding from them [agencies] about the coordination of appropriate or alternative responses that they could
make… [FA] pulled together Housing and Police to… have a quite open and frank discussion about what options [mum’s] now got…”
by working closely with agencies to ensure that the services they deliver are more timely and appropriate
“…you’re acting, you’re working smarter, you’re working more efficiently. I still haven’t got a pile of money there, but I’ve got better performance in a load of
other areas…”
“…we’ve learnt very quickly that we have to do what suits the needs of the family, not our agency.”
“…if we’ve not been behaving, delivering in a timely manner in the way we need [the Advocate is] able to… act as that intermediary to try… and get the
person through to us.”
“…just to see in a Child Protection Plan… how few actions the Social Worker has because it’s a High Contact Project’s family…”
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“If the project wasn’t happening, we’d…, deal with what’s in front of us and send them through the system… We wouldn’t be problem-solving… This
[project] is solving an awful lot of those problems… getting any resolution… to be more effective, more directed and more relevant, rather than just keeping
on going back there every Friday when they have a fight.”
“…Housing and, and the Police in terms of coming together and wanting to talk through some alternatives I think is quite a significant step and… shouldn’t
be underestimated…”
“[the project has] made me realise… how important it is to get things right and in a timely manner… 6 days in processing time for the agency is no big deal,
six extra days waiting for your benefit, when you’ve got no credit on your mobile phone and you’ve got no food in your fridge… or their children will be
hungry, or they won’t get to school.”
“I have been absolutely delighted and encouraged with the way they’ve [FC/FA] communicated, they’ve slotted in, they’ve taken on board the concerns…
we’ve had a child protection conference with this family, we’ve had a, um, public law outline meeting about the family …I have felt high contact to be
extremely responsive about the concerns … I feel we’ve worked together”
“this is where High Contact and myself [front-line professionals]have worked together, because we’ve both given that same message [to the dad], and he’s
moved the bedroom, and it’s just you know starkly different, this, this child’s now got a , this brighter, completed bedroom”
and can prevent escalation into further chaos.
“… it would have been worse, that house would have been worse definitely … it’s reminded me that change in the right place can, can make a difference to a
family … without [FA] being, well… High Contact being involved for as long as they have been, it probably would have been more shambolic really, more
worrying.”
“…it’s saved more time, because it’s dealt with kind of two, um, main anti-social behaviour cases.”
“… being a bit more open minded and thinking about, you know, oh let’s look at the family and how can we support people… rather than waiting until
there’s problems a year down the line and then, you know, it’s more difficult to deal with then.”
“ … I like to see that we’re making a difference not just fire-fighting.”
A.2.3.2 Communication and collaboration
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The model has facilitated improved networking, communication and collaboration between the agencies
“…we’ve learned a huge amount about the [Advocate’s role]… there is a need for somebody to cut the crap, to cut through that bureaucracy.”
“I see the project as, as the conduit to making things happen with all the agencies that are involved with these families… and the glue, the cohesion that
brings them all together. “
“…networking the agencies to one another…”
“…now the Social Workers are phoning us up and saying, ‘do you know this has happened with the family, can we go in together and do a joint visit’...”
“… I know an awful lot more people than I did six months ago and I know what they do.”
“…if we had a call… part of that investigation would be to find out what’s happening within the project work... [to ask] ‘What would be the most appropriate
way to deal with this family?”
“…networking… has definitely made, made life, or will make life that much easier, and gives me that interest to listen and read that piece of intelligence
that’s come in. Whereas in the past I would have thought, ‘well why do I need to know, that…”
“… one of the big issues on that will be information sharing.”
“…really good, really helpful information, um, so that help… communicating with agencies, you know, key agencies”
“…people start to become more aware of what the other agencies have and what they can offer… giving you, you know, a wider knowledge of what’s
available for people. …a great deal of different charities and different voluntary organisations that can provide support… we’ve actually got, you know a
greater number of agencies to put on our list for… our next twilight session, which is when they talk about what they do… it’s kind of making sure that we’re
aware of all the agencies that are out there to support the families.”
“…I think collectively as agencies we can all see that without a more joined up approach team around the family… we can’t move them on.”
“…it’s had a really positive impact, um, seeing agenciess coming together who historically don’t… those boundaries that were there in the beginning have
disappeared, everybody’s thinking about the positive aspects … so those walls in between kind of fall away.”
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“ If the same people are working in the same areas I think it will continue, maybe not as strongly, but I think once people have made those links and they can
see the value of the joined up working, they’d carry on with those links…”
“I think it increases people’s awareness about other people’s roles, and remits. …And how they all dove-tail together.”
“…sharing the good practice, showing high level strategic people that this is why it worked, your agency did this bit and we did this bit, and collectively, um,
it’s made a difference.”
The agencies indicate that poor communication and collaboration is an issue in the ‘old system’
“…if the project didn’t exist… you’d probably go back to the old system… we’d probably be a bit more educated about it… but we’d have to refer back to
existing formats… you know the multiagency meetings, where I don’t get any feedback…”
“Having been in the project I can see where there are areas of difficulty… in communication… simple things, like the [front-line professional] for the family
goes on annual leave, well he doesn’t even tell his colleagues, so how on earth would I know that family… are going to be without any [support]… it’s
something that the organisations that are involved with the families ought to be able to know. … ”
“…we are not joined up we don’t talk to each other.”
“…they [agencies] don’t share with anybody else, and that’s when we were finding that everybody was going, going down and have to do their own
assessment. …we never did it properly, we never spoke to one another.”
“…simply saying… over the phone… ‘Can you complete this yourself?’, you know, [let families know] for a housing form… [that they can visit] the ‘Pod’ at
Asda… or that you can pop in and get help [from]… Citizen’s Advice… at Hopechurch on a Thursday…. If you wasn’t help with your debt pack… things like
that… they’re not [communicating to the families]”
“…a lot of the problems I think is the fact that one agency doesn’t speak to another agency and there’s stuff going on in one agency that the other agency
doesn’t obviously know about…”
“…once the Coach comes out of that situation… you’re still going to have all these different agencies going in, of course they’re not going to be all talking to
each other, because there won’t be any Advocate.”
“… I suppose the biggest danger is that somebody just puts that wall back up and goes back to the way they were working…”
and, despite a committed involvement with the project, communication issues still prove to be a problem within some agencies.
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“I’d phone the agencies and say ‘it’s the High Contact Family Project, and whoever… answered the phone hadn’t heard of us, so then you’d have to explain
who you were again, and it was ‘Oh well I don’t know if I can give you that information’, you know ‘no, you can… you’ve got all the consent forms’…”
There is evidence to suggest that agencies moderate their approaches
“…the Police Officer that can… pop in the house and have an informal chat, Housing too, you know, having more open conversations with their tenant…
wanting to explore alternatives, um, actions that could be taken outside of normal protocol…”
and responses to incidents, based on intelligence from the project.
“he’s got a very bad anger problem especially if he drinks… and he came back drunk and of course I had my girls, and it was early hours of the morning
kicking off he was, so they woke up anyway, so I took them out for a walk down to the garage, … and on the way back we sat on the wall see, and of course
the Police kept banging back and forth see, past and that, and they said, ‘what’s wrong’, well [son’s] upstairs and I said ‘give him half hour now he’ll be all
right’, and they said, well no… we’ll put you up in the hotel for a night… I knew they knew in the morning he’d be fine”
A.2.3.3 Intelligence within and between agencies
The project has highlighted that frontline practitioners have insufficient time to spend with their families to enable them to understand fully the family’s
situation, challenges and needs.
“…the luxury of having two hours to spend a week with your family…”
“…we wouldn’t necessarily know that that family is a high contact user of services. Up until now, because they’ve never been identified as that in the past.”
“I feel that [we], as an agency perhaps, haven’t been as close to some of the families’ issues as perhaps [have] other agencies…”
None of these issues have been ever actually sat down and talked about before… because [we] hadn’t got to the root of the problems, we’d only ever dealt
with the symptoms.”
“…I assumed that a family with particular difficulties would have a Social Worker, and in effect that Social Worker would act in the capacity of the Advocate.
… and it becomes quite clear very early on that actually that wasn’t their role… but having that single point of contact, that single, you know, someone that
knows [the] whole history.”
“But I can see the benefit in having people within this organisation attached to upcoming, potential chaotic families. ...there is a benefit for saying to
[frontline staff], ‘actually I need you to spend more time with that family’. ”
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“… you don’t necessarily have that time to do the intense work that’s really needed with these families.”
This project has improved the breadth and depth of available intelligence on these families
“[The project] has the ability to input, or to feed into, our intelligence system, so, you know, they can give me intelligence.”
“…if we had a call… part of that investigation would be to find out what’s happening within the project work... [to ask] ‘What would be the most appropriate
way to deal with this family?”
“…we haven’t got anybody that I can go to and say ‘what do you know about?’ Whereas I know that I could do that with this project.”
and, in doing so, illuminates how practices can change to respond more effectively and efficiently.
“…it was saying to the Attendance Officer ‘ can you come round [to the home]’… instead of going into the school, which is quite intimidating…[saying] ’ how
about, you know, you come round and you see what the home life is like, you see how the kids interact’ and get a better understanding of it.”
“…I think… that they’re [agencies] beginning to see that it [the project] has thrown up intelligence that might be, is getting them to review how they actually
do what they do.”
“…they’ll have a greater understanding of the, the dichotomy of the families… and how to, to manage it…”
Improved intelligence has been shown to embrace multi-agency perspectives
“[before the project] I would have looked at it purely and simply from [our agency’s] perspective. … being institutional there because I’m not taking into
account individual family needs…”
“[front-line staff] came here to speak to the project before they went out to speak to [project participant]. So that they actually understood everything that
was going on, everything that was coming from every agency…”
and equips agencies to respond appropriately to meet the specific needs of the family.
“… we’re actually treating them according to their individual needs, which is the, in my opinion, the true essence of recognising diversity. “
“…one of the things that was, that has been consistent throughout our interventions with the families is they don’t read letters. …and if they do read them
they don’t understand what’s required of them. … there’s a least two families where… the person who runs the family, can’t read. Now, we didn’t know
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that, we just didn’t know that, so it’s no wonder that they just slip into debt, they slip into missed appointments… that’s one of the really big things that have
come out of it [the project]… we’re writing to people and we don’t know whether they can understand what we’re writing.”
“One lady thinks she’s applying [online] for housing and there’s no record of her even registering as looking for alternative housing. Well she clearly wasn’t
doing something right on the computer… based on the last six months… my eyes have been opened… that little bit of extra time spent thinking about what
we’re doing could be very well invested because it prevents a shed load of extra complication further down the line…”
“…good [frontline staff] will… phone up the project, phone up whoever the single point of contact is and say, ‘I’m going to go down there’. … ‘If I do this is it
going to mess things up?’ ‘What is the best way forward?’”
“This has opened up a completely different perspective to me. Domestic abuse is actually only one aspect of a chaotic family’s existence. So rather than just
looking at it from [our organisation’s] point of view, I can see that with a multi-agency approach…”
“I have seen… intelligence [on] one of our families… there was some concern over one of the young children… now I wouldn’t normally have expected to see
that. … I am aware now that there is some concern about this young person. … anybody that goes to that house… you do a check on that family, that
intelligence will be featured there, that we have got a child here who may be at risk.”
“…[FA] facilitated meeting between the college and the family so that [the College] could get a better understanding of what his needs were, which mum
would never had done…”
“[the project has] made me realise… how important it is to get things right and in a timely manner… 6 days in processing time for the agency is no big deal,
six extra days waiting for your benefit, when you’ve got no credit on your mobile phone and you’ve got no food in your fridge… or their children will be
hungry, or they won’t get to school.”
“…hopefully, the project can influence… the agencies as well… actually get better at delivering at point of demand… sometimes [the families] don’t ‘need the
whole roast dinner, they are just looking for peas and gravy’… that’s when we have to listen well to understand what the family’s after.”
“…high contact have been really valuable, to do those things…”
A.2.3.4 Institutional practices
Through the work of the Family Advocate role, the model has raised awareness as to how institutional practices can impact negatively on both outcomes
for the families
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“clearly the reason that they are chaotic is, part of it is as a result of the way they live their lives and the way they’ve been brought up, and the environment
that they live in, but some of it is contributed to the organisations who are institutional. …but there must be a time sometimes where you say, ‘by being an
institution you’re causing yourself extra work, and you’re not actually doing anything, or being of service’.”
“They couldn’t use the Job Centre to apply [for crisis loan], it’s a freephone number but they couldn’t use the Job Centre phone. Malika was with them as the
advocate. They said, ‘what you have to do, is you can phone this number, but obviously it won’t be free on your mobile, and then you can apply for your
crisis loan, you can’t do it in our premises, you have to go outside’. So they had to sit outside and she was on the phone for an hour and fifteen minutes, to
get the crisis loan. When it had been approved, they had to wait two hours to then present themselves to get the giro and then go to the post office to cash
it“
“[family has] moved to [a new area with]… , no consideration about the suitability of that location for her as an individual, with her history. No
consideration was apparently given to the impact that was going to have on the other twelve residents in this very tight-knit close, who clearly were living a
reasonably level ordinary lifestyle with no calls to… the police, and then suddenly this family go there, and it kicks off… then the children were being picked
on, the children reacted badly… the kid doesn’t go [to school]… and it just mushroomed… But [institutional] rules and regulations are such that she doesn’t
qualify for a move because she’s got a house.”
“[agencies are] very focussed on what [families] aren’t doing and actually…no-one’s ever said ‘well done’…”
“…historically agencies just go in and sort our problem and then tend to move on, this [project] has tried to deal with the problems…”
and on the services themselves;
“… we are all processing massive amounts of data on the same people and that was one of the things that came back from the families early on, you know
we’re asking the same questions over and over again, some of them they know the answers to, some of them they don’t, and they might be asked in a
slightly different way, they’re all going into different systems…”
“… we operate within our own confines for our own purposes, and do lose sight of the fact that there’s, there’s a single client at the end of that.”
“I quite often find myself quoting this project in a whole range of scenarios where we’re looking at community development or whatever, it’s the one thing
that I think comes, really shouts from it is, agencies have got to work together and if the agencies can work together we can make it easier, but it’s about – I
mean, my personal view is the families aren’t in chaos, we are.”
“[with] the advocate role and the coach role… the family’s only giving their message once, rather than having to duplicate, and I think that’s one of the most
positive outcomes out of the pilot...”
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“… there’s lots of waste, and I think there are, in all our organisations they have people tasked to do specific tasks for families, which all overlap and they
don’t share, I mean the majority of organisations are now, have got a remit around employment and skills and moving people on, up-skilling people, and
none of them share their information.”
“…we all do really good stuff we just haven’t joined it up.”
suggesting that it is not only families that can be ‘hard-to-reach’
“…some of the families that are high contact, you know, it sometimes can take longer to explain things to them, you know, you have to discuss things with
them several times, and you know that can be an hour’s phone call.”
but the agencies themselves.
“…agencies have got to work together and if the agencies can work together we can make it easier, but it’s about – I mean, my personal view is the families
aren’t in chaos we are.”
“… it’s just reinforced some of my views… about how we expect people to contact us, and how difficult it is to contact agencies… I mean, you know if
somebody mentions a tax office to me, I mean you’ve got more chance of communicating with the dead, quite frankly. …it must be so frustrating for families
when they try to get hold of us… we’ve got to make it easier…”
“I think they [agencies] need to spend more time understanding why [families] are not coming [to appointments], why they’re not answering letters… is it
because they can’t read… I would say half of our families have got literacy issues.”
Evidence suggests that some agencies struggle to work effectively across agencies;
“…there needs to be closer working, the, the artificial structures between the various agencies at the moment are one of the biggest barriers…”
“…we are not joined up we don’t talk to each other.”
“[FA] visiting one of the agencies and they started off by saying, oh we’re not involved with any of your families and then when [FA] went to visit [the
families], every single family we were working with, they had a file on [them]…”
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“…I think collectively as agencies we can all see that without a more joined up approach, team around the family… we can’t move them on.”
contributed to, to some extent, by the current pressures on budgets.
“I think one of the difficult issues for the strategic leads on a project like this is [that] investment and change of behaviour in one organisation may reap
benefits in another organisation… [however ]the confines of budgets… don’t really support that joint working.”
Such negative impacts from institutional practices can lead to ‘business failure’
“…we deal with, sort of, business failure on a lot of occasions because of the difficulty families are having, do have accessing the right agency at the right
time.”
“… because [if] the system’s wrong, and you need somebody to actually intervene then that needs to change and I think that’s… where the advocate’s role
can help [agencies]… because, with a slightly more mercenary approach and thinking financially, as a business, and not just about the families’ involved, we
are about correcting business failure, because every business failure costs, costs us money…”
with related cost implications.
“Having been in the project I can see where there are areas of difficulty… in communication… I ought to have some investment in the care, the service…
knowing that I’m not wasting time and money in doing something that I can’t achieve today because the [front-line practitioner] not going to be back for a
fortnight or three weeks…”
“…investing in improving in what we’re doing… will ultimately save… money, which we could plough back into direct service delivery.”
“...giving [families] a phone call to remind them about an appointment, I think is a huge, huge but very simple thing that could be done to avoid wasted
appointments…”
“From a business point of view it’s probably cut down on the amount of interventions we’ve had… [FA] can ask one adviser a question about eight families
and it will all be done within 12 minutes, whereas if, if all eight families had to make an appointment to come and see us it would be quite resource
intensive.”
47
“… there’s lots of waste, and I think there are, in all our organisations they have people tasked to do specific tasks for families, which all overlap and they
don’t share, I mean the majority of organisations are now, have got a remit around employment and skills and moving people on, up-skilling people, and
none of them share their information.”
“…just to see in a Child Protection Plan… how few actions the Social Worker has because it’s a High Contact Project family.”
“I think in the long term if we had an advocate role in areas of most need who acted as single point of contact it would [save staff time] in the long-term”
A.2.3.5 Opportunities to change the way services are delivered to improve outcomes for families
There are numerous examples of how frontline practice has improved during the course of the project, to meet the needs of the families and improve much
needed positive outcomes.
“…we’ve… been trying to… [make] sure that we’ve got the right support in place for our families at an early stage. And they’ve been communicating them
better with the Housing Officer, so that’s something that we’ve put in place recently…”
“I’ve already started. …[we’re now] looking at how can we join up what we’ve all got as our services are statutory, and make a difference for the family in
the community. Because we all do really good stuff we just haven’t joined it up.”
“… we did put some changes in place, based on feedback we’d had from one of the families about how they were able to access us and the advice we were
able to give, and we did bring that back into the organisation…”
“…some stuff we’ve been able to feedback to the various agencies, whereby they’ve already changed some of their processes.”
These changes in practice range from agencies undertaking joint visits with members of the project team
“Homes in Sedgemoor have used [the Coach] role quite considerably now, obviously to get the gas serviced was the first thing, but then they kind of realised
well actually, you know, (FC and FA) seem to be able to get in the house, so we need to do the smoke detectors, so we’ll go through [the project], and
perhaps we can do a visit with the them...”
“…now the Social Workers are phoning us up and saying, ‘Do you know this has happened with the family? Can we go in together and do a joint visit?’, it’s
really working well.”
48
to agencies providing some very simple, practical solutions to ensuring that families and agencies engage effectively.
“…[the agency has] now got a mobile number to phone rather than sending a letter…”
“...giving [families] a phone call to remind them about an appointment, I think is a huge, huge but very simple thing that could be done to avoid wasted
appointments…”
The project has illuminated that institutional practices need to change because they are actually creating barriers for families.
“They couldn’t use the Job Centre to apply [for crisis loan], it’s a freephone number but they couldn’t use the Job Centre phone. They said, ‘what you have to
do, is you can phone this number, but obviously it won’t be free on your mobile, and then you can apply for your crisis loan, [but] you can’t do it in our
premises, you have to go outside’. [The Advocate and family] had to sit outside and [the Advocate] was on the phone for an hour and fifteen minutes, to get
the crisis loan. When it had been approved, they [then] had to wait two hours to then present themselves to get the giro and then go to the post office to
cash it… So the Job Centre are [saying] you know ‘Why do we not have a phone that the family can use?’“
“…it was saying to the Attendance Officer ‘ can you come round [to the home]’… instead of going into the school, which is quite intimidating…[saying] ’ how
about, you know, you come round and you see what the home life is like, you see how the kids interact’ and get a better understanding of it.”
“…there’s one thing that [our agency] historically has never done on their own is go and visit a family… whether we could roll it out on a wider scale is
another issue, because it’s quite resource intensive, you know travelling from the main site to a family, and if they’re not there what do you do? … that’s one
thing that we’ve never done before and it’s worked really well [in the project].”
Recommendations for changes to improve outcomes for families have been identified through the activity of the project. These range from changes to
existing practices to ensure that families feel less intimidated by the agencies;
“…I think the reports could be sent around… I don’t think there’s a need to invite the head from each school, the Parent Family Support Advisor, the Social
Worker, just to have them all there. It seems a bit unnecessary and a bit daunting for mum.”
“…the legacy from this project will be… that I am now more alive to the opportunities of coaches within the community and certainly my [frontline staff] in
the way in which they engage with upcoming potential, barely coping families, and the circulation of that information.”
to gathering intelligence earlier through a single point of contact in a lead professional role, employing a type of Whole Family Common Assessment
Framework, to ensure that agencies have access to and understand the whole picture;
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“[want whole family assessments happening earlier] without a doubt… much earlier…”
“…having a single point of contact for a group of families that have issues has been really, really useful”
to working more collaboratively to provide multi-agency solutions, a form of ‘Team Around the Family’
“[FA] proposed… kind of a panel meeting… where you all come together and the agencies say ‘Oh, I can do this, I can do that’ and ‘I’ll do it by then’ and the
families understanding and kind of keeping that focus.”
“[with] the advocate role and the coach role… the family’s only giving their message once, rather than having to duplicate, and I think that’s one of the most
positive outcomes out of the pilot, it’s the right person with the right family and the team around the family approach.”
“…I think collectively as agencies we can all see that without a more joined up approach team around the family… we can’t move them on.”
with ready access to information;
“I think there needs to be… some central repository of personal data with the correct security… But there must be a way of hosting that kind of information
locally. …but the legislation, and the rules as they stand at the moment don’t help the move towards that kind of environment.”
to improving communication practices both within agencies,
“…my key areas would be looking at ensuring that we… can improve the communication [within] our own services, because it’s not just between agencies...”
between agencies and between agencies and families.
“…know just simply kind of saying… over the phone ‘Can you complete this [form] yourself?’ [letting people know] that we have a pod at Asda on a
Thursday… that you can pop in an get help with [your housing form] or Citizen’s Advice… are at Hopechurch on a Thursday if you want to come in and we
can help you with your debt pack… [there are] resources but [the agencies are] not asking the questions…”
“I think in the long term if we had an advocate role in areas of most need who acted as single point of contact it would [save staff time] in the long-term”.
It is clear that new ways of working need to be developed to make agencies easier-to-reach;
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“…the best way to communicate with [these] people is not through letters but by text… every single one of these families know how to text. … And without a
doubt, they may not answer their phone, but they certainly answer their texts.”
“That was probably [the FA’s] main method of communication was texting, or phone them [on their mobiles] because actually they don’t have landlines…
they don’t have credit [on their mobiles]…”
“it wouldn’t be a bad idea if, at the top of all our headed paper we could get a recognised symbol… let’s say you have a blue square with an open book on it
and underneath it there’s a telephone number. Now if you see that sign, that means if you can’t read this letter phone this number and we will speak to
you.”
“…there needs to be more specific people for… specific enquiries because the parents that are phoning up are so lacking in confidence that the slightest little
thing and they’ll just give up… it’s to do with finding other ways of making it easier for them.”
to support agencies to better understand the needs of the families
“But I can see the benefit in having people within this organisation attached to upcoming, potential chaotic families. ...there is a benefit for saying to
[frontline staff], ‘actually I need you to spend more time with that family’. ”
and to equip agencies to respond appropriately.
“…[we have discussed] where we’ve got high contact families can we flag those? Because if we can... fast track those through the system, because benefit
failure impacts on just about everything... and get that sorted, then hopefully that will then have a knock-on effect on the other agencies.”
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A.3 CASE STUDY SUMMARIES
A.3.1 Summary Family 1
Data used:
Family Action Plan – end of pilot (dated 25.8.11)
Final Case Study (dated 30.8.11)
Project experience tool (data collected in May, March and August – dated 25.8.11)
Journey Mapping Tool Nov ’09-Aug ’11 (dated 25.8.11)
Family Wellbeing Tool (data collected in May, March and August – dated 25.8.11)
Family Savings Calculator (dated 25.8.11)
Interview with Family Coach (31.8.11)
Agency benchmark costs spreadsheet (dated 20.7.11 – only completed up to June)
Key Success Outcomes Data generated from: Analysis
Measures
More Efficient Nature and extent of agencies Journey mapping tool Although the overall number of agencies involved with family 1 has
Services involved / interventions - at Final case Study remained around the same over the pilot period by comparison with the
regular points during pilot Interview with family coach equivalent period in 2010, there is evidence that the increased access for
agencies to support the family – facilitated by the trust built up by the
Family coach – has resulted in less wasted effort; some simpler solutions to
problems and better long-term follow-through. However, cuts in some
services and changes in legislation governing access to others appear to
have reduced support for family 1 in financial and leisure opportunities,
which may involve additional interventions (e.g. by CAB) in due course.
Cost Analysis: Family savings calculator The two quantitative sources of cost data cannot be triangulated against
Level of cost savings Agency benchmark costs each other since they are based on different premises. On one hand, actual
Location of cost savings spreadsheet savings to agencies during the project appear to be modest and insufficient
Interview with family coach to offset the cost of the intervention – particularly given that one of the
outcomes of the intervention has been to enable the family to access more
52
services – whilst the anticipated longer-term savings from the FSC appear
highly speculative. Given that the FSC has not been fully completed to
include the costs of incidents and interventions during the project, and
therefore effectively assumes zero incidents from the point the project
started, the scale of potential savings appears unrealistic. However,
qualitative data from the Family Coach interview indicates ways in which the
project has saved money over the short term (e.g. by avoiding breaking in to
service the boiler and providing access to the back garden) whilst suggesting
ways in which future savings might be made, for example as a result of
successful attendance at the Triple P parenting course and tidying the home
to reduce the need for child protection intervention.
Benefits relating to professional Interview with family coach There is as yet comparatively little evidence upon which to base any claims
roles (working practices; of non-cash benefits relating to professional roles. The FC concerned
achievements; relationships / appears to have found the role personally rewarding, and has gained
networks; professional insights into how working practices across a number of agencies could be
knowledge; job satisfaction) changed to facilitate better quality interventions with families, but with the
exception of a pragmatic solution to an access issue, and enthusiasm for
joint visits from other agencies, there is as yet little evidence that such
changes have been adopted
Benefits relating to family Family Well-being tool Family relationships, health, relationships with friends and overall quality of
Final case study life all triangulate positively across all three measures. However there are
Interview with Family Coach some apparently contradictory statements with regard to choice and
Interview with mother budgeting Mum says she feels she has less control even though she is
actually taking much more responsibility for the house; this appears to be
related to issues around her debt. This may also be because she is now more
aware of financial constraints, or because she knows she must take
responsibility for her actions rather than just giving up. On budgeting too
there is a contradiction between the Final Case Study, which implies that the
family is learning to budget effectively, and the FC who feels there is still
work to be done. While there are issues about audience and use of language
these divergences may indicate a need for a clearer distinction between
53
aspirations, work in progress and achievement of targets. Nonetheless, the
existence of a framework for exploring ideas and aspirations has clearly
enabled the family to articulate and to begin to address the issues facing
them, particularly in practical areas of such as budgeting, nutrition,
parenting and housework.
Achieve Profile of delivered and Whole family action plan There are some qualitative differences in the targets set, which makes exact
outcomes undelivered outcomes at end of Final case study triangulation of outcomes difficult. Only two (4 and 5) are simple and
from ‘Whole pilot Interview with Family Coach factual, while there is some confusions as to whether the children have been
Family Action removed from the child protection plan. (target 3) even though progress has
Plan (WFAP) clearly been made. Targets 1 and 2 are to some extent subjective judgments
on conditions and diet, even though the broad thrust is clear. The
inconsistencies with regard to Target 5, relating to debt, demonstrate the
ambiguity of such a target, in that the family are making efforts to address
the issue while objectively the external financial situation is worsening.
There is a danger that a generalised target may mask the severity of ongoing
issues while understating the effort which the family has made in addressing
these.
Key Journey Steps to Journey Mapping Tool The JMT illustrates several key areas in which this family required support.
achievement of outcomes Interview with Family Coach The first was the simple need to be kept informed – over the bed grant
application and, although not explicit, the grandmother’s belongings. While
this is not easy in these particular circumstances, the FC was able to
negotiate access between agencies and the family, and this aspect of
communication needs to be maintained.
Secondly, the family required support in its dealings with ‘authority’, eg the
Child Protection conference. The data highlights the difficulty for social care
in managing these in a way that is not perceived as hostile by participants,
and, while this does provide a challenge for the professionals involved it
may be, again, that the form of independent support provided by the FC
would need to be replicated in the future.
Another issue was the complexity of agencies involved in the family’s
attempts to resolve its debts. Without the support of the FC the family
54
would have been unlikely to be able to achieve even the modest level of
resolution observed.
Finally there was the need to give Mum the encouragement and confidence
to attend the parenting course.
While these issues could theoretically be addressed through better
coordination between, internal processes and procedures within, the
individual agencies involved, it was the ongoing relationship with the FC
which provided the single point of contact to enable their resolution.
Further work will be required from this and other case studies to determine
the extent to which the FC role can be continued and developed, in what
context it should be deployed, and how a dependency culture can be
avoided.
Improve Achievement by families / Exit Interview with mother There is evidence that, through the support of the Family Coach and the
family’s strategy with families Family Advocate, the mother has shown a determined commitment to the
experience Achievement with families / Exit Triple P Course and the benefits for her have been impressive; she has had
strategy with Family Advocate her confidence boosted, has made much needed friends and appears more
and Family Coaches able to progress on the challenges that she faces
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A.3.2 Summary Family 2
Data used:
Final Case Study (dated 30.8.11)
Journey Mapping Tool May ‘09-Aug ’11 (dated 25.8.11)
Interview with Family Coach (3.8.11)
Agency benchmark costs spreadsheet (dated 16.8.11)
Interview with mum (7.9.11)
Family Action Plan August (dated 30.8.11)
Key Success Outcomes Data generated from: Analysis
Measures
More Efficient Nature and extent of agencies Journey Mapping Tool Although the overall number of agencies involved with family 2 has
Services involved / interventions - at Final Case Study increased substantially over the two months the family has been involved in
regular points during pilot Interview with Family Coach the project, by comparison with the same two-month period in 2010 (from
Interview with Mum one to three – potentially up to nine including all those mentioned by Family
Coach and final case study), the support is now more targeted towards the
various specific needs, and appears to be more practical and substantive.
The JMT refers to mum’s feelings of reassurance that long-term help has
now been secured, which is likely to lead to more effective interventions
from the agencies involved.
Cost Analysis: Agency benchmark costs These figures would suggest that some saving has been made, although the
Level of cost savings spreadsheet data are incomplete. The July 2010 costs are medical (not mentioned in the
Location of cost savings JMT) whilst the police investigation costs for July 2010 in the JMT (which
would have been substantial) are not included. The CAB cost mentioned in
the JMT for July 2011 has been included, but not the cost of the MIND
mental health support group (this may be included in August data still
awaited), let alone all the other current and potential interventions
mentioned by the Family Coach and case study. However, owing to Family
G’s late joining of the programme, there are insufficient data to substantiate
56
any claims for cost savings in the short term.
Benefits relating to professional Interview with Family Coach The family coach appears to be articulating the difficulties of isolation and
roles (working practices; communication experienced by the mother, and the way in which the
achievements; relationships / project has addressed these. Although she now feels more confident in
networks; professional dealing with professional agencies (see below) there are concerns that she
knowledge; job satisfaction) will have difficulty in coping with these without additional support and /or a
greater customer responsiveness and understanding on the part of the
agencies themselves.
Benefits relating to family Interview with Family Coach Although the family had only been in the project for a short time, the
Interview with Mum evidence points to the importance of practical help, information and support
in building confidence, giving stability and focus. Support with debt, mental
health issues, and for the children appears to have been most effective. A
longer term perspective (see section 3 below) would be needed to
determine whether this impact is sustained in the face of the overall
difficulties being experienced by the family.
Achieve Profile of delivered and Whole Family Action Plan Although there appear to be some discrepancies between the four sources
outcomes undelivered outcomes at end of Final Case Study of data examined in relation to achievement of family goals, there is strong
from ‘Whole pilot Interview with Family Coach triangulation that mum’s confidence has increased; that child 2 has made
Family Action Interview with Mum friends (though this may have already been achieved and was not a direct
Plan (WFAP) result of the project); that good progress has been made towards organising
debts but that the prospects of moving house or child 2 seeing his Dad more
are currently remote. Nevertheless, this represents remarkable progress
within a two-month period.
Key Journey Steps to Journey Mapping Tool The data is relatively limited since the family were only involved in the
achievement of outcomes Interview with Family Coach Project from July. Only 2 journey steps related to the achievement of
outcomes are recorded in the JMT
Improve Achievement by families / Exit Interview with Family Coach There does seem to be evidence that a few practical strategies are
family’s strategy with families Interview with Mum increasing the mother’s personal confidence and ability to deal with other
experience Achievement with families / Exit people. She has evidently been willing to follow up on suggestions made by
strategy with Family Advocate the family advocate and coach. However, given the short time that the
57
and Family Coaches family has been involved in the project there is no clear indication of a
sustainable exit plan, while both the mother and the coach express concerns
about future support.
58
A.3.3 Summary Family 3
Data used:
Final Case Study
Journey Mapping Tool May ‘09-Aug ’11
Interview with Family Coach 13.9.11
Agency contact spreadsheet 9.9.11
Interview with mum 13.9.11
Family Action Plan August 30.8.11
Key Success Outcomes Data generated from: Analysis
Measures
More Nature and extent of agencies Journey Mapping Tool The overall number of agencies involved with family 3 has remained the
Efficient involved / interventions - at Final Case Study same both in terms of their nature and their extent and were overall
negative in nature largely due to police intervention, which included the
Services regular points during pilot Interview with Family Coach mother’s arrest for criminal behaviour. However, the witness evidence
Interview with Mum from both the coach and the mum suggests that progress has been made in
terms of resolving one of the key issues – housing – which appears to have
been a main trigger for most of the interventions involving the police
(complaints from neighbours).
Cost Analysis: Agency benchmark costs It would appear that, despite the intervention of the project, Family 3 are
Level of cost savings spreadsheet continuing to incur significant costs for agencies involved; particularly the
police. The FC points towards the possibility of reducing contact with some
Location of cost savings Journey Mapping Tool agencies over the longer term, but these projected savings have yet to be
Final Case Study realised. However there is some evidence in a shift from crisis management
Interview with Family Coach (incidents) towards interventions, which may lead to savings in the longer
Interview with Mum term.
Benefits relating to Interview with Family Coach This demonstrates the complexity of relationships between agencies and
professional roles (working Interview with Mum families, and between the agencies themselves. By focussing on the family
perspective and simple step by step approaches the project has identified
practices; achievements; ways in which agencies can engage more effectively with individual families.
relationships / networks; The role of the Family advocate has been crucial in encouraging local
59
professional knowledge; job networking and information exchange, and in facilitating family engagement
satisfaction) with services. The benefits of such approaches are recognised by front line
staff, but they are often unclear as to how/whether the changes which these
imply will be supported by local managers or their organisation as a whole.
Other barriers can be threshold levels for certain services, and conflicting
local/community pressures. There is clear evidence of increased
engagement between this family and specific services as a result of the
project, although this will need to be sustained through the various
difficulties facing thefamily over the next few months.
Benefits relating to family Family Well Being Tool The main benefits to the family have been the availability of regular support
Final Case Study and reassurance, building up confidence and skills in dealing with agencies
and addressing issues. This has led to some improvements overall, but there
Interview with Family Coach has been some regression in the family’s sense of wellbeing related to
Interview with Mum specific external issues. Further support is likely to be needed to address
these areas of vulnerability
Achieve Profile of delivered and Whole Family Action Plan Although the goals have not made any significant progress, the first Goal -
outcomes undelivered outcomes at end Final Case Study moving house - has clearly moved forwards due to the Project’s
Interview with Family Coach involvement in the family. It is not possible to clarify clearly the part the
from ‘Whole of pilot Project staff has played in helping to move forward Goal 2 but some
Interview with Mum
Family progress has been made towards Goal 5 which appears to have been
Action Plan initiated by the Project staff. The Project staff also appear to have given
(WFAP) some practical assistance towards helping to make some progress towards
Goal 2 but progress for this goal and for Goal 4 appears to be hampered by
childcare issues and lack of transport (evident from the interview with
mum).
Key Journey Steps to Journey Mapping Tool Most of the key journey steps towards Family 3 achieving the outcomes
achievement of outcomes Final case Study identified in the WFAP centre around housing and transport. The FC and FA
have helped Mum take several steps towards moving to WSM, which should
Interview with Family Coach place her nearer to regular public transport and enable her to take the next
Interview with Mum steps towards finding a job, together with helping children access out-of-
school activities. The Journey Mapping Tool and the FC Interview both
indicate the importance of the detox programme in moving the family
forward
Improve Achievement by families / Exit Interview with Family Coach Although actual achievements are limited, the mother has had a positive
family’s strategy with families Interview with Mum approach and worked well with the team. She has appreciated the practical
60
experience Achievement with families / help and support offered, and feels she has benefitted eg from the parenting
Exit strategy with Family course, and from the improved relationship with key agencies. However
there are ongoing external constraints which could have a negative impact
Advocate and Family Coaches on family resilience if they are not addressed.
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A.3.4 Summary Family 4
Data used
Final Case Study
Journey Mapping Tool May ‘09-Aug ’11
Interview with Family Coach
Agency contact data spreadsheet (9.9.11)
Interview with Mum and Dad
Family Action Plan August
Key Success Outcomes Data generated from: Analysis
Measures
More Efficient Nature and extent of agencies Journey Mapping Tool It is not possible to compare the nature and extent of agency involvement
Services involved / interventions - at Final Case Study with the family during the pilot to a comparable period due to a lack of data
regular points during pilot Interview with Family Coach from the JMT. The evidence available suggests that there have been 6
Interview with Mum and Dad interventions of which at least 4 (CAB,GP, SKL, BC) appear to be new
interventions initiated by the Project. Overall, the case study and interview
data suggest that the nature of involvement has been positive during the
pilot and has helped the family to resolve a number of issues with some
agencies that were involved prior to the Project (social services and housing
associations).
Cost Analysis: Agency benchmark costs Agency cost data indicates that the project has realised significant cost
Level of cost savings spreadsheet savings in relation to family 4 during the pilot period. The positive outcomes
Location of cost savings Journey Mapping Tool in terms of moving house and potential outcomes in ending CSC
Final Case Study involvement and getting Dad into employment also promise further
Interview with Family Coach significant cost reductions in the future, leading us to the conclusion that –
for Family 4 – the project represents good value for money.
Benefits relating to professional Interview with Family Coach The project has enabled the family to engage positively with different
roles (working practices; Interview with Mum and Dad agencies, and to develop the skills to use appropriate appeal mechanisms.
achievements; relationships / The approach taken and the credibility developed from this, particularly on
62
networks; professional the part of the Family Advocate, meant that the relationship survived the
knowledge; job satisfaction) transfer from one coach to another. However, while the family’s approach
to working with agencies appears to have improved, there is no evidence in
this case study of any particular changes in practice on the latter’s part, and
the family are still looking to the coach and advocate for support.
Benefits relating to family Interview with Family Coach The positive practical outcomes achieved by the project have enabled the
Interview with Mum and Dad family to develop their skills in approaching agencies, their overall self
confidence and sense of well-being. However further support will be
required if this progress is to be maintained, particularly with the mother’s
health issues. One particular feature within this family has been the
consistent involvement of both parents, which has had the benefit of
providing mutual support and affirmation of progress. It has also enabled
the project tools to be triangulated more effectively within the family and
supported the parents in discussing their situation.
Achieve Profile of delivered and Whole Family Action Plan Overall, at least half of the goals are making real progress and Goal 1 was
outcomes undelivered outcomes at end of Final Case Study fully achieved. The other half are either making steady progress or are
from ‘Whole pilot Interview with Family Coach underway. The interview from the FC suggests a clear awareness of how the
Family Action Interview with Mum and Dad goals that have made less progress might be moved forward as long as the
Plan (WFAP) Project continues. The family interview data showed that the father was
extremely positive about the project’s overall involvement in helping to
achieve their goals.
Key Journey Steps to Journey Mapping Tool Support by FC in completing forms and arranging letter of support from CSC
achievement of outcomes Final case Study have been key journey steps towards achieving goal 1 of moving to
Interview with Family Coach Bridgwater, which itself has been a key journey step towards achievement
Interview with Mum and Dad of several other goals in the WFAP, all of which are linked to some extent.
Goal 1 appears to have been the key objective to focus on which has
facilitated progress on a number of fronts.
Improve Achievement by families / Exit Interview with Family Coach There has been clear progress in terms of positive attitudes within the
family’s strategy with families Interview with Mum and Dad family, and evidence of growing skills and self-confidence. However there is
experience Achievement with families / Exit as yet no clear exit plan, and both the family and the coach articulate
concerns about future support
63
strategy with Family Advocate
and Family Coaches
64
A.3.5 Summary Family 5
Data used:
Final Case Study
Journey Mapping Tool May ‘09-Aug ’11
Interview with Family Coach (21.9.11?)
Agency contact data spreadsheet (9.9.11)
Interview with Dad (21.9.11?)
Family Action Plan August (Mother’s) 30.8.11
Family Action Plan August (Father’s) 30.8.11
Key Success Outcomes Data generated from: Analysis
Measures
More Efficient Nature and extent of agencies Journey Mapping Tool The significant increase in agency intervention during the pilot period
Services involved / interventions - at Final Case Study (almost double) in comparison to the comparable period appears to be
regular points during pilot Interview with Family Coach largely due to the intervention of 2 agencies - social services and the police –
Interview with Dad of which social services dominates (11 interventions during the pilot period).
Initially this increased intervention related to a child protection issue
regarding the dad but this was resolved (although this issue was to later re-
emerge towards the end of the pilot). The majority of the police and social
services interventions related to child protection issues regarding the mum’s
capacity to care for child2 and dad gaining residency of Child 2. Project staff
involvement in these issues is unclear but the Project staff appear to have
assisted in making progress in other issues such as debt problems and
interfacing with other agencies.
Cost Analysis: Agency benchmark costs Agency costs – particularly for Children’s Social Care and associated policing
Level of cost savings spreadsheet – have increased significantly for Family 5 during the pilot period; this
Location of cost savings Journey Mapping Tool appears to have been triggered by a family break up which resulted in at
Final Case Study least one child becoming significantly more vulnerable as noted in 1.1. It is
Interview with Family Coach unclear whether the project has had any involvement in this situation, which
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Interview with Dad appears to be ongoing and potentially escalating in terms of CSC costs.
Benefits relating to professional Interview with Family Coach There is little evidence from either interview of significant improvements in
roles (working practices; Interview with Dad the interaction between the family and individual agencies, with the
achievements; relationships / possible exception of children’s social care services. The improved outcomes
networks; professional and benefits to the family – which are significant - appear to have come as a
knowledge; job satisfaction) result of the mediation of the project itself. Improved relationships and
practical outcomes seem to be emerging from individual agency staff
voluntarily stepping out of professional role, but there is some ambivalence
as to how this will be viewed by mangers and strategic leaders in these
services.
Benefits relating to family Interview with Family Coach Despite the intervening issues of parental separation and child protection,
Interview with Dad the father and children do appear to have gained considerable benefit from
their involvement with the project. They feel supported, the father’s social
isolation and parenting issues are all being addressed, and the framework
for taking forward the debt problem is in place. There is less evidence of
impact on and support for the mother, while the short term impact of the
separation and custody arrangements has been to discourage the father
from seeking work.
Achieve Profile of delivered and Whole Family Action Plan It is significant that Family 5, having recently split up, has two separate
outcomes undelivered outcomes at end of Final Case Study WFAPs, of which Dad’s has made significantly more progress than Mum’s.
from ‘Whole pilot Interview with Family Coach The FC and FA appear to have been working almost exclusively with Dad,
Family Action Interview with Dad and are supporting him in the two areas where he appears to be making
Plan (WFAP) only moderate progress (debt and skills development). There appears to be
some uncertainty over the extent to which Dad has completed the Triple P
programme, and the two goals of most significance to him (proof of
paternity and divorce) are not mentioned by either FC or family case study.
Key Journey Steps to Journey Mapping Tool The evidence from the Key Journey Steps does not reflect all the support
achievement of outcomes Final case Study given by the Project staff in helping to make progress towards or achieve the
Interview with Family Coach Action goals such as the Divorce and DNA testing. There is clear evidence of
Interview with Dad the Project in helping to make ‘real progress’ towards achieving Action goal
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1 which appears to have been a critical issue for the dad. The JMT does not
contain any evidence regarding Project staff’s involvement in helping dad to
improve skills – Action goal 3 although there is evidence of this in the
interviews (see 2.1 and 1.1 and some evidence not detailed here). The
evidence from the JMT and case study raises questions regarding dad’s
ability to care for the children and this raises questions about whether or
not the completion of the Triple P parenting programme – goal 2 – has been
effective (assumed completed based on evidence from the WFAP self-
assessed as being ‘time to celebrate’).
Improve Achievement by families / Exit Interview with Family Coach The father clearly feels he has achieved a considerable amount through the
family’s strategy with families Interview with Dad project and feels very positive about it. Although he has expressed some
experience Achievement with families / Exit confidence in dealing with issues in general he has ongoing concerns eg
strategy with Family Advocate about the debt and would clearly welcome some continuing support.
and Family Coaches Similarly the family coach expresses concerns over newly emergent issues –
such as the children’s diet – and the need for continuing support in setting
and achieving targets.
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A.4 DETAILED CASE STUDIES
A.4.1. Family 1
Data used:
Family Action Plan – end of pilot (dated 25.8.11)
Final Case Study (dated 30.8.11)
Project experience tool (data collected in May, March and August – dated 25.8.11)
Journey Mapping Tool Nov ’09-Aug ’11 (dated 25.8.11)
Family Wellbeing Tool (data collected in May, March and August – dated 25.8.11)
Family Savings Calculator (dated 25.8.11)
Interview with Family Coach (31.8.11)
Agency benchmark costs spreadsheet (dated 20.7.11 – only completed up to June)
Key Success Measure 1: More Efficient Services
Outcome 1.1 Nature and extent of agencies involved / interventions - at regular points during pilot
Data generated from: Analysis
Journey Mapping Tool Comparing the pilot period with the equivalent period in 2010:
March – August 2010: 13 interventions from 12 agencies (police, CAMHS, YOT, school, Children Social Care, LST, CSC,
Social Worker, hospital, Housing Support Services, probation, court). In terms of customer experience, 4 of these
interventions were viewed as positive, 7 negative.
Pilot period: 14 interventions from 12 agencies (Homes in Sedgemoor, Floating Housing Support, Attendance Officer,
CSC, Westfield Trust, DWP, Children Social Care, Parent and Family Support Worker, CAB, police, court, prison). In terms
of customer experience, 5 of these interventions were viewed as positive, 9 negative.
Overlap of 6 agencies between 2010 and pilot period (police, court, Children Social Care, CSC, social worker, housing
support).
Final Case Study “One of the root causes of this family’s situation has been their lack of engagement with agencies. Since April the family
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have allowed access into the home for Homes in Sedgemoor, British Gas and the Social Worker.” The 5 interventions
during the pilot period viewed positively by the family (with Homes in Sedgemoor/British Gas for safety check and
boiler servicing; with attendance officer to change schools for child 4; with social worker to apply for new bed from
Wesfield Trust; with Parent and Family Support Worker to attend parenting course and with CAB to address debt) all
appear to have been facilitated by Family Coach.
“(Since) Mum’s benefits changed from Income Support to the new Employment Support Allowance (ESA) the family have
faced weekly problems. Their longstanding payments were not transferred on to the new benefit and there was a gap of
2 months before ESA was received. The family’s debts mounted, their Housing Benefit stopped and the Project is now
working with Sedgemoor Citizen’s Advice Bureau and looking into Bankruptcy.” Changes in legislation appear to have
increased family’s need for intervention by CAB.
Interview with Family Coach “…this family has had about twelve years of intervention from hundreds of different agencies and everybody has given
up with them. It gets to the stage where they don’t attend appointments, they get three letters and then they get stuck,
sort of taken off. “ Background and context mean that an increase in meaningful contact with agencies may actually
be a positive outcome for the project.
“…we could look at why she wasn’t working with the other agencies, which was really key because the child protection
plan and children’s social care couldn’t gain access to the house, so there was (sic) real concerns for the children at the
address.” The building of trust to allow access to agencies has improved the quality of information on wellbeing of
children in the family.
“The visits that they attend when they don’t gain access to the property, I mean every time they attend it’s a costing…
the social worker used to just go and knock on the door and sort of shout through the window and then leave because
she wouldn’t let him access the property and, I think that, you know, what a waste of time and effort and money.” Non-
attendance (and hence non-intervention) may not necessarily imply no cost, if the reason for this is lack of access.
“.. they’re obviously having more involved with the social worker, who’s attending their home, who incidentally did a,
unannounced check yesterday and she did let him in unattended. “ Project intervention has increased involvement
with social worker, though not necessarily at increased cost as visits had been made previously but without gaining
access.
“I had to attend that first (child protection meeting) with her, but after that the advocate took over going to those
meetings, and the advocate took on filling in, like the forms for the change of schools, getting the debt relief
order..”Highlights the role of Family Coach and Advocate in helping family interface with agencies more efficiently.
“DWP keep giving them crisis loans and then pulling it back out their money, and that’s not taken into account in the
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budgeting with the Debt Relief Order, um, and there’s big council tax arrears.” Policies of one agency may be creating
other difficulties impacting upon the dependency of the family upon other agencies.
(Triple P parenting course): “(Mum) said, ‘I ain’t going to one of those’, so I said, ‘OK, that’s fine, well maybe if I came to
the first one with you, I said maybe if I came along with you we could do it together’… she actually completed the
course, and I mean and I think that was massive for her.” Family Coach support significant in facilitating a longer-term
engagement with an agency (the benefits of which are highlighted in the family action plan).
“(Mum) used to do a lot of, um, things, with the Youth Offending Team and the Local Service Team and obviously they’ve
been cut immensely, um, there was trips out and things last year, they haven’t happened this year, she knows they
haven’t happened because of the funding cuts.” Some of the positive interventions in the March-August 2010 period
are no longer available, so their absence from the pilot period is not significant.
“So she knows there is some support out there, but she doesn’t really know where to get it. I’ve kind of been helping
her towards looking at some things that the children can do out of school… but she still does seem to think that it’s kind
of the government’s responsibility to give her some money to do some stuff in the holidays with the kids.” Cuts have
created gaps in some services, yet family expectations of state provision may not have changed.
“You put her in the Child Protection Conference Room with all these agencies, all sat round the table, all looking very
smart, and, you know, I think they should come to the family home to understand.” Some savings could be made by
reducing the number of agencies involved in conferences – especially where all have submitted reports – and smaller
gatherings may be less intimidating for customers.
“…a lot of them haven’t had the chances that we’ve had and I feel that the agencies and the appointments and the
juggling that they have to do would actually crucify anyone.” This may be a partial explanation for the lack of
engagement by this family with several agencies in the past. Help to negotiate the appointments, forms and phone
calls involved in trying to access services can help, but may result in greater call upon agencies’ resources.
Summary: although the overall number of agencies involved with family 1 has remained around the same over the pilot period by comparison with the
equivalent period in 2010, there is evidence that the increased access for agencies to support the family – facilitated by the trust built up by the Family
coach – has resulted in less wasted effort; some simpler solutions to problems and better long-term follow-through. However, cuts in some services and
changes in legislation governing access to others appear to have reduced support for family 1 in financial and leisure opportunities, which may involve
additional interventions (e.g. by CAB) in due course.
Outcome 1.2: Cost Savings
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Data generated from: Analysis
Family Savings Calculator The FSC completed for family 1 shows the following savings arising from the project intervention:
(DfE) Total Family Saving £37,001.91
Family Member 1 £8,045.97
Family Member 2 £16,188.18
Family Member 3 £3,133.84
Family Member 4 £5,348.96
Family Member 5 £7,284.96
The breakdown by agency is given as follows:
Criminal Justice £633.43
Health Service £1,426.69
Local authority £7,498.23
Police £6,820.99
Social Services £7,334.56
Society £12,668.42
YOT £619.60
How has this been calculated? The following extracts from the DfE guidance notes shed some light on this process:
“…reduction of risk through successfully completing an intervention is calculated from data collected by the NatCen
Information System and is a national average.” I.e. the potential reduction in risk is not specific to the High Contact project,
but an average over a range of other interventions.
“As a general rule it is suggested to use past behaviour within the last 2 years as a standard baseline.” Simply entering
numbers of incidents in different categories over the last 2 years generates the figures above, which are based on averages.
“: In the costings sheet for each family member click on the Show post intervention checkbox. Two extra columns will be
displayed; Post-intervention – No. incidents and Actual Saving.” This has not been done for family 1, so the cost savings
above are predicated on zero incidents happening during and after the project. This is an unrealistic assumption, since there
is evidence from the JMT that there have been child protection case conferences, an arrest, a court appearance and a prison
sentence during the period of the pilot. These costs have not been included in the above, nor have the costs of the
intervention (stated as £3000 in the FSC – presumably the cost per family of Family Coach and Advocate).
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Agency benchmark costs A graph of the total intervention costs for family 9 generated from the spreadsheet shows a downward trajectory for the first
spreadsheet three months of the project:
However, comparing agency costs for the first 4 months of the project with the equivalent period in 2010 is less conclusive:
March 10 436.7 March 11 680.86
April 10 616.7 April 11 590.71
May 10 981.7 May 11 467.09
June 10 659.7 Jun 11 41.5
Total 2104.8 Total 1783.66
These figures would suggest that the actual savings over the first 4 months of the project were a more modest £321.14, added to
which the figure for June 2011 appears incomplete, so savings may actually have been less. However, it is not possible to make
comparisons between these two data sources since one is anticipating future savings based on standard calculations for the costs
of incidents over the previous 2 year period, whilst the other is based on actual savings over a much shorter time period.
Interview with Family Coach “The visits that they attend when they don’t gain access to the property, I mean every time they attend it’s a costing… the
social worker used to just go and knock on the door and sort of shout through the window and then leave because she
wouldn’t let him access the property and, I think that, you know, what a waste of time and effort and money.” Non-
attendance (and hence non-intervention) may not necessarily imply no cost, if the reason for this is lack of access. Increased
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access may have increased agency costs over the period of the project, but since these interventions have been more
productive, cost savings could be anticipated in the long term.
“DWP keep giving them crisis loans and then pulling it back out their money, and that’s not taken into account in the
budgeting with the Debt Relief Order, um, and there’s big council tax arrears.” Policies of one agency may be creating other
difficulties impacting upon the dependency of the family upon other agencies. Negotiating debt relief has incurred costs for
DWP, but avoiding bankruptcy/eviction/rehousing should avoid substantial costs in the future.
… we’ve opened the back door and the kids are now playing in the garden, she’s now hanging the washing outside and, you
know things have progressed so much from a £12 door lock.” Small-cost interventions in, e.g. housing quality can effect a
range of benefits to health and potential savings for the family and other agencies.
Summary: the two quantitative sources of cost data cannot be triangulated against each other since they are based on different premises. On one hand,
actual savings to agencies during the project appear to be modest and insufficient to offset the cost of the intervention – particularly given that one of the
outcomes of the intervention has been to enable the family to access more services – whilst the anticipated longer-term savings from the FSC appear highly
speculative. Given that the FSC has not been fully completed to include the costs of incidents and interventions during the project, and therefore effectively
assumes zero incidents from the point the project started, the scale of potential savings appears unrealistic. However, qualitative data from the Family
Coach interview indicates ways in which the project has saved money over the short term (e.g. by avoiding breaking in to service the boiler and providing
access to the back garden) whilst suggesting ways in which future savings might be made, for example as a result of successful attendance at the Triple P
parenting course and tidying the home to reduce the need for child protection intervention.
Outcome 1.3: Non-cash benefits relating to professional roles
Data generated from: Analysis
Interview with Family Coach “I thought is this the same woman that I was working with six months ago, so that was one of my high points. I think
another high point was seeing the children out playing in the back garden and how much fun they were having, and how
it was a £12 lock that everybody’s been moaning about for the last year and a half.” This comment illustrates the
personal reward the Family Coach has experienced through the intensive ongoing contact with the family that has
been a characteristic of the project.
“I think it’s changed, um, the way I look at some of the agencies, um, I understand they’re busy and they haven’t got
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much capacity but I don’t think they try hard enough to be consistent and help the families.” The FC appears to have
become more sympathetic towards family 1’s situation and less tolerant of the agencies involved through developing
a close relationship over the period. Whilst this increase in empathy may be a positive outcome, it has possibly come
at the expense of objectivity.
“I think the reports could be sent around. And then if there was a need, if I submitted a report and maybe there was
something in there that wanted clarification or they particularly needed to talk to me about something then I should be
invited. But I don’t think there’s a need to invite the head from each school, the PFSA, the social worker, just to have
them all there. It seems a bit unnecessary and a bit daunting for mum.” Rather than identifying ways in which the
agencies involved have changed working practices through the project, the FC has highlighted potential changes that
could be made by seeing these practices from the perspective of the family.
“Homes in Sedgemoor have used my role quite considerably now, obviously to get the gas serviced was the first thing,
but then they kind of realised well actually, you know, (FC and FA) seem to be able to get in the house, so we need to do
the smoke detectors, so we’ll go through them, and perhaps we can do a visit with the them, so they have kind of used
us that way to get in.” This illustrates a pragmatic change in working practice introduced during the project through
the access and trust gained by FC and FA. Whether such a change in approach will become embedded after the project
remains to be seen.
“And that’s where the issues has been with the coaches really, that some of the coaches are so tight with the timescale
they’ve got and their flexibility that when the families like Hailey turn up and she’s not there, they haven’t actually
physically got the time to then go chasing all round the country looking for them, whereas I’ve actually had that luxury.”
There is a hint here that some FC relationships with families have been less successful, partly because of a lack of time
flexibility to gain access and build trust.
“…one of the workers here, at one workshop we had, said ‘my god it must be so nice to have the luxury of having two
hours to spend a week with your family’ and I think oh that’s really sad, if we’ve got like agencies that can’t even afford
to spend two hours with the family.” Again, not an actual change in practice but the consideration that extended
periods spent getting to know a family might result in better quality interventions overall, which current working
practices in pressurised agencies do not allow.
“Now I would say it’s probably 8 out of 10 (agencies) think it’s fantastic, really good way of working, and there’s just a
couple that are kind of floating on the sideline, but it has really changed all their ways of thinking, they’re, now the social
workers are phoning us up and saying, ‘do you know this has happened with the family, can we go in together and do a
joint visit’, it’s really working well.” This is the strongest evidence of shifts in professional attitudes and intentions to
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move to more collaborative working practices.
Summary: there is as yet comparatively little evidence upon which to base any claims of non-cash benefits relating to professional roles. The FC concerned
appears to have found the role personally rewarding, and has gained insights into how working practices across a number of agencies could be changed to
facilitate better quality interventions with families, but with the exception of a pragmatic solution to an access issue, and enthusiasm for joint visits from
other agencies, there is as yet little evidence that such changes have been adopted.
Outcome 1.4: Non-cash benefits relating to family
Data generated from: Analysis
Family Well-being Tool Eight dimensions in spidergram self-rated on a 1-10 scale at three points during project:
(FWT) Q.1. Life as a whole (static)
Q 2. Relationships with family (increased from 7 to 9)
Q 3. Choice in your life (decreased from 2 to 0)
Q 4. Happiness with your health (increased from 6 to 9)
Q 5. Relationships with your friends (increased from 7 to 9)
Q 6. Your future life (static)
Q 7. Use of your time (static)
Q 8. Quality of your life at the moment (increased from 7 to 9)
Final Case Study “One of the main benefits has been the family learning to budget and Mum has lost a significant amount of weight which
has improved her mobility and led her to improve the condition of the house.” Triangulates positively with Q.4. and
Q.8. above, however negatively with Q.3. – although Mum appears to have more control she perceives herself as
having less control, perhaps through financial constraints.
Interview with Family Coach “So just little things to improve her confidence, she’s lost a lot of weight, she’s improving her diet, and I think some work
could be done on nutrition; I’d like to take her shopping, and show her how she can sort of budget and buy healthy food,
as opposed to budget and buy pies.” Triangulates positively with Q.4., however contradicts statement above which
claims that the family have learnt to budget – perhaps an aspiration or work in progress rather than an achievement.
“…she’s got two friends from (the Triple P parenting course, which is really key. So she needs a life outside of the family
home.” Triangulates positively with Q.5.
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“I think in some, you know that there are choices, she chooses to sit and watch Scooby Doo instead of do any
housework, so that’s a choice that she makes, however she is struggling financially and I think maybe if she did have a
little bit more money she would be able to do more things with the children that she does aspire to do, so I think a lot of
it is down to the financial side, however she does smoke.” Triangulates positively with Q.3. and goes some way to
explaining why Mum feels she has less choice, because of increasing financial constraints.
“Um, people didn’t realise that actually she was a little bit embarrassed about her house and didn’t really know where to
start, and I think now she’s kind of overcome that and it’s starting to look slightly better.” Whilst offering a possible
explanation for the previous resistance to visits, this statement correlated positively with Q.8.
Key Success Measure 2: Achieve outcomes from Whole Family Action Plan (WFAP)
Outcome 2.1 Profile of delivered and undelivered outcomes at end of pilot
Data generated from: Analysis
Whole Family Action Plan Six goals set by the family at the outset of the project, with six impressionistic, self-assessed steps for each:
(WFAP) 1. Improve conditions of house (reached step 2: ‘steady progress’)
2. Improve family’s diet (reached step 1: ‘underway’)
3. Get children 3 and 4 off Child Protection Plan (reached step 1: ‘underway’)
4. Collect late Grandmother’s belongings from nursing home (target removed in July – see below)
5. Organise debts (reached step 2: ‘steady progress’)
6. Complete Triple P parenting programme (reached step 6: ‘time to celebrate’)
One of the above goals has been fully realised, a further 2 partially and the remaining 2 have not made significant progress
since the project commenced.
Final Case Study “They have organised a skip and made huge progress de-cluttering and cleaning the kitchen and lounge. New carpets
have been laid at the family’s own expense and the family have been motivated by the promise of a new bathroom and
kitchen under the Decent Homes initiative.” Triangulates positively with goal 1 above, though possibly implies greater
progress than WFAP.
“Mum has lost a significant amount of weight .”Implies an improvement in diet suggesting some progress on goal 2
above.
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“The whole family has been complying with the Child Protection Plan” Although not implying removal of children from
plan, this triangulates positively with 3 above.
“One of the main benefits has been the family learning to budget … The family’s debts mounted, their Housing Benefit
stopped and the Project is now working with Sedgemoor Citizen’s Advice Bureau and looking into Bankruptcy.” This
paints a mixed picture, reflecting some progress (triangulating with 5 above) whilst in other respects the issue has
become more serious.
“Mum has recently completed the Triple P Parenting Programme.” Triangulates positively with goal 6 above
Interview with Family Coach “…she was a little bit embarrassed about her house and didn’t really know where to start, and I think now she’s kind of
overcome that and it’s starting to look slightly better.” Triangulates positively with goal 1 above,
“…improve the family’s diet, she wants to do that herself, um, really wanted to do it and help child 3 lose weight, but in
actual fact she’s not really made too much progress towards that and does seem to have a number of excuses why it’s
not happened, mainly the financial side of it.” Triangulates positively with goal 2 implying less progress than case
study.
“…the girls are off the Child Protection,” Implies full achievement of goal 3 and appears to contradict WFAP and case
study – perhaps an issue with transcription from the interview.
“I think it was very sad about the grandmother’s belongings, um, she died in December, um, and it was maybe June by
the time we got there to pick her up, the belongings up and they’d disposed of them, so that was very sad, in hindsight, if
I’d gone up there in March they might have still been there, so I kind of feel a bit responsible for that.” This explains the
removal of goal 4 – actioned but unfortunately not achieved.
“…the debts, we’re progressing well. We’ve done as much as we can with that now, and we’re now waiting for CAB.”
Triangulates positively with goal 2 and case study data.
“... she actually completed the (Triple P) course, and I mean and I think that was massive for her.” Triangulates positively
with goal 6 above
Outcome 2.2: Key Journey Steps to achievement of outcomes
Data generated from: Analysis
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Journey Mapping Tool Four journey steps related to achieving the above outcomes are recorded in the JMT:
Social Worker applied for a grant for a new bed and wardrobe for Child 1 to the Westfield Charity (April 2011, related to
goal 1)
Child Protection case conference (May 2011, related to goal 3)
Core group meeting at King Alfred School. Attendance from Social Worker, Child 3's Teacher, Child 4's Head teacher
Family Advocate & Attendance Officer (June 2011, related to goal 3)
Mum telephoned DWP and requested that she was sent a form to complete for Disability Living Allowance (June 2011,
related to goal 5)
Appointment with CAB to discuss debt. Further appointment needed (June 2011, related to goal 5)
Results of Debt Management investigation provided. (August 2011, related to goal 5)
Mum attends Triple P parenting Course (May 2011, related to goal 6)
Interview with Family Coach “…the social worker said, ‘I’ll apply to this fund and we’ll get her a bed’, um, never heard a dicky bird about it, so, and
when we followed it up, he’s like ‘I’ve not heard yet’, you know it’s not important to him, but to this kid she’s now
sharing a bed with her sister, you know, it’s blatantly not acceptable, so things like the follow ups are not known, the
family’s not being kept updated.” Issues around keeping the family informed in relation to the action recorded in the
JMT – goal 1.
“I then supported her through the first child protection conference… I really don’t know that there was a need for each
of those people to be there, and mum, well she was very intimidated, um, she refused to go in first of all, so I, I took her
in and sat next to her, and I just felt they were, it felt, for me, like they were really, um, they weren’t giving her any
positive praise.” Illustrates the intimidation felt by parent attending case conference with a strong motivation to have
her children removed from CP Plan – goal 3.
“Yes, um, she didn’t realise I don’t think quite how many, how much debt she had. We’ve managed together all the
paperwork together, which took a fair while and (FA) took it away with her and worked with Kate at the CAB and they’ve
managed to work through and she does have enormous debts. And, the other issue is DWP keep giving them crisis loans
and then pulling it back out their money, and that’s not taken into account in the budgeting with the Debt Relief Order,
um, and there’s big council tax arrears.” Suggests the immense complexity of the situation in relation to goal 5,
together with the significant efforts made by the project to move forward on this issue.
“Anyway I knew of a (Triple P) course running and I knew that one of the girls had dropped out and so I got (Mum) on it a
week before it was going to start, so she didn’t have time to think about it, or worry about it. ‘(Mum) this is where we’re
going next Tuesday’. So I met her outside and we went for a coffee first, and she said, ‘I don’t think I’m going to go’,
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Weare, well we’ll just got to this one and see how it goes’.” Illustrates the significant time and support invested by the
FC to enable Mum to make a start on achieving this outcome (6).
Key Success Measure 3: Improve family’s experience
Outcome 3.1: Achievement by families / Exit strategy with families
Data generated from: Analysis
Interview with Family Coach “…she went to every single one (Triple P session]… and completed the course. … I think that was massive for her, she had
never completed anything… “
“she’s lost a lot of weight, she’s improving her diet...”
“…she’s got two friends from (the Triple P parenting) course, which is really key. She needs a life outside of the family
home.”
“…she’s got it [school attendance] up from 42% to 72%.”
Interview with Mum “[After Triple P Course] I’ve calmed down… I found that I could listen more… I made friends with one of the mums.”
Outcome 3.2: Achievement with families / Exit strategy with Family Advocate and Family Coaches
Data generated from: Analysis
Interview with Family Coach “… I then supported her through the first Child Protection Conference and … arranged the Social Worker visits when I
would be there…. [the Social Worker] incidentally did an unannounced check yesterday and she did let him in
unattended…. which is like a massive breakthrough.”
“I never judged her at all…. Talked about things being small changes instead of massive steps... and we worked from the
small changes up”
“When I first started working with [her] she was having lots of letters and issues because her grandmother recently died
and they were trying to take the rent arrears from her and the council tax arrears on her grandmother’s property, so I
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[FC] spent a lot of time with [the mum] understanding all this and the [FA] managed to sort it all…”
Interview with Mum “It’s not friends is it, but it’s somebody to talk to that’s not a professional… you can sit down, you can relax and you can
have a giggle.” [
“If it wasn’t for them I wouldn’t have got as far as I’ve gotten now, probably would have got a lot worse to be honest… I
could have lost the children, I could have, you know, lost the house…”
“It’s boosting my confidence… “
Summary: There is evidence that, through the support of the Family Coach and the Family Advocate, the mother has shown a determined commitment to
the Triple P Course and the benefits for her have been impressive; she has had her confidence boosted, has made much needed friends and appears more
able to progress on the challenges that she faces.
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A.4.2. Family 2
Data used:
Final Case Study (dated 30.8.11)
Journey Mapping Tool May ‘09-Aug ’11 (dated 25.8.11)
Interview with Family Coach (3.8.11)
Agency benchmark costs spreadsheet (dated 16.8.11)
Interview with mum (7.9.11)
Family Action Plan August (dated 30.8.11)
Key Success Measure 1: More Efficient Services
Outcome 1.1 Nature and extent of agencies involved / interventions - at regular points during pilot
Data generated from: Analysis
Journey Mapping Tool Family 2 only joined the project at the beginning of July 2011. Therefore to compare like with like, we have compared contacts in
July-August 2010 with the intervention period
July-August 2010: 1 intervention from 1 agency (police) which was viewed as very negative by the family.
Pilot period: 3 interventions from 3 agencies (Right Steps, Mind, CAB). In terms of customer experience, 2 of these
interventions were viewed as positive, 1 negative (but this was a decision by the family to stop an intervention as the
mother felt she was involved with too many agencies).
There was no overlap between the agencies involved in each period.
Final Case Study ‘Community Health Right Steps ended their involvement with Mum as they had been keeping in contact with her until
her other problems had been dealt with and she was able to concentrate on treating her social anxiety. This was not a
long term arrangement and Mum will now have to be re-assessed in the future to access support.’ This triangulates
with the item in the JMP, but implies that the agency made the decision rather than mum. It suggests Mind replaced
Right Steps as the main agency for supporting mum’s mental health, and that this was viewed as positive.
‘A Citizen’s Advice Pack has been completed and she awaits an appointment for budgeting and debt advice.’
Triangulates with CAB intervention from JMT.
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‘She has an appointment with a Housing Advisor booked for September.’ Although the appointment falls outside the
period of the pilot, the initial contact has been made during the pilot and is not mentioned in the JMT. This appears
positive as the family has experienced considerable difficulty with housing.
‘The Project referred Mum to Advocacy in Somerset and she now works with an Advocate available on a long term basis
to help Mum with her housing, debt, mental health and personal issues.’ This refers to a different advocacy than the
family advocate provided by the project. Advocacy in Somerset deals specifically with mental health issues so links to
the MIND intervention above. It therefore constitutes an intervention not mentioned in the JMT but linked.
‘The children have joined Dream Scheme and are in touch with Somerset Carers.’ This intervention is not mentioned in
the JMT – it appears positive.
‘The family have two Family Coaches, one to support Mum and another to spend time with the children.’ This refers to
project intervention, albeit falling outside the period of the pilot.
Interview with Family Coach “…[Family Advocate] found out about a group that, that MIND are running and it’s every Monday for two or three hours
in the afternoon which she’s going to, and it’s, you know about, anxieties and, and you know everything that she feels
she has, and it’s for ten weeks.“ This triangulates with the data from case study and JMT – a positive intervention by
the project Family Advocate, which mum has taken up and benefited from. This then led to ending the relationship
with Right Steps – either at mum’s initiative or the agency’s, thus replacing a general relationship with a more
practical and direct engagement.
“…something else that [the Advocate] suggested, was to do the positive parenting programme, which I think will be
starting this month… “there’s going to be a Parent Family Support Adviser… [Advocate] has already spoken to the
parenting worker to say, you know, she [mum] probably could do with someone to talk to when she’s in school and that
person would be there for the child and for mum.” These two planned interventions in parenting are not mentioned in
JMT or Family Case Study. However, it does compare positively with an entry in JMT during July ’10 reporting that
child 1’s behaviour began to decline, with no support available. Additional support has been initiated by the project
for a particular issue faced by the family, which – if taken up – will occur beyond the project period.
“I would take them out into the garden so that’s just how it seemed to go, um, so I got to know the children and then,
you know they would chat to me, and so [Family Advocate] could concentrate on mum and, and her sort of issues and
things. “ This reports on the practical way in which the family coach and advocate worked with this family and
triangulates with data from family coach study about the later recruitment of an additional coach to work with Mum.
“… because I work with them all in my job, um, I think it just made it easier for me, in a way, because of knowing about
the different agencies and what their role is.” Refers to the expertise of the family coach in helping the family to access
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the most appropriate agencies rather than being confused by the variety available.
“I know that was the best way to do it, on the phone, because she wouldn’t have gone to the, she wouldn’t have gone to
the building.” This refers to the role of the family advocate in contacting agencies on behalf of the family,
compensating for the lack of confidence in accessing services.
Interview with Mum “Maggie’s been coming out with the kids and sort of doing art stuff with them and getting to know them, sort of
cheering them up a bit, knowing that people are around to care... Maggie brought round all the art stuff… they took ‘em
out the other day, down the beach.” This refers to the role of the family coach in working with the children and
triangulates with data from the case study.
“… knowing that I can get help and advice, like with my debts and that, and things like, an advocate… I’m going to the
Citizen’s advice Bureau at the end of the month…” This triangulates with all the above data sources in relation to the
appointment with CAB and the role of the family advocate in supporting mum to begin to take some control over her
finances.
“I’ve made a couple of friends, but it’s not through here, it was through the well-being course that I’m doing… my CBT
worker put me on… we’re talking about all meeting up. ” We assume this refers to the MIND mental health course-
which mum attributes to the cognitive behaviour therapist (at Right Steps?) rather than the family advocate. It
reinforces the positive messages about this course, which appears to be creating social capital as part of the process
of addressing mental health needs.
“I didn’t know there were so many groups and organisations about, you know, I didn’t know there was anyone that could
help me.” This suggests that the project has helped mum to access support which is targeted at her needs, rather than
feeling overwhelmed by the range of agencies available.
“…the advocate is to help you with the debts and paperwork side is it? And the other is with the more personal side…
someone can fill in the forms for me. And, like make the phone calls because I’m awful when it comes to, um, yeah
filling in forms and people explaining things to me… So it’s good to know that someone can stand up for you, and try and
sort your problem out, are rooting for you.” This suggests a degree of understanding – after only two months in the
project – of the distinctive roles of family advocate and coach. The project has in this case been able to communicate
these roles clearly. It also demonstrates the powerful nature of the advocate’s role in helping to broker the family’s
access to services.
Summary: although the overall number of agencies involved with family G has increased substantially over the two months the family has been involved in
the project, by comparison with the same two-month period in 2010 (from one to three – potentially up to nine including all those mentioned by Family
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Coach and final case study), the support is now more targeted towards the various specific needs, and appears to be more practical and substantive. The
JMT refers to mum’s feelings of reassurance that long-term help has now been secured, which is likely to lead to more effective interventions from the
agencies involved.
Outcome 1.2: Cost Savings
Data generated from: Analysis
Agency benchmark costs Family 2 have not been included in the pivot table or pivot graph, as there is insufficient cost data upon which to base such
spreadsheet calculations
Comparing agency costs for July 2011 (the only month family G were involved in the pilot for which there is cost data) with the
equivalent month in 2010:
July 2010 129.30 July 2011 57.30
These figures would suggest that some saving has been made, however the data are incomplete. The July 2010 costs are medical
(not mentioned in the JMT) whilst the police investigation costs for July 2010 in the JMT (which would have been substantial) are
not included. The CAB cost mentioned in the JMT for July 2011 has been included, but not the cost of the MIND mental health
support group (this may be included in August data still awaited), let alone all the other current and potential interventions
mentioned by the Family Coach and case study.
Summary: owing to Family 2’s late joining of the programme, there are insufficient data to substantiate any claims for cost savings in the short term.
Outcome 1.3: Non-cash benefits relating to professional roles
Data generated from: Analysis
Interview with Family Coach “…there needs to be more specific people for… specific enquiries because the parents that are phoning up are so lacking
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in confidence that the slightest little thing and they’ll just give up… it’s to do with finding other ways of making it easier
for them.”
“…mum needs to have someone consistent, even if it’s not to talk about her feelings and even if it’s just to go to ASDA
together.”
Summary: The family coach appears to be articulating the difficulties of isolation and communication experienced by the mother, and the way in
which the project has addressed these. Although she now feels more confident in dealing with professional agencies (see below) there are concerns
that she will have difficulty in coping with these without additional support and /or a greater customer responsiveness and understanding on the
part of the agencies themselves.
Outcome 1.4: Non-cash benefits relating to family
Data generated from: Analysis
Family Well-being Tool Overall improvements between July and August 2011 – but how far is this a Hawthorne effect from having some
(FWT) attention, and therefore how sustainable ?
Biggest improvement is in choice – correlates with addressing debt and social confidence issues
Significant improvements in family relationships – possibly correlates with support for children
Final Case Study Citizen’s Advice Pack completed – correlates with mother’s interview
Concerns about social anxiety – correlate with mother’s interview and other sections below
Mental health course – correlates with mother’s interview
Referral to Advocacy in Somerset – not highlighted directly in interviews
Support for children – correlated in family coach interview
Interview with Family Coach “…she was having problems… to sort out tax credit and benefits and things… quite practical stuff really.”
“
Interview with Mum “I didn’t know there were so many groups and organisations about, you know, I didn’t know there was anyone that could
help me.”
“It’s cheered me up, it made me feel a bit more positive. You know, knowing that there is help out there. There are
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people out there that do care. Whereas before I thought I was totally on my own… it’s like, made me more, think
positive… I’ve got a different outlook.”
“…I’m more confident. …I’m going to the Citizen’s Advice Bureau at the end of the month and say, to find out some bits
and pieces…”
I’m doing a course… It’s just like a wellbeing course, you know, but it’s my choice…
“…I’m feeling more stable now… the rent’s been paid, and I’m managing just right…”
“I think the project has brought me hope. And inspiration, sort of hope, someat (sic) to like focus on.”
Summary: Although the family had only been in the project for a short time, the evidence points to the importance of practical help, information
and support in building confidence, giving stability and focus. Support with debt, mental health issues, and for the children appears to have been
most effective. A longer term perspective (see section 3 below) would be needed to determine whether this impact is sustained in the face of the
overall difficulties being experienced by the family.
Key Success Measure 2: Achieve outcomes from Whole Family Action Plan (WFAP)
Outcome 2.1 Profile of delivered and undelivered outcomes at end of pilot
Data generated from: Analysis
Whole Family Action Plan Five goals set by the family when they joined the programme in July, reviewed after 2 months:
(WFAP) 1. Confidence for Mum (reached stage 3 – ‘real progress’)
2. Make friends for child 2 (stage 1 – ‘underway’)
3. Move house (stage 2 – ‘steady progress’)
4. (Child 2) to see Dad more (stage 1 – ‘underway’)
5. Organise debts (stage 1 – ‘underway’)
Although none of the goals is more than ‘half way’ to being achieved, some progress has been made on 3 of the 5 in the
comparatively short time the family has been in the project
Final Case Study ‘The family are desperate to move but are paying rent arrears and have other debts... (Mum) has an appointment with a
Housing Advisor booked for September.’ Suggests that achievement of goal 3 may be contingent on goal 5. Does not
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really triangulate the self-assessment that ‘steady progress’ is being made towards goal 3.
‘The children’s grandmother recently paid off Mum’s huge debts including a £4,000 loan taken out in her and her ex-
partner’s name. Mum pays her mother £40-£50 a month in recompense. A Citizen’s Advice Pack has been completed and
she awaits an appointment for budgeting and debt advice.’ Suggests that more progress is being made towards goal 5
than indicated by WFAP.
‘Right Steps enrolled Mum on an 8 week mental health course with Mind which she is currently attending and enjoying.’
Triangulates positively with self-assessment of goal 1 in WFAP.
Interview with Family Coach ‘Mum getting the confidence to, to do things and the to have quite a few, strangers into her house, that, I think that that
has really helped her along, you know, really well.’ Triangulates positively with self-assessment of goal 1 in WFAP.
‘when we talked to the children individually, they actually felt that they had enough friends, it was mum that was saying
she wanted them to have more friends.’Suggests either that goal 2 was unnecessary, or that it has been achieved to a
much greater extent than suggested by WFAP.
‘she’s in a house that she was living, she had a partner and it was half mortgage, half rent, and they all want to move out
of there and she didn’t really know how to move on from that’ Triangulates positively with final case study data
around goal 3 – i.e. that ‘steady progress’ might be optimistic in WFAP
Interview with mum ‘Yeah, I’m more confident.’ Triangulates positively with all other data sources re goal 1
‘Well he’s made a friend, it wasn’t through this, it was through school’ Triangulates with FC in that goal 2 was either
unnecessary, or that it has been achieved
‘Um, moving house I can’t do’ Triangulates positively with final case study data and FC interview, but not WFAP re goal
3.
‘(Child 2) needs to see his dad more, that won’t happen. ‘ Triangulates positively with lack of progress against goal 4 in
WFAP
‘organising debts, I am, I am doing some of that myself, but there is one debt I need sorting with help. They keep
hassling … FC and FA are helping to deal with it at the moment.’ Triangulates positively with case study that more
progress is being made towards goal 5 than indicated by WFAP.
Summary: Although there appear to be some discrepancies between the four sources of data examined in relation to achievement of family goals, there is
strong triangulation that mum’s confidence has increased; that child 2 has made friends (though this may have already been achieved and was not a direct
result of the project); that good progress has been made towards organising debts but that the prospects of moving house or child 2 seeing his Dad more
are currently remote. Nevertheless, this represents remarkable progress within a two-month period.
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Outcome 2.2: Key Journey Steps to achievement of outcomes
Data generated from: Analysis
Journey Mapping Tool The data is relatively limited since the family were only involved in the Project from July. Only 2 journey steps related to the
achievement of outcomes are recorded in the JMT.
“Mum starts 8 week mental health course” – Triangulates positively with Goal 1
“Debt pack completed” – Triangulates positively with Goal 5
Key Success Measure 3: Improve family’s experience
Outcome 3.1: Achievement by families / Exit strategy with families
Data generated from: Analysis
Interview with Family Coach “I suggested that she kept, that she had a book, not a diary, just a book, to write down… how she felt each day… a couple
of weeks after that… she was quite surprised that there were more highs than lows.”
“…there are quite a few things that mum is doing, but..she seems quite up for it … it’s just whether she can… carry it all
the way through.”
Interview with Mum “Well if you put your mind to it you can do more can’t you. Like I’m doing a course… It’s just like a wellbeing course, you
know, but it’s my choice…
“I’ve made a couple of friends through, um, the wellbeing course that I’m doing… it’s a nice bunch, and, um, I’ve got ‘em
on Facebook now... And um, we’re talking about all meeting up. It’s for men and women. We’re all getting on really well
and we’re all going to meet up once we finish this. ”
Outcome 3.2: Achievement with families / Exit strategy with Family Advocate and Family Coaches
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Data generated from: Analysis
Interview with Family Coach “Mum has got lots of personal issues that she is sort of passing on to her children and, and that’s something that’s got to
stop… [FA] found out about a group that MIND are running… which she’s going to… she’s actually going on her own”
“…she was actually going to be meeting some relatives and going to a family party and, er, it was sort of, just suggesting
to her that she could talk to… an Aunt and Uncle… when she was a child she always felt like she wanted to be able to talk
to them but couldn’t, and [FC suggested] to try and do that, which she didand she’s going to have more contact with
them.”
“…she was getting some things done, but I think we’ve just helped her along a little bit more really.”
Interview with Mum “I think it’s a really good project but it would be a shame… if it finishes… it’s helped me I’m feeling better. It’s just a
shame that I couldn’t have it for longer. It’s helped me in the last two months… I think I’d be, give it another six months
I’d probably be, I’d be totally different. ”
“…I could do with longer… That’s what scares me because I probably won’t, go back down. That’s what worries me, you
see, because if they’re finishing then there’s no one to help is there?”
Summary: There does seem to be evidence that a few practical strategies are increasing the mother’s personal confidence and ability to deal with other
people. She has evidently been willing to follow up on suggestions made by the family advocate and coach. However, given the short time that the family
has been involved in the project there is no clear indication of a sustainable exit plan, while both the mother and the coach express concerns about future
support.
A.4.3. Family 3
Data used:
Final Case Study
Journey Mapping Tool May ‘09-Aug ’11
Interview with Family Coach 13.9.11
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Agency contact spreadsheet 9.9.11
Interview with mum 13.9.11
Family Action Plan August 30.8.11
Key Success Measure 1: More Efficient Services
Outcome 1.1 Nature and extent of agencies involved / interventions - at regular points during pilot
Data generated from: Analysis
Journey Mapping Tool Comparing the pilot period with the equivalent period in 2010:
Mar-Aug 2010 - 13 interventions from 5 agencies (police, social services, GP/Med Ctr, Housing Association, Turning
Point). In terms of customer experiences, 9 of these interventions were viewed as negative and 4 as positive.
Pilot period – 10 interventions from 5 agencies. In terms of customer experiences, 6 of these interventions were viewed
as negative and 4 as positive.
Overlap - The agencies are exactly the same as per the comparable period except that the Magistrates Court were
involved instead of social services.
Final Case Study “The family have been regularly involved in neighbourhood disputes. This conflict has resulted in regular reports to the
police, Children’s Social Care and RSPCA. Consequently during the Project one altercation resulted in criminal charges
being brought against the mother… Soon after the father was released from prison he was also involved in a dispute
with the neighbours, arrested and bailed to another area. Currently there is an injunction in place prohibiting the father
from entering the neighbourhood … After the mother’s arrest, Homes in Sedgemoor served a Notice Seeking Possession
with eviction action being sought anytime within 12 months. The Anti-Social Behaviour department of the police served
an ASBO warning letter to the mother due to pressure from residents …The mother decided to start an alcohol detox
programme with Turning Point in an effort to benefit her health, children and relations with the neighbours. Successful
for a few months, the pressure of recent events and constant fear of her and the children leaving the house, led to her
relapse.” - This evidence from the case study would suggest that the family’s circumstances during the pilot period
have not improved. The evidence of interventions triangulates with the JMT in terms of the regular involvement of the
police and HA as well as social care and Turning Point.
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“The family has registered with Homechoice in North Somerset and has supporting letters from the Project, Homes in
Sedgemoor and the police … Homes in Sedgemoor has been working with the Project to help the family re-locate to
Weston-super-Mare. In doing so they have not acted upon the notice to help the family’s housing applications and bids”
– This evidence which triangulates with the JMP data shows the Project has helped towards resolving one of the key
issues for the family – housing. This was also one of the Action goals.
“Child 2 has been deeply affected by ongoing events with residents and her parents. Mum has enrolled on the next
Triple P Parenting Programme and a second Family Coach is available to her” – This evidence does not appear on the
JMT but addresses one of the Action goals and may have a positive effect on the whole family.
Interview with Family Coach “In terms of the role of the coach, I would say that housing and the police in terms of coming together and wanting to
talk through some alternatives I think is quite a significant step. .. In the six months of the pilot she’s been extremely
more satisfied that the agencies do understand her better, and the key ones at the moment obviously being the turning
point, the police and, and housing, who we’ve arranged for her to have some more open dialogue with .. she didn’t have
a particularly open relationship with the police or with housing, and I think that’s certainly improved for her.” – This
triangulates with the case study. The FC seems to have improved relationships and communications with two of the
most common intervention agencies (police and housing). The JMT only refers to the negative interventions from this
agency.
“She’s pulled together Housing and the Police to go and meet at Sanders’ Garden Centre to have a open and frank
discussion about what options [mum’s] now got in terms of getting out of that close, sooner rather than later. (FA) has
been a source of getting information that (Mum) herself probably feels that she couldn’t access, or was confused about
how to get hold of. I think certainly (FA) has been quite instrumental really in helping that network to work.” – This
triangulates with the case study. The FA also seems to have played an instrumental role in improving relationships
and communications between the agencies and the family. The JMT only refers to the negative interventions from the
police.
“She’s committed to do the Triple P course” - This triangulates with the case study. The Project appears to have played
an active role in organising for the mum to go on the parenting course. This was one of the Action goals. The JMT
does not refer to this.
“(Mum’s) challenge to, to develop herself as a parent, has actually started with the point of actually dealing with her
own problems around the alcoholism and the drug abuse, and that was particularly shown with her going and taking
that big step to going on detox, and acknowledge her problem. She hasn’t fully come through that and unfortunately
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just recently she’s kind of defaulting a little bit on that” - This triangulates with the case study evidence of a relapse
and suggests that despite the Project’s support, the mum has not been able to sustain her sobriety and involvement in
Turning Point. The JMT mentions one attendance at Turning Point in June.
Interview with Mum They’ve assisted me with a lot of matters to be honest but a lot of things are still ongoing at the moment. I mean I’ve
had a lot of housing issues. He’s [FC] liaising with Housing to try and sort something out with me moving. I just asked
Gary to liaise on my behalf because, you know, they just obviously weren’t returning my phone calls, and then she come
out the other day … I’ve got meetings this week “ – This triangulates with evidence from the case study and interview
with mum which shows how the Project has proactively helped to resolve the key issue of housing. The JMT does not
mention these positive actions.
“ I’ve also got a course starting in a couple of weeks for parenting …The parenting course, hopefully will be of assistance”
– This triangulates with evidence from the case study and FC and although the programme has not yet started, it
suggests a potential improvement that appears to have been initiated by the Project staff. It is not mentioned in the
JMT. It is also one of the Action goals.
“I’m more friendly with me copper, is that a good thing. they phone me up now, instead of coming round and arresting
me.” – This triangulates with evidence from the FC which suggests improved relationships with the police who were
the most common intervention agency with the family during both the pilot period and the comparable period and
were deemed by the family to be a negative experience from the JMT data .
Summary: The overall number of agencies involved with family 3 has remained the same both in terms of their nature and their extent and were overall
negative in nature largely due to police intervention, which included the mother’s arrest for criminal behaviour. However, the witness evidence from both
the coach and the mum suggests that progress has been made in terms of resolving one of the key issues – housing – which appears to have been a main
trigger for most of the interventions involving the police (complaints from neighbours).
Outcome 1.2: Cost Savings
Data generated from: Analysis
Agency benchmark costs Comparing agency costs for the 6 months of the pilot with the equivalent period in 2010 suggests a small but significant
spreadsheet increase in costs:
March 10 477.61 March 11 1771.97
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April 10 475.51 April 11 781.29
May 10 543.58 May 11 2211.29
June 10 1920.57 Jun 11 1727.82
July 10 1990.39 July 11 1599.3
August 10 636.18 August 11 150
Total 6,043.84 Total 8,241.67
The above figures would suggest that agency costs during the pilot period have been £2,197.83 higher than in the same period in
2010. Even just the policing costs of incidents involving family 3 have been £600 higher during the pilot period than in the
equivalent 6 months in 2010.
Family case study “The family have been regularly involved in neighbourhood disputes. This conflict has resulted in regular reports to the police,
Children’s Social Care and RSPCA. Consequently during the Project one altercation resulted in criminal charges being brought
against the mother… Soon after the father was released from prison he was also involved in a dispute with the neighbours,
arrested and bailed to another area. Currently there is an injunction in place prohibiting the father from entering the
neighbourhood … After the mother’s arrest, Homes in Sedgemoor served a Notice Seeking Possession with eviction action
being sought anytime within 12 months. The Anti-Social Behaviour department of the police served an ASBO warning letter to
the mother due to pressure from residents.” These data triangulate positively with the cost data above, suggesting that a
series of factors have combined to escalate agency involvement and hence cost during the pilot.
Journey Mapping Tool 3 police interventions are listed in June/July, followed by a Magistrate’s court hearing in August. This triangulates with the
case study summary above.
Interview with Family Coach ‘… we’re here to help you help yourselves, has had an effect on the number of, um, contacts they’ve had with their agencies.
Or the previous agencies, or in other words, there may be less contact with the police there may be less contact with, um,
housing, um, so there definitely is a trend there in terms of less contacts and less cost.’ These comments from FC paint a more
optimistic picture of cost avoidance than is suggested by agency contact and case study data above.
Interview with Mum ‘I just asked [FC] to liaise [with housing]on my behalf because, you know, they just obviously weren’t returning my phone calls,
but … then she come out the other day, and I couldn’t get rid of her. Like I said, she was here for two hours.
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‘I’m more friendly with me copper…. She comes round and sits here, me local beat officer… she phones me up now, it’s quite
good actually, because I was wanted the other day by the police, just for minor, I didn’t go to court when I should have… and
they phone me up now, instead of coming round and arresting me.
‘Yeah, well yeah it’s better to be mates with the coppers, you don’t want them coming to nick you do you, you know, and
obviously the housing, yeah, it’s better to get along with them because they’re giving me, you know information I need so I
know what’s going on, you know I’m not just going to get a letter that I got to go to court one day, you know. ‘ These
comments imply that a more positive approach to agencies may lead to reduced transactional costs in the longer term
Summary: It would appear that, despite the intervention of the project, Family 3 are continuing to incur significant costs for agencies involved; particularly
the police. The FC points towards the possibility of reducing contact with some agencies over the longer term, but these projected savings have yet to be
realised. However there is some evidence in a shift from crisis management (incidents) towards interventions, which may lead to savings in the longer term.
Outcome 1.3: Non-cash benefits relating to professional roles
Data generated from: Analysis
Interview with Family Coach “… we’re trying to liaise across a border, with another authority… they’re very good at following their own protocols and
their own guidance criteria but less so in terms of wanting to think… this is a unique situation here and we need to do
something different and more quickly.”
Illustrates the complexities of working with agencies. The FC role can identify where agencies need to ‘do different
things ‘ to meet the needs of these families.
“…it’s helped me [FC] to actually try and come about it in a different way, for agencies to understand the, the
conundrum, in a different way… not to over-complicate it, you know to keep it simple for the family actually is a benefit,
as opposed to trying to layer everything in one big package, which… becomes a bit overbearing for the family…”
The FC can support the agencies to engage effectively with the families, by keeping things simple and focussed.
“sometimes I think we [agencies] can feel that we’re not achieving enough ourselves and, and therefore will be kind of
scored low by our own organisations because we’re not delivering to the level… sometimes it’s actually saying, you know
small and simple is actually OK.”
Indicates that frontline professionals can feel unsupported by their Managers to enable them to work effectively with
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these families.
“…I think they [agencies] have been totally frustrated by the over-complexity really of the way in which they’re asked to
work… one thing that I’ve recognised… has been the real frustration that many have shared around the time they
actually get with the families or family members, depending on their remit.”
Frontline professionals have indicated frustration at not being able to work more closely with their families, as can the
FC and FA.
“we’ve [the project] had exceptional engagement and support from, from all of the agencies… and come up trumps
really when we’ve asked.”
Indicates the project has a supportive relationship with the agencies.
“…there are some aspects [of professional practice] that, that definitely need to be bolstered further and there are some
other aspects that really are just floating around not really… focussed and they’re kind of almost a wasted resource.”
The project can identify where professional practice can be more cost-effective.
“… those agencies talking to each other, um, which I think has been helpful, I think certainly [FA] has been quite
instrumental really in helping that network to work… what [FA] has been able to do is pull out the, the important meaty
bits and share the correct… or helpful intelligence… She’s [FA] pulled the relevant people together to have… an
extraordinary discussion on how we might resolve present issues with those particular families.”
FA role has been key to effective networking between agencies.
“a number of agencies… acknowledged that the intelligence they’ve got on families has increased…”
FA role has improved the intelligence that agencies have to work with.
“…whether we’ve resolved the culture about them doing that [sharing intelligence]between each other… I guess
probably there’s still some way to go on that… I think… that culture is so strong… embedded… it’s going to take more
than a six month pilot to overcome that, it’s going to take some commitment from everybody… ”
“… I don’t think we’ve [the project] cracked the world but what I think we have done is got some significant insights in
that the simplicity of actually looking at people’s emotional well-being and investing some time in, in helping them to
actually improve that well-being is a significant factor in the families actually doing it for themselves… and decreasing the
level of dependency… It’s not something that I’ve recognised that most agencies [do]… it’s been more of, we have a
menu, we can recite the menu to you, please choose one… or it’s, you don’t fit our criteria, we can’t help you… less of a
‘let’s understand you, let’s see what it is that will help you to get yourself into a better place’… and that may not be
what’s on the menu.”
The project has highlighted how agencies need to change to support the needs of these families.
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“the neighbours phone Social Services and say I’m shouting at the children, but they [neighbours] moan my kids are
doing something wrong… so they [Social Worker] come out but they’re only here like two minutes… and they just go ‘Ah
well, you know we’ve got to come out, as a legal requirement… but you’re obviously quite capable of looking after your
kids…”
Suggests that Social Services intervention has been driven more by demands of local community/neighbours than the
family’s needs. Cost implications here.
“The professionals need to sort themselves out, I can’t, I can’t… I mean trying to get an appointment at the doctors it’s
just a mission nowadays…”
Project is able to demonstrate how agencies can be ‘hard-to-reach’ for these families.
“I don’t see [FA] that much… she’s only been out a couple of times when I’ve had a problem… I do liaise with her on the
phone… she only comes out when we’ve got major issues…”
Indicates that effective support from the FA does not have to be face-to-face with the mum.
“…she did appreciate the kind of…. constraints that some of these [front-line staff] work under, um, which I think is
great… she’s got… more confidence that [the agencies], they ase trying their best, even though they might not be able to
deliver… when people are trying to help her, she does appreciate it.”
Reinforces impact of project in developing confidence in other agencies
Interview with Mum “…I’m not stupid, I’m quite capable of doing things for myself, it’s nice to have the assistance of [FC and FA… I used to
[have help from], like Social Worker but I haven’t got that… they signed me off… they [Social Worker] used to assist with
matters and we had meetings and they used to liaise with housing and what have you… ” correlates with views that
changes in thresholds mean that services are unable to engage with practical support
“… half the time you know… I have trouble getting hold of my Housing Advisor… I’d left messages for four days and she’s
not got back to me… I’m quite capable of picking up the phone, whether they answer me is another matter… so I just
asked [FC] to liaise on my behalf because you know, they just obviously weren’t returning my phone calls… but then she
come out the other day and I couldn’t get rid of her, she was here for about two hours
Confirms other evidence that the project has facilitated more constructive engagement with agencies
Summary: This demonstrates the complexity of relationships between agencies and families, and between the agencies themselves. By focussing on the
family perspective and simple step by step approaches the project has identified ways in which agencies can engage more effectively with individual
families. The role of the Family advocate has been crucial in encouraging local networking and information exchange, and in facilitating family engagement
with services. The benefits of such approaches are recognised by front line staff, but they are often unclear as to how/whether the changes which these
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imply will be supported by local managers or their organisation as a whole. Other barriers can be threshold levels for certain services, and conflicting
local/community pressures. There is clear evidence of increased engagement between this family and specific services as a result of the project, although
this will need to be sustained through the various difficulties facing thefamily over the next few months.
Outcome 1.4: Non-cash benefits relating to family
Data generated from: Analysis
Family Well-being Tool The tool indicates some improvement in family relationships, marginal improvement in health and no overall change in levels of
(FWT) choice. There is particularly marked regression in overall quality of life, relationships with friends and smaller falls in hopes for
the future and use of time. These triangulate with the eviction/housing situation outlined in the Case Study , and the departure
of two local acquaintances described in the mother’s interview.
Measures of quality of life, choice and relationships with friends all fell back significantly between March and May. These
triangulate with the family coach interview describing the start of the detox programme
Final Case Study The main benefits appear to be:
involvement in the alcohol detox programme
work with housing associations towards relocation
involvement with parenting programme (Triple P)
Interview with Family Coach “…starting from where the families want to start and coaxing and supporting them will provide opportunities for them to
take on bigger things.”
“…regular contact has been particularly helpful… the reassurance that there are people there that care…”
“…main thing is to give her reassurance that, you know, there is something more out there for her. And that… we’re not
going to give up on her.”
“…we’re here with you as long as you want to commit to that action plan… building in a significant other that they could
have contact with if they felt a wobble coming on.”
“[FA] has been a source of getting information that [mum] herself probably feels that she couldn’t access, or was
confused about how to get hold of… to have that information from which to make decisions…”
““[the mum’s] challenge to develop herself as a parent has actually started with the point of actually dealing with her
own problems around alcoholism and the drug abuse… shown with her… taking the big step to going on detox. … she’s
[now] dealing with her own frustration [because] she’s kind of defaulted a little bit on that [ detox programme]…”
“…whilst she is struggling and she’s gone back to doing some of the drinking… she’s been very prepared to have that
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consistent, um relationship or visit from her coach.”
“…to be trusted to come in and help her do some work in the home… to smarten up some aspects of it…”
“…we got [the children] accessed into some activities during the summer.”
we’ve done a CV… she’s actually got some very good history in terms of her work. …we’ve been trying to encourage her to
do a course.”
Confirm the importance of non – judgmental support, reassurance, information and regular commitment in building up
trust and confidence, which has then enabled the team to intervene in more practical ways
Interview with Mum “…I’m not stupid, I’ve got quite a few skills. They have done me CV for me, I said I’m quite good actually, I’d give meself a
job… I can do a computer course…”
Illustrates how the project can support families to develop skills to work towards securing employment.
“…he [son] does a couple of after school clubs, but they all cost money, you know… [daughter] did go to Kilve, that was
an outdoor activity centre, she went in the summer holidays… but four days two hundred quid… I saved the money
throughout the year…”
Suggests a positive commitment to improved parenting, hindered by financial constraints.
“I’m more friendly with me copper… she comes round and sits here… she knows, she phones me up now, it’s quite good
actually… it’s better to be mates with coppers… it’s better to get along with them because they’re giving me, you know,
information I need, so I know what’s going on…”
A clear indication that the project can change positively the relationship that these families have with agencies.
“…there’s liaising with the council like… you can’t wave a magic wand and things happen like that, everything takes
time… and everybody’s just like, goes at a snail’s pace. …they’ve [FC/FA] helped with emotional support and liaising with
every Bill, Ben, Tom, Dick and Harry, that’s giving me grief…”
Demonstrates role of FC/FA in supporting family’s engagement with agencies.
Summary: The main benefits to the family have been the availability of regular support and reassurance, building up confidence and skills in dealing with
agencies and addressing issues. This has led to some improvements overall, but there has been some regression in the family’s sense of well being related
to specific external issues. Further support is likely to be needed to address these areas of vulnerability
Key Success Measure 2: Achieve outcomes from Whole Family Action Plan (WFAP)
Outcome 2.1 Profile of delivered and undelivered outcomes at end of pilot
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Data generated from: Analysis
Whole Family Action Plan Five goals set by the family:
(WFAP) 1. Move to Weston to be near Grandma and elder daughter
2. Get a job
3. Improve mum’s computer skills
4. Improve access to activities for child 2 and 3
5. Develop mum’s parenting skills
Three of the goals have made steady progress (1, 4, 5) and the rest have only got underway. None have made
significant progress.
Final Case Study “In an effort to move out of the house before being evicted the family has registered with Homechoice in North
Somerset and has supporting letters from the Project, Homes in Sedgemoor and the police. The family has also been
looking at private rentals and mutual exchanges. Homes in Sedgemoor has been working with the Project to help the
family re-locate to Weston-super-Mare. In doing so they have not acted upon the notice to help the family’s housing
applications and bids.” – This appears to triangulate positively with Goal 1 and is triangulated by the interviews with
the FC and mum which testify to the way the Project has moved this key issue forward.
“Child 2 has been deeply affected by ongoing events with residents and her parents. Mum has enrolled on the next
Triple P Parenting Programme and a second Family Coach is available to her.” – This appears to triangulate positively
with Goal 5. Although the family has not yet benefitted from this, the Project appears to have helped to set this goal
in motion.
Interview with Family Coach “What we’re doing at the moment there is trying to liaise with, across a border, with another authority, also with the
present housing authority in, in doing something different…. hopefully to kind of remove some of the blockage there” –
Triangulates positively with Goal 1 and verified by the interview with mum and the case study. It is likely that this is
what has helped Goal 1 to make ‘steady progress’
“To get a job for (Mum)… we’ve done a CV, a draft anyway” - Triangulates positively with Goal 2 and verified to some
extent by the interview with mum although she claims that lack of transport creates a barrier in making progress with
this goal.
“In terms of improving mum’s computer skills I think she’s better on the computer than she kind of leads us to believe,
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however we’ve been trying to encourage her to do a course … developing the use of software that will go in that
financial world” - Triangulates positively with Goal 3 although the interview with mum who claims that lack of
transport creates a barrier in making progress with this goal.
“Improving access and activities … we have done some of that and we got them accessed into some activities during the
summer … the daughter (name) went to Kilve for a week, and obviously her son got involved in a football programme.”
Triangulates positively with Goal 4 although the JMT shows this was arranged before the Project began in March.
“Developing Mum’s parenting skills, we’ve now got her on what’s called a Triple P course … we’ve been having
conversations around parenting skills” - Triangulates positively with Goal 5 and verified by the mum interview and case
study. It is likely that this is what has helped Goal 5 to make ‘steady progress’.
Interview with mum “Triple P. So you know that’ll help me with the kids” – Triangulates positively with Goal 5 and verified by the case study
and FC interview. Although the programme has not yet started it appears to be viewed as a prospective positive
intervention by the mum.
“Well get a job, a little bit of progress, because like I said I wrote me CV but it’s being typed up for me” – Triangulates
positively with Goal 2.
“The computer skills, obviously I’ve got to do that myself but I’ve not had a chance to get there and do it”- Triangulates
positively with Goal 3 and refers to issue of lack of transport to explain lack of progress (elsewhere in the interview the
mum refers to losing her licence and being banned from driving - confirmed in JMT in Jan 11).
Summary: Although the goals have not made any significant progress, the first Goal - moving house - has clearly moved forwards due to the Project’s
involvement in the family. It is not possible to clarify clearly the part the Project staff has played in helping to move forward Goal 2 but some progress has
been made towards Goal 5 which appears to have been initiated by the Project staff. The Project staff also appear to have given some practical assistance
towards helping to make some progress towards Goal 2 but progress for this goal and for Goal 4 appears to be hampered by childcare issues and lack of
transport (evident from the interview with mum).
Outcome 2.2: Key Journey Steps to achievement of outcomes
Data generated from: Analysis
Journey Mapping Tool ‘Detox programme interview’ (April 2011) ‘Detox programme’ (June 2011) Possible journey step towards goals 3 and 5
Final case study ‘…the family has registered with Homechoice in North Somerset and has supporting letters from the Project, Homes in
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Sedgemoor and the police. The family has also been looking at private rentals and mutual exchanges.’ This lists 3 key
journey steps towards goal 1, which appear to have been initiated by the family, with the support of project.
Interview with Family Coach ‘But in terms of dressing up some of the parts of the house and whatever, that, I thought that was particularly
significant.’ Not obviously related to a goal from WFAP, but seem to have made Mum feel better about housing
situation so potentially a key journey step towards achievement around goal 1.
‘What we’re doing at the moment there is trying to liaise with, across a border, with another authority, also with the
present housing authority in, in doing something different…. hopefully to kind of remove some of the blockage there.’
Another key journey step towards goal 1, this time initiated by FC/FA.
‘(FA’s) pulled together Housing and the Police to go and meet at Sanders’ Garden Centre to have a, quite an open and
frank discussion about what options (Mum’s) now got in terms of, you know, getting out of that close, sooner rather
than later.’ Another key journey step towards goal 1, this time brokered by FA.
“To get a job for (Mum)… we’ve done a CV, a draft anyway, and we’ve pulled together her life history, which was quite a
good premise for and (unclear) further discussions actually, because if you see it, she’s actually quite an articulate
woman” First journey step towards goal 2 including recognition of previous employment experience and expertise.
‘…getting a job has been a bit more restrictive and was made worse really when she, obviously used, lost the use of her
vehicle.’ A ‘backward step’ in the journey towards goal 2.
‘We’ve been trying to encourage her to do a course … developing the use of software that will go in that financial world’.
Not an actual journey step, but identification of first step towards goal 3 and another step towards goal 1
“Developing Mum’s parenting skills, we’ve now got her on what’s called a Triple P course … we’ve been having
conversations around parenting skills” Key journey step towards goal 5
And I think the detox… actually made a decision. I remember probably in about May time, she indicated that… she had
… recognised that … there were two options. One is she carried on and killed herself… by doing what she was doing…
or actually try to dig herself out of it for the benefit of her kids.’ Not a specific goal, but FC suggests that this would be
recognised as a priority in any future goal setting process
Interview with Mum ‘he came and you know, nearly spent all day, poor sod, you know he fixed the bed for me and he helped me do other
bits and bobs round the house and so.’ Triangulates with data from FC above, related to goal 1
‘I can’t get a job because there’s nowhere, you know it’s the bus’ Triangulates with data from FC above, backward step
in relation to goal 2
‘They have done me CV for me… I wrote me CV but it’s being typed up for me’ Triangulates with data from FC in
identifying journey step towards goal 2 – unclear who has taken the action
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‘I can do a computer course, but that’s another thing they have problems with transport issues’ Triangulates with data
from FC, identifying key barrier to taking first journey step towards goal 3
‘…she went in the summer holidays, you know, but four days, two hundred quid, so I tried to save the money that I get
off the government for that, you know.’ Identifies saving as a key journey step towards goal 4
‘I’m going on this parenting course in a few weeks’ Triangulates with data from FC – key journey step towards goal 5
Summary: Most of the key journey steps towards Family 3 achieving the outcomes identified in the WFAP centre around housing and transport. The FC and
FA have helped Mum take several steps towards moving to WSM, which should place her nearer to regular public transport and enable her to take the next
steps towards finding a job, together with helping children access out-of-school activities. The Journey Mapping Tool and the FC Interview both indicate the
importance of the detox programme in moving the family forward
Key Success Measure 3: Improve family’s experience
Outcome 3.1: Achievement by families / Exit strategy with families
Data generated from: Analysis
Interview with Family Coach “…she has been proactive in, in doing the necessary things… So, she’s doing everything that she particularly can.”
“…what those targets don’t do is represent the, the detail, the discussion behind and around what goes on… it doesn’t
necessarily show the kind of, um, activities and challenges and stepping stones that the families are making. …it was this
thing that the families could relate to very quickly… could see progress… although the [practical goals] have been small,
they [families] have actually done that for themselves…”
Interview with Mum “…I’ve had a few problems with my eldest… daughter. …and the parenting course, hopefully will be of assistance..you
know that’ll help me with the kids.”
The project has helped mum to acknowledge the help she needs and supports her in accessing the help she needs..
“… at the moment everything’s just up in the air, so nothing’s, you know, been achieved as yet, but it’s working
towards... I keep telling them to wave a magic wand but obviously they ain’t got one ”
Indication that mum , although wanting things to happen, acknowledges that she needs to be patient.
“… half the time you know… I have trouble getting hold of my housing advisor… I’d left messages for four days and she’s
not got back to me… I’m quite capable of picking up the phone, whether they answer me is another matter… so I just
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asked [FC] to liaise on my behalf because you know, they just obviously weren’t returning my phone calls… but then she
come out the other day and I couldn’t get rid of her, she was here for about two hours.”
Illuminates mum being proactive to seek support from her FC to enable her to gain access to ‘hard-to-reach’ services.
I can’t get a job because… you know it’ the bus… there’s three buses a day but I’ve got to be back… on the 12.30 bus… to
pick me son up from school at 3.15… the activities for the kids, it’s the same thing, it’s mainly, you know stuck in this
place.. that’s up to m obviously, you can’t expect the project to get me a job. … I can do a computer course, but that’s
another thing they have problems with transport issues…”
Highlights another reason to move, because transport issues seem to be a key barrier to the family accessing
resources and quality of life.
“…I’m not stupid, I’ve got quite a few skills. They have done me CV for me, I said I’m quite good actually, I’d give meself a
job…”
Demonstrates how, with support from the FC , the family can work to build confidence and self-esteem.
“…he [son] does a couple of after school clubs, but they all cost money, you know… [daughter] did go to Kilve, that was
an outdoor activity centre, she went in the summer holidays… but four days two hundred quid… I saved the money
throughout the year…”
Highlights how financial constraints can prevent children accessing resources, but indicates the mum’s commitment to
prioritising her children’s needs.
“…I’m not stupid, I’m quite capable of doing things for myself, it’s nice to have the assistance of [FC and FA… I used to
[have help from], like Social Worker but I haven’t got that… they signed me off… they [Social Worker] used to assist with
matters and we had meetings and they used to liaise with housing and what have you… ”
Suggests that the Social Worker role used to pick up some of the support functions available through the pilot project
from the FC and FA.
“…they’ve been helping me to just try and get me out [to relocate]… it’s just the effect it’s having on the children… I was
thinking I was going to get kicked out me house and that was it, where the hell am I going to go… they’re [FC/FA] trying
to holding off… I hate being here… It’s affecting everything…”
Demonstrates the mum’s acknowledgment that the family needs continued support from the FC and FA.
“…I ain’t got any [friends]… so me life is me children. …obviously it’s only me that can improve my life… but if my children
are not happy, well obviously I don’t give a shit about meself I just want me kids to be happy.”
Indicates mum’s commitment to improve things for her children. However, suggests that there may be additional
emotional pressure on the children due to mum’s lack of friends.
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“It’s [family life] a bit more stable than it was. …I’ve got parenting issues and… the courses [Triple P] that are starting,
they’ve not started yet… you’ve got to wait to get on these courses… it’s the same with everything you have to wait
don’t you, especially when you want it for nothing… come back next month… I’m going on this parenting course in a few
weeks, so you know I might feel a bit more positive…”
Demonstrates that, despite everything, mum has a positive outlook.
“I’m more friendly with me copper… she comes round and sits here… she knows, she phones me up now, it’s quite good
actually… it’s better to be mates with coppers… it’s better to get along with them because they’re giving me, you know,
information I need, so I know what’s going on…”
Demonstrates how mum’s attitude to agency frontline staff has been transformed by the project.
“…me daughter was sleeping on the floor, [FC] fixed the bed for me because… I couldn’t fix it. …and he helped me do
other bits and bobs around the house… I’m not a tidy person, and sometimes I can’t be arsed with anybody coming in…”
Highlights a unique role that the FC can play in working with the family to make the house more inviting.
“…he [FC] knows me now I think, he knows how to take me……I was so appreciative, they’ve [FC/FA] really helped me… ”
Indicates that the mum is appreciative that there is someone available to help her, who understands her.
Outcome 3.2: Achievement with families / Exit strategy with Family Advocate and Family Coaches
Data generated from: Analysis
Interview with Family Coach “…the opportunity to actually start to discuss really about what’s going on, um, in their lives, um, and also this, this
notion of having some kind of support, um, available, as a kind of an assurance really… she developed some
comfortableness about… starting to think about, you know, how she might improve her life, which she wanted to do, I
think she was just being honest that she was a bit confused how she might do it.”
FC able to invest time in developing relationship with family to identify ways the family can move on.
“…clearly we need to remove her from present environment... there are newspaper clippings in a sense identifying her
coming into that community, which clearly have not set things off on a good start with the community… and that kind of
relationship has been a negative one and, right from the word go. … she’s had, in some sense, the world against her...
getting her out of that environment is going to be quite crucial and carrying on some support with her once that
happens… I think she’s come through as a bit of a late surge over the next 5 months… What I’ve [FC] been able to do in a
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sense is unpack, um, the concerns and reflect back [to mum] that, the progress we’re making, the things that we’re
doing to help are actually the things that [mum], um, feels are the right things.”
Demonstrates how the FC is able to invest time identifying and understanding the bigger picture to effectively
prioritise the family’s needs and engage the family in constructive activities to meet those needs.
“she would talk about er moving [house]… she has been proactive in, in doing the necessary things online that she has
to do in terms of the, um, bidding online for the properties she might want in Weston. So she’s doing everything that she
particularly can.”
Having support from FC has enabled the mother to be proactive in addressing her family’s needs
“…we’ve done a CV… she’s actually got some very good history in terms of her work, she was actually in an accountants
at one stage… we’ve been trying to encourage her to do a course [I.T. accounts]. ”
The FC is able to support and encourage the mum to promote her positive attributes/skills.
“…we got them [the children] accessed into some activities during the summer…”
FC is able to access resources that mum seems unable to.
“…[the Mum’s] challenge to develop herself as a parent has actually started with the point of actually dealing with her
own problems around alcoholism and the drug abuse… shown with her going and taking that big step to going on detox
and acknowledge her problem… unfortunately, she’s kind of defaulting a little bit on that [detox programme] and … she’s
dealing with her own frustration of thinking she was strong enough to actually get through it, and also her
disappointment in herself for having… really let her kids down.”
Demonstrates the complex needs that need support from the FC.
“…if we don’t get the move sorted out soon… it’s having an impact on all the other things, because she manages her life
in a way that’s not healthy to herself… the low point for me [FC] is how long it’s taking this move to be made.”
Illustrates frustrations that FC can also feel when trying to find much needed solutions for these families.
“…we’re meeting [agencies] to talk about a kind of interim option which is emergency accommodation… she clearly
doesn’t want to go there as first choice, but hopefully [she will] compromise to see it’s an interim option…”
Indicates the role the FC and FA play in supporting the family to engage with agencies.
“…we set this as a futures plan [new targets]… our exit strategy that would be briefing a key contact in a recognised
agency for them [family] who would hold this kind of futures plan.”
The project has an exit strategy to offer continued support from a key agency contact, if families need it after the end
of the pilot phase. Suggests an alternative (though as yet untested) approach to providing support to these families.
“…would she go off and do it [continue to work on targets] directly on her own, I don’t think she would, but I think she
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might do with some reassurance. I don’t think she’s out of the woods shall we say, but she’s coping.”
Suggests that the family require longer than the pilot’s six months to get them to a stage of being in control and
equipped to move on.
“they [action plan targets] are the family’s initial commitment to actually doing something to improve their lives, what
those targets don’t do is represent the, the detail, the discussion behind and around what goes on… it doesn’t
necessarily show the kind of, um, activities and challenges and stepping stones that the families are making. So it kind of
quite simplifies a representation of progress… it was this thing that the families could relate to very quickly… and easy
could see progress… although they’ve [practical goals] been small, they [family] have actually done that for themselves…
which is good for them.”
The Action Plan provided a simple reflection of progress with which the family can engage. However, the FC works
through a more detailed agenda towards the key targets and supports the family to work towards addressing them
independently of the FC.
“… the understanding [by the family] that it [the project]is totally independent that you know, it’s, I’m not representing a
particular agency, I’m coming as me [FC].”
The FC is viewed by the family as an independent individual.
“…she [mum] has rung into the office here to [leave a message]… starting to develop that relationship in, in a particular
significant way.”
Demonstrates the mum engaging with the project.
“…to be trusted to come in and help her do some work in her home… to smarten up some aspects of it…”
The FC can build a unique relationship with the family to provide needed support that no other agency offers.
“…whilst she is struggling and she’s gone back to doing some of the drinking and some of the activities that are not
helpful, she’s been very prepared to have that consistent, um relationship or visit is from her coach.”
Demonstrates the strong, constructive relationship between the family and the FC.
“…the main thing is to, to give her reassurance that, you know, there is something more out there for her. And that…
we’re not going to give up on her.”
“she’s at least indicating that in some aspects of her life there has been some improvements… I think she’s still quite
vulnerable and I think it would wear off fairly quickly
With support from the FC and FA, the family’s situation is improving, but progress remains fragile without the type of
support provided by the project.
“…child two definitely at this moment in time, needs some kind of coach or mentor, because she, she is struggling. And
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fair play to mum, mum’s acknowledging that she’s struggling with what to do… “…we’ve now got her [the Mum] on… a
Triple P course…”
In understanding the needs of the whole family, the FC are FA are able to direct support where needed.
“…we have recognised that through recent cuts and so forth, there has been a number of resources that were around
and are not around at the moment and it’s leaving quite a void really in terms of who can you refer to or bring into play.”
FC and FA have identified that the recent cuts mean that they often have nowhere to refer the family to address
specific needs identified through the project.
“…we’re certainly at the point where we could provide some more challenge… but it’s dependent on doing things that
she needs to have happen in her life…”
“[Mum] is quite an independent person… I wouldn’t say that she’s become dependent on me for the wrong reasons.”
“…we’re here with you as long as you want to commit to that action plan…. building in a significant other that they could
have contact with if they felt a wobble coming on.”
Illuminates the nature of the supportive role provided by the FC.
“…she was initially indicating… that she didn’t believe that, that the world, or the agencies did understand her
particularly well… over the six months… of the pilot she’s been extremely more satisfied that the agencies do understand
her better… key ones at the moment obviously being Turning Point, the Police and Housing…”
Demonstrates the impact that the project has had on improving relationships between the family and agencies.
“ In some respects she’s been off the radar, and chosen to be that way... but her particular behaviour… have certainly
pulled into a relationship with the police and, and housing.”
Indicates the role that the FC and FA can play in engaging families that have avoided needed interventions previously.
Implications here that project may cause an initial increase in agency input, until outstanding issues have been
addressed.
“[FA] been able to develop trust and understanding from them [agencies] about the co-ordination of appropriate, or
alternative responses that they could make… [FA] pulled together Housing and Police to… have a quite open and frank
discussion about what options [mum’s] now got in terms of, you know, getting out of that close [her home], sooner
rather than later.”
Indicates the importance of the FA role in supporting constructive engagements between the family and key agencies.
“[FA] has been a source of getting information that [mum] herself probably feels that she couldn’t access, or was
confused about how to get hold of… to have that information from which to make decisions from… ”
Highlights the role of the FA in supporting the family to engage with ‘hard-to-reach- agencies.
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“…regular contact has been particularly helpful… the reassurance that there are people there that care about her…”
“…she did appreciate the kind of roles and the constraints that some of these people [professionals] work under, um,
which I [FC] think is great… she's got some more confidence that they’re [agencies], they are trying their best, even
though they might not be able to deliver, you know directly in terms of demand… when people are trying to help her,
she does appreciate it.”
Demonstrates the role the FC and FA play in building relationships between the family and the agencies.
… hopefully the project can influence… the agencies as well... actually get better at delivering at point of demand…
sometimes they [families] don’t need the whole roast dinner, they are just looking for peas and gravy… that’s when we
have to listen well to understand what the family’s after.”
The FC and FA are able to identify the detail of the family’s needs and relate this to agencies.
“starting from where the families want to start and coaxing and supporting them will provide opportunities for them to
take on bigger things.”
In starting where the family are at, the FC can build trust and confidence to equip the family to face and address the
bigger issues.
“…Housing and, and the Police in terms of coming together and wanting to talk through some alternatives I think is quite
a significant step and… shouldn’t be underestimated…”
Illuminates the constructive on-the ground- work that the project has generated with agencies.
“…the Police Officer that can go round and pop in the house and have an informal chat, Housing too, you know, having
more open conversations with their tenant… wanting to start to explore alternatives, um, actions that could be taken
outside of normal protocol…”
Involvement in the project has improved markedly, the relationship that the family has with agencies.
“…some stuff we’ve been able to feedback to the various agencies, whereby they’ve already changed some of their
processes.”
Indicates that the project has had a positive impact on the way the agencies work with these families.
“…I think … that they’re [agencies] beginning to see is that it [the project] has thrown up intelligence that might be, is
getting them to review how they actually do what they do.”
The project has provided the agencies with valuable intelligence to equip them to work more effectively with these
families.
“…our exit strategy that would be briefing a key contact in a recognised [Lead] agency for [the family], who would hold
this kind of futures plan [new action plan targets
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There is a notional exit strategy in place, but underlying concerns remain about the role of lead agencies
Interview with Mum “…he [FC] knows me now I think, he knows how to take me……I was so appreciative, they’ve [FC/FA] really helped me…
”Reinforces the importance of agencies being prepared to understand clients as individuals
Summary: Although actual achievements are limited, the mother has had a positive approach and worked well with the team. She has appreciated the
practical help and support offered, and feels she has benefitted eg from the parenting course, and from the improved relationship with key agencies.
However there are ongoing external constraints which could have a negative impact on family resilience if they are not addressed.
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A.4.4. Family 4
Data used:
Final Case Study
Journey Mapping Tool May ‘09-Aug ’11
Interview with Family Coach
Agency contact data spreadsheet (9.9.11)
Interview with Mum and Dad
Family Action Plan August
Key Success Measure 1: More Efficient Services
Outcome 1.1 Nature and extent of agencies involved / interventions - at regular points during pilot
Data generated from: Analysis
Journey Mapping Tool No data available
Final Case Study “With low level literacy the family had been sent several forms to register with Homefinder Somerset but had not
managed to do so. The Project helped Mum to complete the application and with a supporting letter from Children’s
Social Care the family were placed in Silver Band. In July they moved to a property in Bridgwater opposite several
relatives.” – The proactive and practical support given by the Project staff to liaise with social services and housing
associations appears to have positively benefitted the family and fulfilled one of their Action goals.
“Threat of court action for an unpaid TV Licence revealed the family’s mounting debts. Sedgemoor Citizen’s Advice
Bureau helped the family devise a budgeting plan, made an application for a water bill payment plan and organised the
debts.” – It is assumed that the Project helped the family to resolve the debt issues by directing them to CAB and this
appears to have positively benefitted the family – data from the FC interview affirms that it was the FA that made
contact with CAB.
The family has worked well with the Project and Children’s Social Care and it is hoped that due to their continuous effort
all CSC involvement will cease with the family at the end of the Supervision Order in February. “ -The support given by
the Project staff to liaise with social services appears to have positively benefitted the family and potentially end
social services interventions.
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“Dad has embraced the Project and updated his Curriculum Vitae, completed a pre-employment course with Somerset
Skills & Learning and a two- week Morrisons/DHL course at Bridgwater College. He awaits an interview date for the new
Morrisons warehouse.” – Again, the support given by the Project staff appears to have positively benefitted the family
and fulfilled one of their Action goals.
Interview with Family Coach “It’s taken until my appointment this week to actually get her to book a doctor’s appointment. I think once we’ve got
other things settled like the move here, the children in school, then we can start to tackle more issues like her mental
health” – This implies that the FC has helped the mother to make contact with the GP to help resolve health issues.
“I think definitely with housing it’s had an impact because they’ve obviously helped the family move a lot quicker than
they would have been able to previously. “ – This positively triangulates evidence from the case study that the Project
has helped to resolve the family’s housing issues.
“Claire says she still shouts at the social worker and doesn’t want anything to do with her, she’s now actually got to the
point where she can state what she wants to happen and why she wants it to happen or if she feels that the social
worker hasn’t done what she said that she would do she can actually say that without it turning into a screaming fit,
which I think is much more helpful” – This implies the FC has helped to improve communications with social services.
Interview with parents “All the support that we’ve had off the project is it? Yeah it’s all the support that we’ve had at the project? So you know
if it didn’t, if they wasn’t around then we’d be nowhere, because social services never helped us so . Honestly, we were
glad that they stepped into our lives….. it’s got us out of Highbridge and you know it’s got us on with our life and … to
come a lot closer instead … stressing out all the time, yeah. …you know it’s helped, it’s brought on this far, it really has
hann’it, (sic) if it won’t for these guys then we wouldn’t be where we are today, we really wouldn’t. … it’s a lot better
than what we’ve received before they was around.” –This triangulates evidence from the case study regarding housing
services and implies that the Project’s involvement has helped to resolve issues with that had not been resolved by
social services.
“I think Malika has spent time taking them to CAB and trying to sort out, sorry, some debt problems there, before I took
over.” – This triangulates with evidence from the FC interview that the Project has helped to resolve some financial
issues for the family with the CAB.
Summary: It is not possible to compare the nature and extent of agency involvement with the family during the pilot to a comparable period due to a lack
of data from the JMT. The evidence available suggests that there have been 6 interventions of which at least 4 (CAB,GP, SKL, BC) appear to be new
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interventions initiated by the Project. Overall, the case study and interview data suggest that the nature of involvement has been positive during the pilot
and has helped the family to resolve a number of issues with some agencies that were involved prior to the Project (social services and housing
associations).
Outcome 1.2: Cost Savings
Data generated from: Analysis
Agency contact data Comparing agency costs for the 6 months of the pilot with the equivalent period in 2010 suggests significant savings:
spreadsheet March 10 893.37 March 11 5720.78
April 10 2291.22 April 11 1874.61
May 10 5354.54 May 11 897.33
June 10 6090.05 Jun 11 418.36
July 10 5753.11 July 11 372.02
August 10 5691.61 August 11 244.66
Total 26,073.90 Total 9,527.76
The above figures would suggest that the pilot has saved agencies £16.546 in a 6 month period for an
intervention cost of £3000.
Family case study ‘The Project helped Mum to complete the application and with a supporting letter from Children’s Social Care the family were
placed in Silver Band. In July they moved to a property in Bridgwater opposite several relatives.’ The move to a neighbourhood
where Family A has more support is likely to lead to lower agency costs, and can be directly attributed to the project.
‘The family has worked well with the Project and Children’s Social Care and it is hoped that due to their continuous effort all
CSC involvement will cease with the family at the end of the Supervision Order in February. ‘ CSC involvement has cost
£50,442.70 in the 18 months leading up to the pilot and £5,667.35 during the pilot period. If as a result of the pilot CSC
involvement will end in February 2012 this represents a significant saving to the agency.
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‘Dad has embraced the Project and updated his Curriculum Vitae, completed a pre-employment course with Somerset Skills &
Learning and a two- week Morrisons/DHL course at Bridgwater College. He awaits an interview date for the new Morrisons
warehouse.’ Although there are no recorded costs in the Agency contact spreadsheet associated with Dad’s Jobseeker’s
Allowance or similar benefits, if he manages to obtain work this will represent a significant saving to Jobcentre Plus.
Interview with Family Coach ‘I think definitely with housing it’s had an impact because they’ve obviously helped the family move a lot quicker than they
would have been able to previously.’ Triangulates positively with housing data in case study and suggests that the projects’
role in reducing the time for the move may have prevented some costs.
‘I think if you’ve got that family coach in place there’s then a lesser need for a lot of other services which then duplicate the
work. ‘ A suggestion that rather than supplementing other services, the FC can actually replace them, thus saving costs for
other agencies.
Summary: agency cost data indicates that the project has realised significant cost savings in relation to family 4 during the pilot period. The positive
outcomes in terms of moving house and potential outcomes in ending CSC involvement and getting Dad into employment also promise further significant
cost reductions in the future, leading us to the conclusion that – for Family 4 – the project represents good value for money.
Outcome 1.3: Non-cash benefits relating to professional roles
Data generated from: Analysis
Interview with Family Coach “…I think they’re more articulate now and rather than just losing their temper and shouting… they’re much more
articulate in approaching agencies and… getting their views across.”
Interview with parents “[I don’t think I will] be able to carry on working on these targets without the support of the Family Coach.” [If the FC
wasn’t there I’d need] a lot of help and support off other people.”
It was worth noting that this was the only family which requested that the coach be present at the interview,
reflecting a continuing lack of self-confidence, despite the very positive view of the project. This may also reflect the
relatively short timescale within which the new coach had been working, in that although she had established an
excellent rapport with both parents, she had not yet had time to develop an exit strategy
“[Family Advocate] helped out before [our new Family Coach] stepped in…”
In this case the first family coach arrangement did not work, but the Family Advocate was able to ensure continuity of
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support, while a second coach was arranged.
Summary: The project has enabled the family to engage positively with different agencies, and to develop the skills to use appropriate appeal mechanisms.
The approach taken and the credibility developed from this, particularly on the part of the Family Advocate, meant that the relationship survived the
transfer from one coach to another. However, while the family’s approach to working with agencies appears to have improved, there is no evidence in this
case study of any particular changes in practice on the latter’s part, and the family are still looking to the coach and advocate for support.
Outcome 1.4: Non-cash benefits relating to family
Data generated from: Analysis
Family Well-being Tool Mother and father completed separate analyses but appeared comfortable in discussing the different results in the interview.
(FWT) The strongest improvements were in hopes for the future (+2 for father, +7 for the mother) with numerical consistency in use of
time and overall quality of life at present (+2 for both), although this concealed some regression felt by the mother in May,
which was recovered by August. This may well relate to uncertainties over the house move and the change in family coach
which occurred about this time.
A similar pattern of regression and recovery can be seen for both parents over health and friendships, where the father’s overall
score is positive (+1 and +2 respectively), but the mother’s remained the same and dropped by 2 points overall in the two
measures. These correlate with the health concerns articulated by both the mother and the family coach during the interviews
There was also a negative correlation in overall choice, with both parents scoring -1. This may reflect a more realistic approach
to options available, once families have begun to take control of their lives, but was not raised directly as an issue in the
interviews, although there was a concern over an impending school admission appeal.
There was some discrepancy over quality of life as a whole, with the father scoring -1 against the mother’s +3, although the
overall final scores were close at 7 and 8 respectively), and over relationships within the family (fathers is unchanged at 8 over
the six months while the mother’s improved steadily from 5 to 10). However these correlate with the overall perception of an
improved family situation, confirmed by both parents at interview.
Final Case Study House move facilitated by project
Proactive approach to settling in – schools and medical registrations
Budget planning and debt advice
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Positive relationship with Children’s Social Care
Actively seeking work
Interview with Family Coach “[Mum] used to be really snappy at them [professionals], but since working with the project she’s calmed down a hell of
a lot.”
“I think they should continue [this project]… and work with young families, because I found it’s younger families that
need more help if you know what I mean, it’s starting up a family…”
Interview with parents “…they’ve listened to what we’ve had to say, and what we wanted. And helped us out with it…”
“…it’s the support that we’ve had, it’s a lot better than what we’ve received before they were around.”
Summary: The positive practical outcomes achieved by the project have enabled the family to develop their skills in approaching agencies, their overall self
confidence and sense of well-being. However further support will be required if this progress is to be maintained, particularly with the mother’s health
issues. One particular feature within this family has been the consistent involvement of both parents, which has had the benefit of providing mutual
support and affirmation of progress. It has also enabled the project tools to be triangulated more effectively within the family and supported the parents in
discussing their situation.
Key Success Measure 2: Achieve outcomes from Whole Family Action Plan (WFAP)
Outcome 2.1 Profile of delivered and undelivered outcomes at end of pilot
Data generated from: Analysis
Whole Family Action Plan Six goals set by the family:
(WFAP) 1. Move to Bridgwater
2. Improve house conditions
3. Father get a job
4. Improve mum’s confidence
5. Improve mum’s skills
6. Support child at school
Goal 1 has been positively achieved. Goal 3 has made excellent progress and Goal 6 has made real progress. Goal 4
has made steady progress but Goal 2 and 5 have only got underway. Overall, at least half of the goals are making real
progress.
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Final Case Study “The Project helped Mum to complete the application and with a supporting letter from Children’s Social Care the family
were placed in Silver Band. In July they moved to a property in Bridgwater opposite several relatives”. –Triangulates
positively with Goal 1. This goal was fully achieved with the Project’s active assistance and triangulates with
interview data.
“Dad has embraced the Project and updated his Curriculum Vitae, completed a pre-employment course with Somerset
Skills & Learning and a two- week Morrisons/DHL course at Bridgwater College. He awaits an interview date for the new
Morrisons warehouse.” - Triangulates positively with Goal 3. This goal has made excellent progress with the Project’s
active assistance and triangulates with interview data.
Interview with Family Coach “(Dad) to get a job, has definitely been a big one. He done courses and a CV, and taken steps towards getting a job that’s
really improved his confidence and self esteem and identity. And (Dad’s) certainly more confident in filling in forms to
apply for jobs and knowing where he’s got to go to try and get a job.” - Triangulates positively with Goal 3. This goal
has made excellent progress with the Project’s active assistance and triangulates with case study data.
“The first time I met (Mum) I filled the form in and she told me what to put, now she fills the form in herself, and things
like the school applications and all form filling like that originally she’d tell me what to put and I’d write it for her, then
we did it, she’d say what she wanted to put and she’d write it and now she simply writes it and I check it” “I think we
have had, we have sort of equipped them, (Mum) with her communication skills she can actually, like she says she can
talk to the teachers and people like that, much more easily and better, she still says she’s got a problem with social
services, but I think that’s them as a body, rather than an individual, so I think definitely we’ve helped with that.”-
Triangulates positively to some extent with Goals 4 & 5. These goals only appear to be underway but the evidence
here suggests it is because of the Project’s active assistance that the goals have made some headway.
“I think definitely with housing it’s had an impact because they’ve obviously helped the family move a lot quicker than
they would have been able to previously. “ -Triangulates positively with Goal 1. This goal has been fully achieved with
the Project’s active assistance and triangulates with case study and family interview data.
Interview with parents “Moving house, because it’s got us out of Highbridge and you know it’s got us on with our life and … to come a lot closer
instead … stressing out all the time, yeah. It is getting this place because you know it’s just opened up a whole new
world for us hasn’t it really. There’s a lot more job opportunities here in Bridgwater than there was up in Highbridge.” -
Triangulates positively with Goal 1. This goal has been fully achieved with the Project’s active assistance and
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triangulates with case study and FC interview data.
[discussing child now at school] “We managed to fight that successfully” - This appears to triangulate positively with
Goal 6 but it is unclear how the Project assisted with this apart from the support given by the FC to complete school
forms (see evidence from FC interview).
“I want more confidence …Well skills I ain’t got none” – This data appears to contradict the evidence from the FC that
the mum’s skills and confidence has improved (see above) and has helped to make some headway in Goals 4&5.
Summary: Overall, at least half of the goals are making real progress and Goal 1 was fully achieved. The other half are either making steady progress or are
underway. The interview from the FC (not detailed here) suggests a clear awareness of how the goals that have made less progress might be moved
forward as long as the Project continues. The family interview data (not fully detailed here) showed that the father was extremely positive about the
project’s overall involvement in helping to achieve their goals.
Outcome 2.2: Key Journey Steps to achievement of outcomes
Data generated from: Analysis
Journey Mapping Tool No JMT has been presented for Family 4
Final Case Study “The Project helped Mum to complete the application and with a supporting letter from Children’s Social Care the family
were placed in Silver Band.’ Articulates two of the key journey steps towards achievement of goals 1 and 2
“Dad has … updated his Curriculum Vitae, completed a pre-employment course with Somerset Skills & Learning and a
two- week Morrisons/DHL course at Bridgwater College. – Outlines three key journey steps towards achievement of
goal 3
Interview with Family Coach ‘I think the moving to Bridgewater, um, which was then a knock-on in the improving house conditions’ Indicates that
achieving goal 1 was a key journey step towards achievement of goal 2 – i.e the two goals were linked.
‘He done courses and a CV, and taken steps towards getting a job’ Triangulates with journey steps towards goal 3 in
case study.
‘…she does have some health issues that she’s concerned about, and it’s taken until my appointment this week to
actually get her to book a doctor’s appointment.’ FC support in booking doctor’s appointment may be first step towards
goal 4 in WFAP
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‘start putting measures in place to make sure she is healthy and where things could be maybe done, make sure they’re
being done and that she’s got the confidence to do them’ Suggests that changes in lifestyle and healthcare are key
journey steps towards goal 4.
‘(Mum’s) skills could have been made more clearer, um, rather than just… skills, because to me I’d sort of identified that
she needed more help with parenting skills and then also general life skills.’ Suggests that a key step towards achieving
goal 5 is to define the goal more precisely.
‘we have sort of equipped them, (Mum) with her communication skills she can actually, like she says she can talk to the
teachers and people like that, much more easily’ Suggests that identifying verbal communication skills with
professionals as an area to focus on was a key journey step towards goal 5.
‘…school applications and all form filling like that originally she’d tell me what to put and I’d write it for her, then we did
it, she’d say what she wanted to put and she’d write it and now she simply writes it and I check it’ Indicates that a key
journey step towards goals 4, 5 and 6 was the support given by FC in form-filling. There are 3 steps here in helping
Mum gain independence in form-filling.
‘I think it would be more useful to have like a broad category, broad categories, but then have the steps clearly laid out
that you’re going to take to get there, so that each month it does look as though you’re ticking something off.’ This
supports our hypothesis that the steps in the WFAP are too subjective/impressionistic and would benefit from greater
detail in outlining the key journey steps.
Interview with parents ‘There’s a lot more job opportunities here in Bridgwater than there was up in Highbridge.’ Suggests that achieving goal
1 was a key journey step towards achieving goal 3
‘I had confidence when we moved in and then it went down hill again.’ Suggests that achieving goal 1 was a key
journey step towards achieving goal 4, but that progress is not always linear and cumulative.
‘And now because there’s a sibling in there and not only that (child 2?) is starting in there as well, you know, it should
just go, just go smoothly’ Suggests that getting one child into a new school is a journey step towards achieving goal 6.
Summary: Support by FC in completing forms and arranging letter of support from CSC have been key journey steps towards achieving goal 1 of moving to
Bridgwater, which itself has been a key journey step towards achievement of several other goals in the WFAP, all of which are linked to some extent. Goal 1
appears to have been the key objective to focus on which has facilitated progress on a number of fronts.
Key Success Measure 3: Improve family’s experience
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Outcome 3.1: Achievement by families / Exit strategy with families
Data generated from: Analysis
Interview with Family Coach “…now she fills the form in herself… and [he’s] certainly more confident in filling in forms to apply for jobs and knowing
where he’s got to go to try and get a job.”
“…he’s done courses and a CV and taken steps towards getting a job…”
Interview with parents
Outcome 3.2: Achievement with families / Exit strategy with Family Advocate and Family Coaches
Data generated from: Analysis
Interview with Family Coach “…I think they generally appear much calmer as a family …”
Interview with parents “…if they wasn’t around then we’d be nowhere, because Social Services never helped us… we were glad that they
stepped into our lives… Because we wouldn’t have got the move we asked for….it’s got us out of Highbridge and you
know it’s got us on with our life… it’s just opened up a whole new world for us.”
“…I’ve never had support until this [project]…”
“…we’ve managed to fight that [school appeal] successfully…”
“…she’s helped us through thick and thin…”
Summary: There has been clear progress in terms of positive attitudes within the family, and evidence of growing skills and self-confidence. However there
is as yet no clear exit plan, and both the family and the coach articulate concerns about future support
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A.4.5. Family 5
Data used:
Final Case Study
Journey Mapping Tool May ‘09-Aug ’11
Interview with Family Coach (21.9.11?)
Agency contact data spreadsheet (9.9.11)
Interview with Dad (21.9.11?)
Family Action Plan August (Mother’s) 30.8.11
Family Action Plan August (Father’s) 30.8.11
Key Success Measure 1: More Efficient Services
Outcome 1.1 Nature and extent of agencies involved / interventions - at regular points during pilot
Data generated from: Analysis
Journey Mapping Tool Comparing the pilot period with the equivalent period in 2010:
Mar-Aug 2010 - 13 interventions from 12 agencies (solicitor, children’s centre, health visitor, DWP, housing, CAB,
Registry, GP, midwife, hospital, pharmacy). At least 5 of these agencies related to the birth of Child 2 and appear to be
standard procedures rather than a specific intervention. In terms of customer experiences, 6 of these interventions
were viewed as negative and 7 as positive.
Pilot period – 22 interventions from 9 agencies. In terms of customer experiences,76 of these interventions were viewed
as negative and 15 as positive.
Overlap - 6 agencies overlap and appear to be related to similar issues e.g. CAB for debt issues, Children’s Centre for
Child etc. The number of agencies involved has dropped during the pilot period (although the higher number during
the comparable period was due to normal procedures following birth of Child 2). The increase in interventions appears
to be mostly involving 2 agencies (police and social services) and is related to child protection issues, partly related to
the dad but mostly related to the mum.
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Final Case Study “Dad reported Mum’s departure and his concerns to Somerset Direct. Children’s Social Care had concerns for Mum’s
parenting and visited Mum and Child 2 daily. A date for an initial Child Protection Conference was set amid concerns for
Mum’s care of Child 2 A call to police was made expressing concerns that child 2 was in the care of someone
inappropriate. The police removed the child from the house and placed him in Dad’s care with Child 1 where he still
remains, now under an interim injunction sought by Dad.” – The Project involvement in these interventions are unclear.
“Dad has changed to Income Support and decided that he is unable to pursue employment. His main focus is to care for
the children.” – Again, Project involvement is unclear.
“Since the first Children in Need meeting concerns have been raised for Dad’s ability to care for the children. A date has
now been set for a Public Outline Meeting between the parents and their legal representatives and Children’s Social
Care. Actions will be agreed for the family to follow and if not complied with, Children’s Social Care will initiate Care
Proceedings.” – Again, Project involvement is unclear but this evidence implies that the Triple P parenting programme
may not have been as effective as the evidence from the WFAP self-assessed achievement of this goal suggests.
Interview with Family Coach We got other agencies such as Citizen’s Advice Bureau involved, we started to make real progress. But it was only after
my sort of intervention and sitting down and writing things out and showing him, at sort of a basic level before, you
know what he needed to do” – Triangulates with evidence from JMT and reflects how Project staff helped family in
practical way to make progress with debt issues which was one of the Action goals.
“The Triple P programme has been sort of reasonably successful, he was involved in that, he doesn’t always, because of
the complications around his relationships and that he’s sort of come and gone in relation to that, as in, you know, he
was, at the time of not being able to get to the programme, which was a shame really … family skills there are lacking I
think.” - Evidence from the dad interview suggests that the Triple P programme was initiated by the Project. Not
mentioned in JMT but completion was one of the Action goals – the evidence here suggests that completion of the
programme may not have been sufficient to resolve parenting issues and triangulates with evidence from the case
study and JMT that dad’s capacity to care for the children is under question.
Interview with Dad “I have actually managed to write up everything that I owe, I’ve been to Citizen’s Advice, um, years ago I lost faith in
Citizen’s Advice, um, because I used to go there quite a bit and never got seen. .. luckily [FA] made an appointment for
me, or phoned up for me and an appointment was made within a matter of days or weeks … he (FC) managed to get me
a debt pack from Citizen’s Advice, I filled it in, he came and picked it up” – Triangulates with the evidence from JMT and
FC interview reflecting how Project staff supported dad to make progress in resolving debt issues – one of the Action
goals.
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“Malika and the team have helped me through a lot, they’ve put me on courses … [FA] is going to try and get me on
some extra courses, to help develop my skills” – Details unclear here but evidence from the FC provides further details.
Reflects how Project staff supported dad to try and improve skills – one of the Action goals.
“I’m glad about the divorce, I’m glad that’s out of the way” – Triangulates with solicitor/court interventions in JMT but
Project staff involvement is unclear in resolving divorce issue – one of the Action goals.
“I’m definitely, definitely glad about me knowing that I’m Jensen’s dad” –Triangulates with solicitor/court interventions
in JMT but Project staff involvement is unclear in resolving DNA issue – one of the Action goals.
“I would never have thought about going on a Triple P course, I didn’t even know what a Triple P course was, before they
came about … me going on that Triple P course that, that [FA] put me - not mentioned in JMT or case study was action
goal” – Reflects how Project staff supported dad to improve parenting skills. Not mentioned on JMT.
“I had to get in touch with my social worker to get in touch with my, um, housing officer because there was no,
absolutely no hot water running upstairs, so the tap wasn’t, had no water coming out of it at all, and the radiator in here
in the living room wasn’t working, and, and the person that came out and did that, came out the very same day, I did
actually get, I did actually text my Housing Officer” – Project involvement unclear.
“I am taking the ex to court over the, over the kids staying here permanently ….social care are involved, because
obviously when the ex-n left with the youngest child I did get in touch with Social Services because I was worried about,
because she put my, our oldest child in danger quite a few times” – Project involvement is unclear.
“My current social worker is, is being completely honest with me, um, you know she has said a few things that, at the
time, when she said it, I didn’t agree with, um, because it was quite harsh for her to say that, but now I look back on it
I’m actually glad that she did say it, because it’s sort of, like I said, it’s so that I can take it on board and not do it again….
[FA] has come to a couple of the meetings, um, for support, … the main thing that I can think of at the moment is, which
they have been doing is helping with the debt, um, everything else is, is what I can do, you know with the court, social
services” – Reflects how Project staff has helped support family in engaging with agencies.
Summary: The significant increase in agency intervention during the pilot period (almost double) in comparison to the comparable period appears to be
largely due to the intervention of 2 agencies - social services and the police – of which social services dominates (11 interventions during the pilot period).
Initially this increased intervention related to a child protection issue regarding the dad but this was resolved (although this issue was to later re-emerge
towards the end of the pilot). The majority of the police and social services interventions related to child protection issues regarding the mum’s capacity to
care for child2 and dad gaining residency of Child 2. Project staff involvement in these issues is unclear but the Project staff appear to have assisted in
making progress in other issues such as debt problems and interfacing with other agencies.
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Outcome 1.2: Cost Savings
Data generated from: Analysis
Agency contact data Comparing agency costs for the 6 months of the pilot with the equivalent period in 2010 suggests a significant increase:
spreadsheet March 10 620.56 March 11 552.55
April 10 589 April 11 583.3
May 10 845.37 May 11 2281.93
June 10 638.53 Jun 11 2305.49
July 10 884.92 July 11 3276.23
August 10 560 August 11 995.51
Total 4138.38 Total 9995.01
The above figures would suggest that the pilot has cost agencies an additional £5856.63 during the pilot period
compared with the same 6 months in 2010. Most of these additional costs have been incurred by Children’s Social Care
(£5,258.75 during the pilot by comparison with £145.48 in the 18 months before the pilot) and police (£1580 during the pilot
by comparison with £400 in the equivalent 6 month period of 2010).
Journey Mapping Tool ‘Social Services contacted by hospital staff concerned that Child 1 has unexplained injuries.’ (April 2011) ‘Decision by managers
to hold an Initial Child Protection Conference’ (July 2011) Triangulates with data from agency contact spreadsheet suggesting
reasons for increased CSC costs during pilot
‘Police remove Child 2 from friend’s house.’ (July 2011) ‘Agreed that Police Protection Order should remain for duration of
weekend’ (July 2011) Triangulates with data from agency contact spreadsheet, linking the higher costs of police and CSC
together
Family case study ‘In May the mother left the family home taking Child 2 with her… Residing at the sister’s home prompted concerns for the
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sister’s parenting and led the social worker to open a file on the sister… A date for an initial Child Protection Conference was
set amid concerns for Mum’s care of Child 2… In July a call to police was made expressing concerns that child 2 was in the care
of someone inappropriate. The police removed the child from the house and placed him in Dad’s care with Child 1 where he
still remains… At the initial Child Protection Conference for Child 2 in July it was decided that although both children were now
in Dad’s care, Child 1 and Child 2 should be identified as Children in Need for the time being.’ Triangulates positively with data
from above sources and outlines chain of events leading to greater costs for CSC and police.
‘A date has now been set for a Public Outline Meeting between the parents and their legal representatives and Children’s
Social Care. Actions will be agreed for the family to follow and if not complied with, Children’s Social Care will initiate Care
Proceedings.’ Indicates that CSC costs are likely to remain high in the short to medium term
Interview with Family Coach ‘… he was left in the situation where he had the children at home, his wife ended up leaving him…’ Corroborates data from
case study outlining initial cause of increased CSC costs.
Interview with Dad ‘…I’ve recently had my younger son back, he, he didn’t, his mum didn’t bother with him whilst he was in her care.’ Supports
data from case study concerning the intervention of CSC to relocate one of the children – part of the increased costs during
pilot.
Summary: agency costs – particularly for Children’s Social Care and associated policing – have increased significantly for Family 5 during the pilot period;
this appears to have been triggered by a family break up which resulted in at least one child becoming significantly more vulnerable as noted in 1.1. It is
unclear whether the project has had any involvement in this situation, which appears to be ongoing and potentially escalating in terms of CSC costs.
Outcome 1.3: Non-cash benefits relating to professional roles
Data generated from: Analysis
Interview with Family Coach “… I think he sees us slightly in a different light to, to some of the agencies, he, he’s definitely got some sort of trust
here… he can relate to us and trust us probably to go back and perhaps liaise with some of the other agencies without
having him to then ring them direct…”
“…a lot of the problems I think is the fact that one agency doesn’t speak to another agency and there’s stuff going on in
one agency that the other agency doesn’t obviously know about…”
“…these agencies are specialised in what they do, you know and, I think that if you had a trained Advocate that can tie all
of that, tie everyone up together so that, um, there’s more co-ordination, so that you can sort of get to the goal
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quicker…”
“…as a Coach I’ve been able to get into this family on, you know a random basis, I tried to get in each week, there hasn’t
been that, or as, because of my job commitments, there hasn’t always been the time to do it…”
“…I sometimes felt like, you know, if I had more time, I would have gone down there, around there with a paintbrush
and a thing of paint and said, ‘come on X let’s get going’, you know give him some motivation, or giving him an uplift and
trying to sort of like get him firing on all four cylinders, you know, um, and you know I think that sort of going in and then
going away and coming back a week later sometimes is a bit of a break in continuity…”
“I think if I’d been able to … go in more than … once a week, I reckon at least two to three times a week, would have
been more appropriate.”
“…once the Coach comes out of that situation… you’re still going to have all these different agencies going in, of course
they’re not going to be all talking to each other, because there won’t be any Advocate.”
Trust, communication and coordination of services emerge as key points. The family coach is aware of the difficulties
which the family face in engaging directly with services, but also expresses some frustration at the limitations of his
own ability as a service professional to engage in the practical support which he feels the family needs. He is also
concerned at the implications for the family if the support mechanisms of the project are withdrawn.
Interview with Dad “…I’m glad that they’re not, um, soft and mushy, I’m glad that my current Social Worker is, is being completely honest
with me, um, you know she has said a few things that, at the time, when she said it, I didn’t agree with, um, because it
was quite harsh for her to say that, but now I look back on it I’m actually glad that she did say it, because it’s sort of, like I
said, it’s so that I can take it on board and not do it again. … glad she wasn’t, you know, sort of soft and put it in a soft
sort of way, I’m glad she was quite stern about it, and since she was, since she, since she said that I’ve not gone round
there at all.”
“…there’s comments that at the time I didn’t like, um, but I’m glad they [Social Care] did say it because it’s one, it’s
wanted me to sort of prove, prove to them, prove to myself I can and I will look after my two boys.”
The father made little reference to agencies beyond the project during his interview, although, when prompted, he
was relatively positive about his relationship with children’s social care.
Summary: There is little evidence from either interview of significant improvements in the interaction between the family and individual agencies, with the
possible exception of children’s social care services. The improved outcomes and benefits to the family – which are significant - appear to have come as a
result of the mediation of the project itself. Improved relationships and practical outcomes seem to be emerging from individual agency staff voluntarily
stepping out of professional role, but there is some ambivalence as to how this will be viewed by mangers and strategic leaders in these services.
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Outcome 1.4: Non-cash benefits relating to family
Data generated from: Analysis
Family Well-being Tool Both parents completed well being tools, but the interview was held with the father only and therefore only his response
(FWT) can be corroborated . The interview with the family coach confirmed that the father had engaged more than the mother
from the outset, and that this had been exacerbated by the parents separating. There was a negative correlation in
virtually all areas between the two parents’ scores, with the mother reporting only one area of slight improvement -
future life - between March and August. Ironically this was the only area in which the father’s scores had regressed from
March.
The father reported steady progress in life as a whole, quality of life and choice. Health was unchanged at the maximum
score of 10 and friendships at 5. This is reflected in comments in both interviews in relation to loneliness and social
isolation
Family relationships had declined in May, the time of the separation, but recovered to the same level by August. Use of
time was given a maximum score in May, but slipped back in August, while future life prospects, following a small rise in
May, slipped back below the March level. These changes may well reflect coming to terms with the reality of life as a
single parent, as well as, in the latter case, the ongoing burden of debt, which emerged in the interviews but was not
highlighted in the case study.
Final Case Study Initial positive engagement
Bike provided to attend job interviews
Parents separate – father reports concerns about mother’s parenting to social care
Initial Child Protection conference date set
Father gains custody of both children under interim injunction
Father no longer feels able to seek employment because of childcare responsibilities
Ongoing concerns about father’s own parenting skills
Interview with Family Coach “…the process was evaluating their sort of position as they were as a family initially… looking at what was needed, what
was priority, er, and what needed to be done… to try and get them to a place which was obviously better than where
they were originally… give them sort of… clear guidance on how to improve the situation and try to give them some sort
of ownership of, for them to sort of get out of the situation that they’re in.”
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“[FC] was someone they could trust, and rely on to give them best honest advice to try and bring themselves out of the
situation that they’re in really. I would say probably the most positive thing there would probably have been moving
forward with his debts and giving him some sort of hope that it wasn’t, you know, er, going to leave him in a situation
which he couldn’t get out for, you know, get out of for the rest of his life, because I think a lot of the, his depression was,
was you know certainly around the debt issue… they were like living in sort of a situation where they were quite cold, I
think they had one fire in the room, there was no other heating around the house, no carpet.”
“… when she was around, his wife, mental health issues, depression and he, you know, I think he found it very difficult as
well bringing up children on his own.”
“…they’ve had several separations over a number of years in fact, um, but on this particular occasion then was sort of
left in a position where he was then sort of holding the baby, and he felt it even more difficult to get out of the situation
that he was in really.”
“I was trying to give him as much positivity around trying to sort of get himself into a position where he could get skills
to get himself a job.”
“… he had worked in the past, we looked at possible training and skills for him, courses and things and that for him to go
onto, um, and one of the problems obviously because he wasn’t able to sort of get around the area that easily having to
spend money on bus fares which would then impact on his money each week, and we managed to get hold of a pushbike
for him, at a very small cost…”
“…he felt I think, probably felt quite lonely…”
Interview with Dad “…they’ve helped out in more ways than I can actually… think of…”
“… just general support really, just someone to sort of talk to, a friendly face to talk to really
“… throughout most of my life I’ve had sort of trust issues and I’ve been let down quite a lot by like the Council, um, and
other people like that, so I thought that they would let me down, um, but no as time’s gone on they’ve sort of shown me
that, that if I need a good old nag or I need help, or anything, then I can just get in touch with them and they are willing
to help…”
“…main thing was trying to help with the debt… he managed to get me a debt pack from Citizen’s Advice, I filled it in, he
came and picked it up…”
“…we were starting to, to get a grip on, on, on, you know, me trying to find work, she, she managed, [FA] managed to
get me on a, um, some sort of, I can’t remember what it was called now, it was trying to help; me find work, it was like a
course that I will go on once or twice a week”
“… then the wife left, um, so obviously everything changed, and my main priority wasn’t work, um, I was quite lonely I
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was quite depressed… ”
“I haven’t got any friends anyway, since I’ve moved out here…”
“…I would never have thought about going on a Triple P course, I didn’t even know what a Triple P course was, before
they came…. that was pretty good… it was nice to meet families… to pick up a couple of ideas…
“… being a single dad it does sort of, it is hard to come up with, with some of the money to pay off the debt. Obviously
organise the debt, is one of my main things that I would love… to get sorted ….when it was just me and the oldest, I was
going to get some part-time work when he started school… but now that I’ve got the youngest… his mum didn’t bother
with him whilst he was in her care, so I don’t want him thinking that I’ll do the same, I want to make sure that he knows
that I’m around.”
I would like to sort of phone up the college and, because I know that they do, do, um, creche type things at, at there, um,
so even if means getting the boys in there for a couple of hours whilst I do some sort of part time, part time college
course or something, yeah, but I would like, my main goal is to get my debt clear and hopefully go back to work.”
Summary: Despite the intervening issues of parental separation and child protection, the father and children do appear to have gained considerable benefit
from their involvement with the project. They feel supported, the father’s social isolation and parenting issues are all being addressed, and the framework
for taking forward the debt problem is in place. There is less evidence of impact on and support for the mother, while the short term impact of the
separation and custody arrangements has been to discourage the father from seeking work.
Key Success Measure 2: Achieve outcomes from Whole Family Action Plan (WFAP)
Outcome 2.1 Profile of delivered and undelivered outcomes at end of pilot
Data generated from: Analysis
Whole Family Action Plan Separate goals have been set by Mum and Dad. Mum’s four goals are:
(WFAP) 1. ‘Get both boys back’ (no progress)
2. ‘Get my own place’ (underway)
3. ‘Sort out my health’ (underway)
4. ‘Go back to work’ (no progress)
Dad’s 5 goals are:
1. ‘Organise debts’ (real progress)
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2. ‘Complete Triple P programme’ (‘time to celebrate’)
3. ‘Improve skills’ (underway)
4. ‘Prove paternity of child 2’ (‘time to celebrate’)
5. ‘Divorce’ (‘time to celebrate’)
There appears to be a significant difference in the extent to which Mum’s and Dad’s goals have been achieved. Whilst
3 of Dad’s 5 goals appear to have been achieved completely and some progress made on the other two, Mum appears
to have made very little progress. This could be because the FC has been working predominantly with Dad.
Final Case Study ‘…part of the initial focus was to improve Dad’s skills and prepare him for employment. Progress was steady with Dad
being given a second hand bike to attend appointments and interviews locally… Since Mum’s departure, Dad has
changed to Income Support and decided that he is unable to pursue employment.’ Triangulates positively with
achievement against Dad’s goal 3 in WFAP; however indicates how family circumstances have prevented further
development of skills towards employment.
Interview with Family Coach ‘I would say probably the most positive thing there would probably have been moving forward with his debts and giving
him some sort of hope that it wasn’t, you know, er, going to leave him in a situation which he couldn’t get… I went away,
came back in and he’d got a folder together and he put all his current debts together… he will particularly need to sort of
continually focus on dealing with the debt problem that he’s got.’ Triangulates positively with Dad’s self assessment
against goal 1 in WFAP, though indicating a long way still to go.
‘The Triple P programme has been sort of reasonably successful, he was involved in that, he doesn’t always, because of
the complications around his relationships and that he’s sort of come and gone in relation to that, as in, you know, he
was, at the time of not being able to get to the programme, which was a shame really.’ Suggests that Dad’s self
assessment against goal 2 may be over-optimistic.
‘…we looked at possible training and skills for him, courses and things and that for him to go onto, um, and one of the
problems obviously because he wasn’t able to sort of get around the area that easily having to spend money on bus fares
which would then impact on his money each week.’ Triangulates positively with Dad’s self assessment against goal 3 in
WFAP, whilst highlighting one of the barriers to further progress.
Interview with Dad ‘…the main thing that I can think of at the moment is, which they have been doing is helping with the debt…’ Indicates
FC and FA involvement in supporting Dad towards achievement of goal 1
‘… the Triple P course that was, that was pretty good…’ Triangulates with data from FC, but does not confirm whether
Dad completed course as indicated in WFAP.
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‘...I’m not quite sure what ‘improved skills’ is, I think it might be work related… (FA) is going to try and get me on some,
some extra courses, to help develop my skills… I would like to improve on skills that I’ve never, I’ve never even thought
of doing really.’ Casts doubt on Dad’s initial ‘ownership’ of this goal and suggests that it may not yet be underway.
‘I’m definitely, definitely glad about me knowing that I’m (child 2’s) dad, um, that, that’s got to be first in my eyes, it
shouldn’t be fourth.’ Triangulates positively with WFAP self-assessment of goal 4 and indicates the importance Dad
attaches to this goal.
‘Well I’m glad about the divorce, I’m glad that’s out of the way.’ Triangulates positively with WFAP self-assessment of
goal 5.
Summary: it is significant that Family 5, having recently split up, has two separate WFAPs, of which Dad’s has made significantly more progress than Mum’s.
The FC and FA appear to have been working almost exclusively with Dad, and are supporting him in the two areas where he appears to be making only
moderate progress (debt and skills development). There appears to be some uncertainty over the extent to which Dad has completed the Triple P
programme, and the two goals of most significance to him (proof of paternity and divorce) are not mentioned by either FC or family case study.
Outcome 2.2: Key Journey Steps to achievement of outcomes
Data generated from: Analysis
Journey Mapping Tool There are 4 Key Journey Steps that appear to relate to achievement of dad’s Action goals:
CAB sent debt pack (May 11) – goal 1
Solicitor re divorce proceedings and DNA (May 11)– goal 4 and 5
Court re DNA (Jul 11) – goal 4
Court re DNA (Aug 11) – goal 4
Agency involvement is unclear for these interventions except for the CAB.
Final Case Study “Since the first Children in Need meeting concerns have been raised for Dad’s ability to care for the children. A date has
now been set for a Public Outline Meeting between the parents and their legal representatives and Children’s Social
Care. Actions will be agreed for the family to follow and if not complied with, Children’s Social Care will initiate Care
Proceedings.” – Triangulates with evidence from JMT – suggests Action goal 2 may have been achieved in terms of
completion of Triple P parenting course but may not have had sufficient impact.
Interview with Family Coach “I think the organised debts … we got other agencies such as Citizen’s Advice Bureau involved, we started to make real
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progress. But it was only after my sort of intervention and sitting down and writing things out and showing him, at sort
of a basic level before, you know what he needed to do” – Triangulates with key journey step and reflects Project staff’s
involvement in helping to make progress for Action goal 1.
Interview with Dad “I have actually managed to, um, write up everything that I owe, I’ve been to Citizen’s Advice … [FA] made an
appointment for me, or phoned up for me and an appointment was made within a matter of days or weeks … I wouldn’t
even have thought about getting in touch with Citizen’s Advice again …. [FC] managed to get me a debt pack from
Citizen’s Advice, I filled it in, he came and picked it up … I’ve got to go to do is write up my expenditure, send it off
because I’ve recently had my youngest son back so obviously my income’s changed, once, once I’m debt free that’s it, I’ll
be completely, completely happy and ready to move on” – Triangulates with some evidence from key journey step and
implies that without Project involvement the progress made in working towards achieving goal 1 would not have
occurred.
“I’m glad about the divorce, I’m glad that’s out of the way … I don’t think I would have been divorced this quickly” – As
noted in 2.1 triangulates positively with goal 5 and triangulates with key journey step but Project staff involvement
unclear.
“I’m definitely, definitely glad about me knowing that I’m Jensen’s dad” - As noted in 2.1 triangulates positively with
goal 4 and triangulates with key journey step but Project staff involvement unclear.
Summary: The evidence from the Key Journey Steps does not reflect all the support given by the Project staff in helping to make progress towards or
achieve the Action goals such as the Divorce and DNA testing. There is clear evidence of the Project in helping to make ‘real progress’ towards achieving
Action goal 1 which appears to have been a critical issue for the dad. The JMT does not contain any evidence regarding Project staff’s involvement in
helping dad to improve skills – Action goal 3 although there is evidence of this in the interviews (see 2.1 and 1.1 and some evidence not detailed here). The
evidence from the JMT and case study raises questions regarding dad’s ability to care for the children and this raises questions about whether or not the
completion of the Triple P parenting programme – goal 2 – has been effective (assumed completed based on evidence from the WFAP self-assessed as
being ‘time to celebrate’).
Key Success Measure 3: Improve family’s experience
Outcome 3.1: Achievement by families / Exit strategy with families
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Data generated from: Analysis
Interview with Family Coach he’s certainly more well equipped in that he knows who to contact…”
“…he showed interest in, particularly on computers, … but he didn’t follow through…”
“… I think he could definitely move forward with some of the positive aspects of what we’re trying to achieve, I think he
needs help in certain areas, in particular, as I said around his children, you know basic skills, family skills…”
“…he was very positive in respect of he wanted to work, he wanted to earn money, he wanted to improve his
situation…”
Interview with Dad “[without FA and FC] - I think I will cope, um, the main thing that I can think of at the moment is, which they have been
doing is helping with the debt, um, everything else is, is what I can do…”
“… “Relationship with all my family has definitely improved a big, big, big time now. … , I didn’t tell my family the
situation that my life’s got into, the whole social services, court, um, and since I’ve told them it’s been like a weight off
my shoulder and they’ve sort of realised that I do, I do need help.”
Outcome 3.2: Achievement with families / Exit strategy with Family Advocate and Family Coaches
Data generated from: Analysis
Interview with Family Coach “…it’s difficult really [avoiding dependence], because, yeah, I mean, you can’t sort of force them into anything
particularly, you can’t give them sanctions, um, all you can do is give them some sort of direction and give them a goal
and give them some of hope. …and it’s almost, some of the times I think you’ve almost got to do it for them. … that’s
the frustration side of it.”
“…he will probably need continuous coaching along the way on a regular basis. In fact I would say probably more
regularly than I’ve had to sort of being able to give him really.”
“[he needs to set new targets]…particularly around managing the children. Ensuring that he goes and gets, takes on
board, um, all the help he can get with regards to the parenting young children. Umm, because I think at the moment
he’s sort of living in a bit of a chaotic lifestyle trying to cope with the educational side of things as well you know, feeding
the children… I’ve spoken to him before about what he’s feeding them and the fact that they’re very hyperactive at
home and enclosed, there’s lots of energy going on there, because there are lots of sugary drinks that they’re shoving
down their, down their throats, and basically it’s making his life more stressful probably and difficult.”
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“…you could break them [action plan targets] down into more specific ones…”
“…little steps then, and showing them that this is, it’s much better doing it like this, they see that, and then moving on to
the next little step, but it’s very, very long term and quite, can be quite intensive…”
“I think it’s giving them things to sort of contemplate, you know, um, I think as I said, I think that this sort of thing is a
long-term issue, that I think that doing it for six months is too short, and we knew it was going to be too short, I think
that if you’re looking at it from the long-term perspective then it certainly can be better in the long-term, for certain
families…”
Interview with Dad “…the project has helped me a great deal, they’ve, they’ve given me very good advice…”
“…not just [FA] but everyone… they’ve [the team] all done, they’ve all done, even the smallest thing they’ve done
something that I would never have thought that they would have done…”
“I would like to sort of get their help again, um, because I do generally think they’ve been fantastic and, you know, I am
not, I’ve never had this sort of experience before where somebody’s actually helped me and it’s not taken weeks or
months to sort out… but obviously if it’s to stop then, then obviously I can’t, but apart from the debt there’s nothing else
that I don’t think I need help…”
Summary: The father clearly feels he has achieved a considerable amount through the project and feels very positive about it. Although he has expressed
some confidence in dealing with issues in general he has ongoing concerns eg about the debt and would clearly welcome some continuing support. Similarly
the family coach expresses concerns over newly emergent issues – such as the children’s diet – and the need for continuing support in setting and achieving
targets.
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A5 COST BENEFIT TOOLS
A.5.1. Family Savings
Calculator
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A.5.2. Cost Pivot Table
(from Agency Contact Data Spreadsheet v14 15.9.11)
Sum of Cost
Month Family Name Total Month Family Name Total
Mar-10 Family 13 620.56 Aug-10 Family 13 560
Family 7 1757.14 Family 7 2182.94
Family 9 2664.59 Family 9 2659.32
Family A 893.37 Family A 5691.61
Family B 2338 Family B 2044.72
Family C 3704.09 Family C 1474.49
Family D 477.61 Family D 1136.18
Family E 497.6 Family E 819.47
01/03/2010 Total 12952.96 01/08/2010 Total 16568.73
Apr-10 Family 13 589 Sep-10 Family 13 451.6
Family 7 13385.14 Family 7 4557.53
Family 9 769.96 Family 9 1418.54
Family A 2291.22 Family A 5248.71
Family B 2245.5 Family B 4648.19
Family C 1693 Family C 5322.63
Family D 475.51 Family D 1420
Family E 400 Family E 1706.33
01/04/2010 Total 21849.33 01/09/2010 Total 24773.53
May-10 Family 13 845.37 Oct-10 Family 13 861.95
Family 7 2586.47 Family 7 3414.77
Family 9 1703.11 Family 9 1556.68
Family A 5354.54 Family A 5636.71
Family B 3271.5 Family B 5010.76
Family C 3531.76 Family C 4249.73
Family D 543.58 Family D 407.5
Family E 1443.9 Family E 620.13
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01/05/2010 Total 19280.23 01/10/2010 Total 21758.23
Jun-10 Family 13 638.53 Nov-10 Family 13 515.96
Family 7 3512 Family 7 1541.71
Family 9 712.39 Family 9 1752.32
Family A 6090.05 Family A 6450.84
Family B 5148.5 Family B 4276.57
Family C 3571.58 Family C 3957.99
Family D 1920.57 Family D 1768.15
Family E 1611.03 Family E 902
01/06/2010 Total 23204.65 01/11/2010 Total 21165.54
Jul-10 Family 13 884.92 Dec-10 Family 13 327.82
Family 7 3220.74 Family 7 1229.95
Family 9 1133.29 Family 9 889.64
Family A 5753.11 Family A 5696.38
Family B 3808 Family B 4973.15
Family C 2906.16 Family C 3460.04
Family D 1990.39 Family D 522.38
Family E 1059.38 Family E 649.18
01/07/2010 Total 20755.99 01/12/2010Total 17748.54
Sum of cost
Continued
Month Family Name Total Month Family Name Total
Jan-11 Family 13 325.96 May-11 Family 13 2281.93
Family 7 1325.83 Family 7 1478.46
Family 9 1357.18 Family 9 588.43
Family A 5786.86 Family A 897.33
Family B 5191.74 Family B 4720.75
Family C 4433.77 Family C 3350.44
Family D 1115 Family D 2211.29
Family E 618.51 Family E 278.3
136
01/01/2011 Total 20154.85 01/05/2011 Total 15806.93
Feb-11 Family 13 1272.26 Jun-11 Family 13 2305.49
Family 7 1905.1 Family 7 1207.07
Family 9 1177.67 Family 9 1080.89
Family A 5170.7 Family A 418.36
Family B 4901.82 Family B 5063.97
Family C 2829.93 Family C 3258.04
Family D 487.22 Family D 2727.82
Family E 695.49 Family E 2996.53
01/02/2011 Total 18440.19 01/06/2011 Total 19058.17
Mar-11 Family 13 552.55 Jul-11 Family 13 3501.23
Family 7 1432.3 Family 7 625
Family 9 1675.95 Family 9 827
Family A 5720.78 Family A 872.02
Family B 4469.89 Family B 3700.07
Family C 3935.76 Family C 2594.13
Family D 1771.97 Family D 1599.3
Family E 1200.69 Family E 483.6
01/03/2011 Total 20759.89 01/07/2011 Total 14202.35
Apr-11 Family 13 383.3 Aug-11 Family 13 1119.51
Family 7 1072.66 Family 7 913.12
Family 9 722.59 Family 9 343.57
Family A 674.61 Family A 244.66
Family B 2965.6 Family B 1359.25
Family C 1848.46 Family D 150
Family D 781.29
Family E 1331.33
01/04/2011 Total 9779.84 01/08/2011 Total 4130.11
Grand
Total 322390.06
137
A.5.3. Final Cost / Contact Data
Family
Name Contact Agency Month Contacts Hours Cost Comments
Family 13 Police Mar-10 1 0.5 £20.00
Family 13 Children's Centre Mar-10 2 5 £100.00
Family 13 Homes in Sedgemoor Mar-10 5 3 £45.00
Family 13 Nursery Vouchers Mar-10 20 60 £240.00
Family 13 CSC Mar-10 8 2 £95.56
Family 13 Children's Centre Mar-10 4 8 £120.00
Family 13 Police Apr-10 1 0.5 £20.00
Family 13 Children's Centre Apr-10 2 5 £100.00
Family 13 Highbridge Medical Centre Apr-10 1 0.08 £14.00
Family 13 Homes in Sedgemoor Apr-10 1 1 £45.00
Family 13 Nursery Vouchers Apr-10 20 60 £240.00
Family 13 Children's Centre Apr-10 4 8 £120.00
Family 13 Health Visitors Apr-10 2 2 £50.00
Family 13 Children's Centre May-10 2 5 £100.00
Family 13 Homes in Sedgemoor May-10 7 6.16 £385.37 4 repairs
Family 13 Nursery Vouchers May-10 20 60 £240.00
Family 13 Children's Centre May-10 4 8 £120.00
Family 13 Children's Centre Jun-10 2 5 £100.00
Family 13 CAB Jun-10 2 3 £120.00
Family 13 Highbridge Medical Centre Jun-10 2 0.24 £24.00
Family 13 Homes in Sedgemoor Jun-10 2 2 £104.53
Family 13 Nursery Vouchers Jun-10 20 60 £240.00
Family 13 Health Visitors Jun-10 1 2 £50.00
Family 13 Police Jul-10 3 9 £360.00
Family 13 Children's Centre Jul-10 2 5 £100.00
Family 13 Floating Housing Support Jul-10 1 1.5 £60.00 Home visit
Family 13 Highbridge Medical Centre Jul-10 3 0.5 £30.00
Family 13 Homes in Sedgemoor Jul-10 1 1 £45.00
Family 13 Nursery Vouchers Jul-10 20 60 £240.00
Family 13 CSC Jul-10 4 1.2 £49.92
Family 13 Children's Centre Aug-10 2 5 £100.00
Family 13 Floating Housing Support Aug-10 14 1.5 £60.00 10 emails, phone calls, letters
Family 13 Highbridge Medical Centre Aug-10 1 0.16 £10.00
138
Family 13 Nursery Vouchers Aug-10 20 60 £240.00
Family 13 Health Visitors Aug-10 4 6 £150.00
Family 13 Children's Centre Sep-10 2 5 £100.00
Family 13 Floating Housing Support Sep-10 6 2.24 £53.30
Family 13 Highbridge Medical Centre Sep-10 3 0.24 £41.30
Family 13 Nursery Vouchers Sep-10 20 60 £240.00
Family 13 Sedgemoor District Council Sep-10 1 0.3 £17.00 Letter from Social Services
Family 13 Children's Centre Oct-10 2 5 £100.00
Family 13 Floating Housing Support Oct-10 2 2 £80.00
Family 13 Homes in Sedgemoor Oct-10 2 3 £345.00 2 Repairs
Family 13 Nursery Vouchers Oct-10 20 60 £240.00
Family 13 Sedgemoor District Council Oct-10 5 1.3 £46.95 web message, phone call, interview
Family 13 Health Visitors Oct-10 4 2 £50.00
Family 13 Floating Housing Support Nov-10 33 3.24 £146.66 Text messages, visit, phone call
Family 13 Highbridge Medical Centre Nov-10 2 0.33 £55.30
Family 13 Homes in Sedgemoor Nov-10 2 1 £15.00
Family 13 Nursery Vouchers Nov-10 20 60 £240.00
Family 13 Sedgemoor District Council Nov-10 6 1 £34.00 web message
Family 13 Health Visitors Nov-10 1 1 £25.00
Family 13 Floating Housing Support Dec-10 1 0.16 £6.66 Telephone call
Family 13 Highbridge Medical Centre Dec-10 2 0.24 £28.00
Family 13 Homes in Sedgemoor Dec-10 2 1.5 £22.50
Family 13 Nursery Vouchers Dec-10 20 60 £240.00
Family 13 Sedgemoor District Council Dec-10 1 0.16 £5.66 web message
Family 13 Health Visitors Dec-10 1 1 £25.00
Family 13 Highbridge Medical Centre Jan-11 3 0.33 £55.30
Family 13 Nursery Vouchers Jan-11 20 60 £240.00
Family 13 Sedgemoor District Council Jan-11 1 0.16 £5.66 web message
Family 13 Health Visitors Jan-11 1 1 £25.00
Family 13 Police Feb-11 28 14 £560.00
Family 13 Floating Housing Support Feb-11 1 0.16 £6.66
Family 13 Highbridge Medical Centre Feb-11 4 0.41 £69.30
Family 13 Homes in Sedgemoor Feb-11 8 9 £335.00
Family 13 Nursery Vouchers Feb-11 20 60 £240.00
Family 13 Sedgemoor District Council Feb-11 2 0.3 £11.30 web message
Family 13 Health Visitors Feb-11 1 2 £50.00
Family 13 CAB Mar-11 3 0.66 £75.00
139
Family 13 Highbridge Medical Centre Mar-11 3 0.33 £55.30
Family 13 Homes in Sedgemoor Mar-11 7 5 £157.25 3 repairs
Family 13 Nursery Vouchers Mar-11 20 60 £240.00
Family 13 Health Visitors Mar-11 1 1 £25.00
Family 13 Homes in Sedgemoor Apr-11 4 3 £118.30 1 repair
Family 13 Nursery Vouchers Apr-11 20 60 £240.00
Family 13 Health Visitors Apr-11 1 1 £25.00
Family 13 CAB May-11 1 0.08 £5.00 5 minutes
Family 13 Homes in Sedgemoor May-11 3 2 £60.00
Family 13 JCP May-11 1 1 £16.81
Family 13 Nursery Vouchers May-11 20 60 £240.00
Family 13 CSC May-11 51 58.1 £1,565.12
Family 13 Children's Centre May-11 1 3 £45.00
Family 13 Health Visitors May-11 7 14 £350.00
Family 13 Highbridge Medical Centre Jun-11 2 0.3 £37.30
Family 13 Nursery Vouchers Jun-11 20 60 £240.00
Family 13 Police Jun-11 1 2 £80.00
Family 13 CSC Jun-11 52 59.15 £1,568.19
Family 13 Children's Centre Jun-11 4 12 £180.00
Family 13 Health Visitors Jun-11 5 8 £200.00
Family 13 Nursery Vouchers Jul-11 20 60 £240.00
Family 13 CAB Jul-11 3 1.192 £72.00
Family 13 CSC Jul-11 40 51.1 £1,339.23
Family 13 Police Jul-11 5 35 £1,400.00
Family 13 Health Visitors Jul-11 6 8 £225.00
Family 13 Children's Centre Jul-11 4 15 £225.00
Family 13 CAB Aug-11 2 0.19 £12.00
Family 13 Highbridge Medical Centre Aug-11 3 0.5 £47.30
Family 13 CSC Aug-11 35 29.24 £786.21
Family 13 Police Aug-11 1 2.5 £100.00
Family 13 Health Visitors Aug-11 2 2 £50.00
Family 13 Children's Centre Aug-11 1 4 £60.00
Family 13 JCP Aug-11 4 £64.00
Family 7 Health Service Mar-10 48 24 £424.00
Family 7 Police Mar-10 6 21.25 £850.00
Family 7 Turning Point Mar-10 6 1.5 £87.50
Family 7 Highbridge Medical Centre Mar-10 6 0.75 £89.30
140
Family 7 CSC Mar-10 6 10 £281.34
Family 7 Health Visitors Mar-10 1 1 £25.00
Family 7 Health Service Apr-10 48 24 £424.00
Family 7 Nursery Vouchers Apr-10 20 60 £240.00
Family 7 Police Apr-10 10 70.5 £2,820.00
Family 7 Police Apr-10 1 8 £9,000.00 Forensic Testing - £3000 per item
Family 7 Hospitals Apr-10 2 £216.00
Family 7 CSC Apr-10 6 3.2 £135.14
Family 7 Health Visitors Apr-10 2 2 £50.00
Family 7 Courts Apr-10 1 £500.00
Family 7 Health Service May-10 48 24 £424.00
Family 7 Nursery Vouchers May-10 20 60 £240.00
Family 7 Police May-10 3 27.5 £1,110.00
Family 7 Probation May-10 3 2 £39.92
Family 7 Turning Point May-10 3 2 £63.00
Family 7 CSC May-10 10 26.3 £684.55
Family 7 Health Visitors May-10 1 1 £25.00
Family 7 Health Service Jun-10 48 24 £424.00
Family 7 Nursery Vouchers Jun-10 20 60 £240.00
Family 7 Police Jun-10 4 34 £1,360.00
Family 7 Probation Jun-10 4 3 £59.88
Family 7 Turning Point Jun-10 8 6.33 £285.00
Family 7 Highbridge Medical Centre Jun-10 1 0.16 £27.30
Family 7 CSC Jun-10 1 0.15 £15.82
Family 7 Health Visitors Jun-10 2 4 £100.00
Family 7 Courts Jun-10 2 £1,000.00
Family 7 Health Service Jul-10 48 24 £424.00
Family 7 Nursery Vouchers Jul-10 20 60 £240.00
Family 7 Police Jul-10 5 52.25 £2,090.00
Family 7 Probation Jul-10 3 3 £59.88
Family 7 Turning Point Jul-10 7 6.25 £200.00
Family 7 Highbridge Medical Centre Jul-10 4 0.58 £61.30
Family 7 CSC Jul-10 5 2 £95.56
Family 7 Health Visitors Jul-10 2 2 £50.00
Family 7 Health Service Aug-10 48 24 £424.00
Family 7 Nursery Vouchers Aug-10 20 60 £240.00
Family 7 Police Aug-10 1 18.75 £740.00
141
Family 7 Probation Aug-10 4 3 £59.88
Family 7 Turning Point Aug-10 1 1.5 £45.00
Family 7 Highbridge Medical Centre Aug-10 3 0.24 £42.00
Family 7 CSC Aug-10 9 2.15 £132.06
Family 7 Courts Aug-10 1 £500.00
Family 7 Health Service Sep-10 48 24 £424.00
Family 7 Nursery Vouchers Sep-10 20 60 £240.00
Family 7 Police Sep-10 2 38.75 £1,550.00
Family 7 Probation Sep-10 4 3 £59.88
Family 7 Turning Point Sep-10 2 1.7 £47.50
Family 7 Highbridge Medical Centre Sep-10 1 0.16 £27.30
Family 7 CSC Sep-10 11 3 £158.85
Family 7 Health Visitors Sep-10 4 2 £50.00
Family 7 Courts Sep-10 4 £2,000.00
Family 7 Health Service Oct-10 48 24 £424.00
Family 7 Nursery Vouchers Oct-10 20 60 £240.00
Family 7 Police Oct-10 1 18.75 £740.00
Family 7 Police Oct-10 1
Family 7 Probation Oct-10 3 2 £39.92
Family 7 Turning Point Oct-10 42 28 £1,188.00
Family 7 Highbridge Medical Centre Oct-10 2 0.24 £24.00
Family 7 CSC Oct-10 11 3 £158.85
Family 7 Health Visitors Oct-10 2 4 £100.00
Family 7 Courts Oct-10 1 £500.00
Family 7 Health Service Nov-10 48 24 £424.00
Family 7 Knightstone Housing Nov-10 2 4 £40.00
Family 7 Nursery Vouchers Nov-10 20 60 £240.00
Family 7 Police Nov-10 1 2.5 £100.00
Family 7 Probation Nov-10 4 3 £59.88
Family 7 CSC Nov-10 7 3 £127.83
Family 7 Health Visitors Nov-10 1 2 £50.00
Family 7 Courts Nov-10 1 £500.00
Family 7 Health Service Dec-10 48 24 £424.00
Family 7 Nursery Vouchers Dec-10 20 60 £240.00
Family 7 Police Dec-10 1 1 £40.00
Family 7 Probation Dec-10 3 2 £39.92
Family 7 Turning Point Dec-10 8 4.8 £180.00
142
Family 7 Highbridge Medical Centre Dec-10 3 0.41 £68.60
Family 7 CSC Dec-10 12 4.3 £212.43
Family 7 Health Visitors Dec-10 1 1 £25.00
Family 7 Health Service Jan-11 48 24 £424.00
Family 7 Nursery Vouchers Jan-11 20 60 £240.00
Family 7 Probation Jan-11 4 3 £59.88
Family 7 Turning Point Jan-11 20 10.4 £385.00
Family 7 Highbridge Medical Centre Jan-11 4 0.5 £65.30
Family 7 CSC Jan-11 2 0.3 £31.65
Family 7 Children's Centre Jan-11 4 8 £120.00
Family 7 Children's Centre Feb-11 6 15 £300.00
Family 7 Health Service Feb-11 48 24 £424.00
Family 7 Nursery Vouchers Feb-11 20 60 £240.00
Family 7 Police Feb-11 1 1 £40.00
Family 7 Probation Feb-11 4 3 £59.88
Family 7 Turning Point Feb-11 13 13.25 £440.00
Family 7 Highbridge Medical Centre Feb-11 3 0.41 £55.30
Family 7 CSC Feb-11 9 4.15 £175.92
Family 7 Children's Centre Feb-11 4 8 £120.00
Family 7 Health Visitors Feb-11 1 2 £50.00
Family 7 Health Service Mar-11 48 24 £424.00
Family 7 Nursery Vouchers Mar-11 20 60 £240.00
Family 7 Probation Mar-11 4 3 £59.88
Family 7 Turning Point Mar-11 15 12 £373.00
Family 7 Highbridge Medical Centre Mar-11 3 0.41 £55.30
Family 7 CSC Mar-11 10 6.15 £230.12
Family 7 Health Visitors Mar-11 1 1 £50.00
Family 7 Health Service Apr-11 48 24 £424.00
Family 7 Nursery Vouchers Apr-11 20 60 £240.00
Family 7 Probation Apr-11 4 3 £59.88
Family 7 Turning Point Apr-11 4 4 £143.00
Family 7 CSC Apr-11 9 4 £180.78
Family 7 Health Visitors Apr-11 1 1 £25.00
Family 7 Health Service May-11 48 24 £424.00
Family 7 Nursery Vouchers May-11 20 60 £240.00
Family 7 Probation May-11 5 2 £39.92
Family 7 Sedgemoor District Council May-11 1 0.5 £17.00 Letter from Social Worker
143
Family 7 CSC May-11 21 22.5 £707.54
Family 7 Health Visitors May-11 1 1 £50.00
Family 7 Nursery Vouchers Jun-11 20 60 £240.00
Family 7 Police Jun-11 1 3 £120.00
Family 7 Turning Point Jun-11 19 14.75 £572.50
Family 7 Sedgemoor District Council Jun-11 1 1 £34.00 Wanted application to be reviewed
Family 7 CSC Jun-11 6 4.3 £160.73
Family 7 Probation Jun-11 3 4 £79.84
Family 7 Nursery Vouchers Jul-11 20 60 £240.00
Family 7 Highbridge Medical Centre Jul-11 1 0.16 £10.00
Family 7 Turning Point Jul-11 15 5.33 £150.00
Family 7 Children's Centre Jul-11 4 15 £225.00
Family 7 Highbridge Medical Centre Aug-11 3 0.24 £42.00
Family 7 Turning Point Aug-11 13 11.33 £325.00
Family 7 CSC Aug-11 17 11.75 £423.12
Family 7 Probation Aug-11 1 1 £75.00
Family 7 JCP Aug-11 3 £48.00
Family 9 Highbridge Medical Centre Mar-10 3 0.41 £38.00
Family 9 Homes in Sedgemoor Mar-10 2 1.5 £22.50
Family 9 JCP Mar-10 1 0.25 £4.20
Family 9 PFSA Mar-10 4 4 £100.00
Family 9 Police Mar-10 1 1 £40.00
Family 9 CSC Mar-10 37 58.05 £1,459.89
Family 9 Courts Mar-10 2 £1,000.00
Family 9 Homes in Sedgemoor Apr-10 3 1.5 £22.50
Family 9 JCP Apr-10 1 0.25 £4.20
Family 9 PFSA Apr-10 4 4 £100.00
Family 9 Police Apr-10 2 5.5 £220.00
Family 9 CSC Apr-10 14 16 £423.26
Family 9 Homes in Sedgemoor May-10 1 0.5 £7.50
Family 9 JCP May-10 1 0.25 £4.20
Family 9 PFSA May-10 4 4 £100.00
Family 9 Police May-10 5 15 £600.00
Family 9 CSC May-10 25 16.45 £491.41
Family 9 Courts May-10 1 £500.00
Family 9 Homes in Sedgemoor Jun-10 7 3.5 £25.50
Family 9 JCP Jun-10 1 0.25 £4.20
144
Family 9 PFSA Jun-10 4 4 £100.00
Family 9 Police Jun-10 1 3.5 £140.00
Family 9 CSC Jun-10 30 15 £442.69
Family 9 Floating Housing Support Jul-10 1 1.5 £60.00
Family 9 Highbridge Medical Centre Jul-10 2 0.33 £20.00
Family 9 Homes in Sedgemoor Jul-10 2 1 £15.00
Family 9 JCP Jul-10 5 2 £33.62 Reminder & missed Appointment
Family 9 PFSA Jul-10 4 4 £100.00
Family 9 Police Jul-10 2 7.5 £300.00
Family 9 CSC Jul-10 32 20.3 £604.67
Family 9 Floating Housing Support Aug-10 5 3.24 £130.00
Family 9 Floating Housing Support Aug-10 5 3.5 £140.00
Family 9 Homes in Sedgemoor Aug-10 9 5 £120.78 1 repair
Family 9 JCP Aug-10 5 2 £33.62 Reminder & missed Appointment
Family 9 PFSA Aug-10 4 4 £100.00
Family 9 Police Aug-10 2 20 £800.00
Family 9 CSC Aug-10 18 11.3 £334.92
Family 9 Courts Aug-10 2 £1,000.00
Family 9 Highbridge Medical Centre Sep-10 1 0.16 £27.30
Family 9 Homes in Sedgemoor Sep-10 6 3.5 £52.75
Family 9 JCP Sep-10 3 2.25 £37.82 Crisis loan & reminder
Family 9 PFSA Sep-10 4 4 £100.00
Family 9 Police Sep-10 1 14 £560.00
Family 9 CSC Sep-10 6 5 £140.67
Family 9 Courts Sep-10 1 £500.00
Family 9 Floating Housing Support Oct-10 3 1.5 £60.00
Family 9 Homes in Sedgemoor Oct-10 2 3 £345.00 2 repairs
Family 9 JCP Oct-10 2 1.25 £21.01 Social fund loan & reminder
Family 9 PFSA Oct-10 4 4 £100.00
Family 9 Police Oct-10 1 6 £240.00
Family 9 YOT Oct-10 6 6 £150.00
Family 9 CSC Oct-10 6 5 £140.67
Family 9 Courts Oct-10 1 £500.00
Family 9 CAB Nov-10 1 0.75 £45.00
Family 9 Floating Housing Support Nov-10 1 1.5 £60.00
Family 9 Homes in Sedgemoor Nov-10 3 3 £45.00
Family 9 JCP Nov-10 2 1.25 £21.01
145
Family 9 PFSA Nov-10 4 4 £100.00
Family 9 YOT Nov-10 6 6 £150.00
Family 9 CSC Nov-10 9 12.45 £331.31
Family 9 Courts Nov-10 2 £1,000.00
Family 9 Homes in Sedgemoor Dec-10 1 1 £37.95
Family 9 JCP Dec-10 1 0.25 £4.20
Family 9 PFSA Dec-10 4 4 £100.00
Family 9 Police Dec-10 1 8 £320.00
Family 9 CSC Dec-10 21 15.15 £427.49
Family 9 Floating Housing Support Jan-11 2 3 £120.00
Family 9 Floating Housing Support Jan-11 1 1.5 £60.00
Family 9 JCP Jan-11 1 0.25 £4.20
Family 9 PFSA Jan-11 4 4 £100.00
Family 9 Police Jan-11 2 3.5 £140.00
Family 9 CSC Jan-11 20 15.3 £432.98
Family 9 Courts Jan-11 1 £500.00
Family 9 Floating Housing Support Feb-11 1 1 £40.00
Family 9 Homes in Sedgemoor Feb-11 4 2 £30.00
Family 9 JCP Feb-11 1 0.25 £4.20
Family 9 PFSA Feb-11 4 4 £100.00
Family 9 Police Feb-11 4 15.5 £620.00
Family 9 CSC Feb-11 20 8.3 £279.47
Family 9 Hospitals Feb-11 2 £104.00
Family 9 Floating Housing Support Mar-11 2 1.16 £46.66
Family 9 Highbridge Medical Centre Mar-11 1 5 £14.00
Family 9 JCP Mar-11 1 0.25 £4.20
Family 9 PFSA Mar-11 4 4 £100.00
Family 9 Police Mar-11 2 7.5 £300.00 Theft & Court Fees
Family 9 CSC Mar-11 21 19 £551.09
Family 9 Hospitals Mar-11 2 £160.00
Family 9 Courts Mar-11 1 £500.00
Family 9 Floating Housing Support Apr-11 2 1.16 £46.66
Family 9 Homes in Sedgemoor Apr-11 1 1 £56.51
Family 9 JCP Apr-11 1 0.25 £4.20
Family 9 PFSA Apr-11 4 4 £100.00
Family 9 Police Apr-11 1 3 £120.00 Family in emaccom.
Family 9 CSC Apr-11 22 14.15 £395.22
146
Family 9 Floating Housing Support May-11 1 0.16 £6.66 Letter to end involvement
Family 9 Highbridge Medical Centre May-11 2 0.33 £54.60
ESA interview, reminder, Crisis
Family 9 JCP May-11 3 3 £50.43 loan
Family 9 PFSA May-11 4 4 £100.00
Family 9 Police May-11 1 1 £40.00 S. 27 - Child 1
Family 9 CSC May-11 24 9.3 £311.74
Family 9 Health Visitors May-11 1 1 £25.00 School nurse
Family 9 CAB Jun-11 1 0.75 £45.00
Family 9 Highbridge Medical Centre Jun-11 2 0.3 £37.30
Family 9 Highbridge Medical Centre Jun-11 2 0.33 £37.30
Family 9 JCP Jun-11 1 0.25 £4.20
Family 9 PFSA Jun-11 4 4 £100.00
Family 9 CSC Jun-11 29 28.3 £749.09
Family 9 Hospitals Jun-11 1 £108.00
Family 9 CAB Jul-11 2 0.192 £12.00
Family 9 PFSA Jul-11 4 4 £100.00
Family 9 Police Jul-11 1 5 £200.00
Family 9 Highbridge Medical Centre Jul-11 1 0.24 £15.00
Family 9 Courts Jul-11 1 £500.00
Family 9 Highbridge Medical Centre Aug-11 3 0.41 £68.60
Family 9 CSC Aug-11 4 4.5 £119.37
Family 9 CAB Aug-11 6 1.58 £89.00
Family 9 Police Aug-11 3 1.6 £66.60
Family A Highbridge Medical Centre Mar-10 7 1.08 £91.30
Family A CSC Mar-10 44 26.45 £752.07
Family A Health Visitors Mar-10 2 4 £50.00
Family A Nursery Vouchers Apr-10 40 120 £480.00
Family A CSC Apr-10 55 56 £1,445.22
Family A Hospitals Apr-10 5 £316.00
Family A Health Visitors Apr-10 1 2 £50.00
Family A Police May-10 1 36 £1,400.00
Family A Nursery Vouchers May-10 40 120 £480.00
Family A Highbridge Medical Centre May-10 1 0.08 £14.00
Family A CSC May-10 75 80.4 £3,258.54
Family A Hospitals May-10 1 £52.00
Family A Health Visitors May-10 3 6 £150.00
147
Family A Police Jun-10 1 2 £80.00
Family A Nursery Vouchers Jun-10 40 120 £480.00
Family A Highbridge Medical Centre Jun-10 1 0.24 £27.30
Family A CSC Jun-10 47 31.15 £5,350.75
Family A Hospitals Jun-10 1 £52.00
Family A Health Visitors Jun-10 2 4 £100.00
Family A Police Jul-10 2 9 £360.00
Family A Nursery Vouchers Jul-10 40 120 £480.00
Family A CSC Jul-10 13 8.3 £4,888.11
Family A Health Visitors Jul-10 2 4 £25.00
Family A Nursery Vouchers Aug-10 40 120 £480.00
Family A CSC Aug-10 15 20.3 £5,161.61
Family A Health Visitors Aug-10 2 4 £50.00
Family A Nursery Vouchers Sep-10 40 120 £480.00
Family A CSC Sep-10 6 6.45 £4,668.71
Family A Health Visitors Sep-10 2 4 £100.00
Family A Police Oct-10 1 3.5 £140.00
Family A Nursery Vouchers Oct-10 40 120 £480.00
Family A CSC Oct-10 6 6.45 £4,668.71
Family A Hospitals Oct-10 1 £203.00
Family A Children's Centre Oct-10 2 3 £45.00
Family A Health Visitors Oct-10 2 4 £100.00
Family A Nursery Vouchers Nov-10 40 120 £480.00
Family A Highbridge Medical Centre Nov-10 3 0.41 £34.00
Family A CSC Nov-10 48 44.15 £5,635.84
Family A Hospitals Nov-10 3 £156.00
Family A Children's Centre Nov-10 2 3 £45.00
Family A Health Visitors Nov-10 2 4 £100.00
Family A Nursery Vouchers Dec-10 40 120 £480.00
Family A Highbridge Medical Centre Dec-10 4 0.75 £71.30
Family A CSC Dec-10 21 14 £5,050.08
Family A Children's Centre Dec-10 2 3 £45.00
Family A Health Visitors Dec-10 1 2 £50.00
Family A Nursery Vouchers Jan-11 40 120 £480.00
Family A Highbridge Medical Centre Jan-11 2 0.24 £41.30
Family A CSC Jan-11 27 14.15 £5,055.56
Family A Hospitals Jan-11 2 £160.00
148
Family A Health Visitors Jan-11 1 2 £50.00
Family A Nursery Vouchers Feb-11 40 120 £480.00
Family A Highbridge Medical Centre Feb-11 6 0.9 £133.20
Family A CSC Feb-11 20 10.15 £4,507.50
Family A Health Visitors Feb-11 1 2 £50.00
Family A Nursery Vouchers Mar-11 40 120 £480.00
Family A CSC Mar-11 33 25.45 £5,188.78
Family A Hospitals Mar-11 1 £52.00
Family A Hospitals Apr-11 1 £52.00
Family A Police Apr-11 1 2.5 £100.00
Family A Nursery Vouchers Apr-11 40 120 £480.00
Family A CSC Apr-11 4 1 £42.61
Family A JCP May-11 1 1 £16.81
Family A Nursery Vouchers May-11 40 120 £480.00
Family A Highbridge Medical Centre May-11 5 0.41 £70.00
Family A CSC May-11 20 7.3 £226.52
Family A Hospitals May-11 2 £104.00
Family A Homes in Sedgemoor Jun-11 2 1.5 £18.00
Family A Highbridge Medical Centre Jun-11 1 0.6 £10.00 Nurse app
Family A CSC Jun-11 9 2.15 £80.36
Family A Hospitals Jun-11 5 £260.00
Family A Health Visitors Jun-11 1 2 £50.00
Family A CAB Jul-11 3 0.55 £92.00
Family A CSC Jul-11 9 2.15 £70.02
Family A Highbridge Medical Centre Jul-11 2 0.16 £28.00
Family A Homes in Sedgemoor Jul-11 2 1 £24.00
Family A Hospitals Jul-11 1 £108.00
Family A Health Visitors Jul-11 1 2 £50.00
Family A Courts Jul-11 1 £500.00
Family A Homes in Sedgemoor Aug-11 1 2 £24.00
Family A CAB Aug-11 1 0.05 £5.00
Family A CSC Aug-11 4 1.75 £59.06
Family A Police Aug-11 2 2.66 £106.60
Family A Health Visitors Aug-11 1 2 £50.00
Family B Highbridge Medical Centre Mar-10 3 0.33 £38.00
Family B SCC Mar-10 46 46 £2,300.00 School transport
Family B Pupil Referral Unit Apr-10 10 60 £1,222.00 Cost Avoidance tool
149
Family B SCC Apr-10 20 20 £1,000.00 School transport
Family B Shal Housing Apr-10 1 1 £23.50
Family B CAB May-10 1 0.58 £35.00
Family B Highbridge Medical Centre May-10 3 0.58 £44.00
Family B Pupil Referral Unit May-10 19 114 £1,222.00 Cost Avoidance tool
Family B SCC May-10 38 38 £1,900.00 School transport
Family B Shal Housing May-10 3 3 £70.50
Family B CAB Jun-10 1 0.6 £36.00
Family B Police Jun-10 6 80.5 £820.00
Family B Pupil Referral Unit Jun-10 18 108 £1,222.00 Cost Avoidance tool
Family B SCC Jun-10 36 36 £1,800.00 School transport
Family B Shal Housing Jun-10 3 3 £70.50
Family B Hospitals Jun-10 1 £200.00
Family B Courts Jun-10 2 £1,000.00
Family B CAB Jul-10 2 0.6 £36.00
Family B Highbridge Medical Centre Jul-10 1 0.16 £10.00
Family B Police Jul-10 2 8.5 £340.00
Family B Pupil Referral Unit Jul-10 17 102 £1,222.00 Cost Avoidance tool
Family B SCC Jul-10 34 34 £1,700.00 School transport
Family B Courts Jul-10 1 £500.00
Family B Highbridge Medical Centre Aug-10 1 0.16 £10.00
Family B Police Aug-10 9 33.5 £1,340.00
Family B Shal Housing Aug-10 2 3 £115.15
Family B CAB Aug-10 2 0.19 £12.00
Family B CSC Aug-10 3 1.4 £67.57
Family B Courts Aug-10 1 £500.00
Family B CAB Sep-10 3 0.58 £35.00
Family B Police Sep-10 3 11.5 £460.00
Family B Pupil Referral Unit Sep-10 22 132 £1,222.00 Cost Avoidance tool
Family B SCC Sep-10 44 44 £2,200.00 School transport
Family B Sedgemoor District Council Sep-10 1 0.75 £29.99 Interview
Family B Shal Housing Sep-10 2 3 £99.50
Family B CSC Sep-10 22 15.2 £501.70
Family B Health Visitors Sep-10 2 4 £100.00
Family B CAB Oct-10 1 0.09 £6.00 6 mins
Family B Highbridge Medical Centre Oct-10 2 0.33 £20.00
Family B Police Oct-10 10 24.5 £980.00
150
Family B Pupil Referral Unit Oct-10 16 96 £1,222.00 Cost Avoidance tool
Family B SCC Oct-10 32 32 £1,600.00 School transport
Family B Sedgemoor District Council Oct-10 1 0.16 £5.66 Telephone call
Family B YMCA Oct-10 15 41 £550.40
Family B CSC Oct-10 22 15.2 £501.70
Family B Health Visitors Oct-10 4 5 £125.00
Family B Highbridge Medical Centre Nov-10 8 1.16 £122.60
Family B Police Nov-10 1 1 £40.00
Family B Pupil Referral Unit Nov-10 22 132 £1,222.00 Cost Avoidance tool
Family B SCC Nov-10 44 44 £2,200.00 School transport
Family B Sedgemoor District Council Nov-10 2 0.3 £11.30 x 2 web messages
Family B Shal Housing Nov-10 3 3 £70.00
Family B CSC Nov-10 20 11.1 £420.67
Family B Children's Centre Nov-10 1 1 £15.00
Family B Health Visitors Nov-10 4 7 £175.00
Family B Highbridge Medical Centre Dec-10 11 1.33 £187.20
Family B Police Dec-10 5 30.5 £1,220.00
Family B Pupil Referral Unit Dec-10 13 78 £1,222.00 Cost Avoidance tool
Family B SCC Dec-10 26 26 £1,300.00 School transport
Family B CSC Dec-10 34 19.25 £642.95
Family B Children's Centre Dec-10 1 1 £15.00
Family B Hospitals Dec-10 2 £311.00
Family B Health Visitors Dec-10 3 3 £75.00
Family B Highbridge Medical Centre Jan-11 9 1.33 £229.10
Family B Police Jan-11 2 14 £560.00
Family B Pupil Referral Unit Jan-11 20 120 £1,222.00 Cost Avoidance tool
Family B SCC Jan-11 40 40 £2,000.00 School transport
Family B Sedgemoor District Council Jan-11 1 0.3 £11.30 Change of address
Family B Shal Housing Jan-11 2 2 £47.00
Family B CSC Jan-11 34 31.2 £997.34
Family B Health Visitors Jan-11 3 5 £125.00
Family B CAB Feb-11 3 0.75 £45.00
Family B Children's Centre Feb-11 3 3 £180.00
Family B Highbridge Medical Centre Feb-11 9 1.24 £205.80
Family B Police Feb-11 3 5 £200.00
Family B Pupil Referral Unit Feb-11 14 84 £1,222.00 Cost Avoidance tool
Family B SCC Feb-11 28 28 £1,400.00 School transport
151
Family B Shal Housing Feb-11 3 5 £211.59
Family B CSC Feb-11 24 24.3 £754.43
Family B Hospitals Feb-11 1 £108.00
Family B Health Visitors Feb-11 3 1.5 £75.00
Family B Courts Feb-11 1 £500.00
Family B CAB Mar-11 1 0.79 £50.00 50 mins
Family B Highbridge Medical Centre Mar-11 3 0.33 £55.30
Family B Pupil Referral Unit Mar-11 23 138 £1,222.00 Cost Avoidance tool
Family B SCC Mar-11 46 46 £2,300.00 School transport
Family B Shal Housing Mar-11 1 1 £23.50
Family B CSC Mar-11 22 24.3 £744.09
Family B Health Visitors Mar-11 2 3 £75.00
Family B Highbridge Medical Centre Apr-11 3 0.24 £42.00
Family B Pupil Referral Unit Apr-11 10 60 £1,222.00 Cost Avoidance tool
Family B SCC Apr-11 20 20 £1,000.00 School transport
Family B CSC Apr-11 16 21.3 £626.60
Family B Health Visitors Apr-11 3 3 £75.00
Family B Highbridge Medical Centre May-11 5 0.75 £123.20
Family B Pupil Referral Unit May-11 19 114 £1,222.00 Cost Avoidance tool
Family B SCC May-11 38 38 £1,900.00 School transport
Family B CSC May-11 27 32.3 £950.55
Family B Health Visitors May-11 1 1 £25.00
Family B Courts May-11 1 £500.00
Family B Highbridge Medical Centre Jun-11 2 0.33 £54.60
Family B Highbridge Medical Centre Jun-11 2 0.3 £54.60
Family B Police Jun-11 2 5 £200.00
Family B Pupil Referral Unit Jun-11 19 114 £1,222.00
Family B SCC Jun-11 38 38 £1,900.00 School transport
Family B Sedgemoor District Council Jun-11 5 0.82 £28.33
Family B Shal Housing Jun-11 4 3 £75.65
Family B CSC Jun-11 25 31.25 £926.79
Family B Hospitals Jun-11 1 £52.00
Family B Health Visitors Jun-11 1 2 £50.00
Family B Courts Jun-11 1 £500.00
Family B SCC Jul-11 32 32 £1,600.00 School transport
Family B CAB Jul-11 3 1.75 £105.00
Family B Shal Housing Jul-11 2 2.5 £60.50 Debt pack & Housing Advice
152
Family B Pupil Referral Unit Jul-11 16 96 £1,222.00
Family B CSC Jul-11 4 2.45 £101.67
Family B Police Jul-11 2 12 £480.00
Family B Highbridge Medical Centre Jul-11 5 0.75 £105.90
Family B Health Visitors Jul-11 1 2 £25.00
Family B CAB Aug-11 4 1.87 £113.00
Family B Highbridge Medical Centre Aug-11 5 0.58 £96.60
Family B Shal Housing Aug-11 3 2.82 £84.70
Family B CSC Aug-11 45 29.24 £899.95
Family B Police Aug-11 2 1 £40.00
Family B Health Visitors Aug-11 3 4.5 £125.00
Family C LST Mar-10 23 6 £3,450.00
Family C North Petherton Medical Centre Mar-10 2 0.5 £82.60
Family C Sedgemoor District Council Mar-10 1 1 £40.00 interview
Family C CSC Mar-10 6 3.1 £131.49
Family C Police Apr-10 1 2 £80.00
Family C LST Apr-10 10 6 £1,500.00
Family C Hospitals Apr-10 1 £113.00
Family C LST May-10 19 6 £2,850.00
Family C North Petherton Medical Centre May-10 2 0.5 £82.60
Family C CSC May-10 11 19.45 £495.16
Family C Hospitals May-10 2 £104.00
Family C LST Jun-10 18 6 £2,700.00
Family C CSC Jun-10 17 35.3 £871.58
Family C LST Jul-10 17 6 £2,550.00
Family C North Petherton Medical Centre Jul-10 2 0.5 £82.60
Family C CSC Jul-10 20 4.55 £221.56
Family C Hospitals Jul-10 1 £52.00
Family C CSC Aug-10 20 39.15 £974.49
Family C Courts Aug-10 1 £500.00
Family C Police Sep-10 4 24 £960.00
Family C LST Sep-10 22 6 £3,300.00
Family C North Petherton Medical Centre Sep-10 4 1 £165.20
Family C CSC Sep-10 43 26.45 £793.43
Family C Hospitals Sep-10 2 £104.00
Family C Police Oct-10 2 22 £880.00
Family C LST Oct-10 16 6 £2,400.00
153
Family C Sedgemoor District Council Oct-10 1 0.3 £11.30
Family C CSC Oct-10 43 26.45 £793.43
Family C Hospitals Oct-10 2 £165.00
Family C Police Nov-10 3 4.5 £180.00
Family C LST Nov-10 3 1.5 £37.50
Family C LST Nov-10 22 6 £3,300.00
Family C North Petherton Medical Centre Nov-10 3 0.75 £123.90
Family C CSC Nov-10 18 9.15 £316.59
Family C LST Dec-10 6 5.5 £137.50
Family C LST Dec-10 6 5.5 £137.50
Family C LST Dec-10 13 6 £1,950.00
Family C North Petherton Medical Centre Dec-10 3 0.75 £123.90
Family C CSC Dec-10 16 18 £498.14
Family C Hospitals Dec-10 1 £113.00
Family C Courts Dec-10 1 £500.00
Family C LST Jan-11 12 7 £175.00
Family C LST Jan-11 12 7 £175.00
Family C LST Jan-11 20 6 £3,000.00
Family C North Petherton Medical Centre Jan-11 1 0.25 £41.30
Family C CSC Jan-11 18 8.2 £265.47
Family C Hospitals Jan-11 2 £777.00
Family C LST Feb-11 8 5 £125.00
Family C LST Feb-11 8 5 £125.00
Family C LST Feb-11 14 6 £2,100.00
Family C CSC Feb-11 7 8.45 £253.93
Family C Hospitals Feb-11 2 £226.00
Family C LST Mar-11 11 3 £75.00
Family C LST Mar-11 23 6 £3,450.00
Family C Sedgemoor District Council Mar-11 1 0.3 £11.30 attended beat surgery
Family C CSC Mar-11 22 13.2 £399.46
Family C CAB Apr-11 2 0.66 £40.00 40 mins
Family C LST Apr-11 10 6 £1,500.00
Family C Sedgemoor District Council Apr-11 1 0.3 £11.30 Letter
Family C CSC Apr-11 10 10.15 £297.16
Family C LST May-11 19 6 £2,850.00
Family C North Petherton Medical Centre May-11 1 0.25 £41.30
Family C CSC May-11 19 15.45 £459.14
154
Family C LST Jun-11 19 6 £2,850.00
Family C North Petherton Medical Centre Jun-11 1 0.25 £41.30
Family C CSC Jun-11 7 1.45 £79.74
Family C Hospitals Jun-11 1 £287.00
Family C North Petherton Medical Centre Jul-11 1 0.25 £41.00
Family C LST Jul-11 16 6 £2,400.00
Family C CSC Jul-11 3 0.45 £37.13
Family C Hospitals Jul-11 1 £116.00
Family D Police Mar-10 1 10 £400.00
Family D Highbridge Medical Centre Mar-10 1 0.16 £41.30
Family D Homes in Sedgemoor Mar-10 1 0.5 £15.00
Family D CSC Mar-10 2 0.3 £21.31
Family D Police Apr-10 1 10 £400.00
Family D CSC Apr-10 4 2.3 £75.51
Family D Police May-10 1 10 £400.00
Family D Homes in Sedgemoor May-10 2 2 £90.00 2 repairs
Family D CSC May-10 3 1.3 £53.58
Family D Police Jun-10 4 34.5 £1,380.00
Family D Highbridge Medical Centre Jun-10 3 0.41 £34.00
Family D Homes in Sedgemoor Jun-10 3 3 £117.37 2 repairs
Family D CSC Jun-10 14 7.2 £233.20
Family D Hospitals Jun-10 3 £156.00
Family D Police Jul-10 10 46 £1,840.00
Family D CSC Jul-10 9 4.3 £150.39
Family D Police Aug-10 4 13.5 £540.00
Family D CSC Aug-10 8 2.3 £96.18
Family D Courts Aug-10 1 £500.00
Family D Police Sep-10 3 23 £920.00
Family D Courts Sep-10 1 £500.00
Family D Police Oct-10 1 10 £400.00
Family D Homes in Sedgemoor Oct-10 1 0.5 £7.50
Family D Police Nov-10 2 17 £680.00
Family D Highbridge Medical Centre Nov-10 1 0.16 £27.30
Family D CSC Nov-10 20 19.55 £560.85
Family D Courts Nov-10 1 £500.00
Family D Police Dec-10 2 10.5 £420.00
Family D Homes in Sedgemoor Dec-10 2 2 £102.38 2 repairs
155
Family D Police Jan-11 1 10 £400.00
Family D Homes in Sedgemoor Jan-11 4 5 £215.00 4 repairs
Family D Courts Jan-11 1 £500.00
Family D Police Feb-11 1 10 £400.00
Family D Highbridge Medical Centre Feb-11 2 0.33 £37.30
Family D CSC Feb-11 4 1.2 £49.92
Family D Police Mar-11 4 29 £1,160.00
Family D Highbridge Medical Centre Mar-11 1 0.16 £27.30
Family D Turning Point Mar-11 3 4 £33.00
Family D CSC Mar-11 39 18.05 £551.67
Family D Police Apr-11 1 12 £480.00
Family D Highbridge Medical Centre Apr-11 2 0.24 £41.30
Family D CSC Apr-11 19 8.05 £259.99
Family D Homes in Sedgemoor May-11 1 5 £75.00
Family D Police May-11 5 28 £1,120.00 ASBO application, S.5 Charge
Family D CSC May-11 49 34.05 £1,016.29
Family D Highbridge Medical Centre Jun-11 3 0.3 £55.30
Family D Homes in Sedgemoor Jun-11 1 0.5 £6.00
Family D Police Jun-11 5 28 £1,120.00 ASBO continued.
Family D Turning Point Jun-11 12 8.75 £461.30
Family D CSC Jun-11 6 2 £85.22
Family D Courts Jun-11 2 £1,000.00
Family D Police Jul-11 5 39 £1,560.00
Family D Highbridge Medical Centre Jul-11 1 0.16 £27.30
Family D Homes in Sedgemoor Jul-11 1 1 £12.00
Family D Turning Point Aug-11 1 1 £30.00
Family D Police Aug-11 2 3 £120.00
Family E Homes in Sedgemoor Mar-10 1 0.5 £15.00 Tenancy Agreement
Family E Police Mar-10 1 10 £400.00
Family E East Brent Medical Centre Mar-10 3 0.5 £82.60
Family E Police Apr-10 1 10 £400.00
Family E LST May-10 19 2 £950.00 Home Tutoring
Family E Police May-10 1 10 £400.00
Family E Sedgemoor District Council May-10 1 0.3 £11.30 Phone call
Family E East Brent Medical Centre May-10 3 0.5 £82.60
Family E LST Jun-10 18 2 £900.00 Home Tutoring
Family E Homes in Sedgemoor Jun-10 2 2.25 £283.50 1 repair
156
Family E Police Jun-10 1 10 £400.00
Family E East Brent Medical Centre Jun-10 1 0.16 £27.53
Family E LST Jul-10 17 2 £850.00 Home Tutoring
Family E Homes in Sedgemoor Jul-10 2 1 £104.18 1 repair
Family E Sedgemoor District Council Jul-10 4 0.75 £22.60 Web message
Family E East Brent Medical Centre Jul-10 3 0.5 £82.60
Family E Homes in Sedgemoor Aug-10 1 2 £208.87 1 repair
Family E Police Aug-10 2 12 £480.00
Family E Sedgemoor District Council Aug-10 4 0.75 £22.60
Family E Hospitals Aug-10 2 £108.00
Family E LST Sep-10 22 2 £1,100.00 Home Tutoring
Family E Homes in Sedgemoor Sep-10 1 0.5 £7.50
Family E Police Sep-10 1 10 £400.00
Family E East Brent Medical Centre Sep-10 1 0.16 £27.53
Family E Sedgemoor District Council Sep-10 2 0.3 £11.30
Family E Hospitals Sep-10 2 £160.00
Family E LST Oct-10 2 2 £50.00 Emotional Support
Family E Police Oct-10 1 10 £400.00
Family E CAMHS Oct-10 1 1 £16.00
Family E Floating Housing Support Oct-10 1 1 £40.00
Family E East Brent Medical Centre Oct-10 1 0.16 £27.53
Family E Sedgemoor District Council Oct-10 4 0.75 £22.60
Family E Hospitals Oct-10 1 £64.00
Family E LST Nov-10 2 2 £50.00 Emotional Support
Family E Homes in Sedgemoor Nov-10 1 0.5 £8.00
Family E Police Nov-10 2 17 £680.00
Family E Sedgemoor District Council Nov-10 3 1 £34.00
Family E Floating Housing Support Nov-10 7 3.24 £130.00
Family E LST Dec-10 2 2 £50.00 Emotional Support
Family E Homes in Sedgemoor Dec-10 3 2.1 £91.65 2 repairs
Family E Police Dec-10 2 10.5 £420.00
Family E Floating Housing Support Dec-10 1 1.5 £60.00
Family E East Brent Medical Centre Dec-10 1 0.16 £27.53
Family E LST Jan-11 2 2 £50.00 Emotional Support
Family E Homes in Sedgemoor Jan-11 4 2 £62.15 1 repair
Family E Police Jan-11 1 10 £400.00
Family E Sedgemoor District Council Jan-11 1 0.3 £11.30 Letter
157
Family E Floating Housing Support Jan-11 1 1 £40.00
Family E East Brent Medical Centre Jan-11 2 0.33 £55.06
Family E LST Feb-11 2 2 £50.00 Emotional Support
Family E Homes in Sedgemoor Feb-11 3 2.5 £82.66
Family E Police Feb-11 1 10 £400.00
Family E Sedgemoor District Council Feb-11 1 0.3 £11.30 letter of support
Family E Floating Housing Support Feb-11 1 1.5 £60.00
Family E East Brent Medical Centre Feb-11 1 0.16 £27.53
Family E Hospitals Feb-11 1 £64.00
Family E LST Mar-11 2 2 £50.00 Emotional Support
Family E Homes in Sedgemoor Mar-11 3 2.6 £289.50 1 repair
Family E Police Mar-11 3 14 £560.00
Family E Sedgemoor District Council Mar-11 1 0.16 £5.66 Letter from GP
Family E Floating Housing Support Mar-11 1 1.5 £60.00
Family E East Brent Medical Centre Mar-11 1 0.16 £27.53
Family E Hospitals Mar-11 2 £208.00
Family E Homes in Sedgemoor Apr-11 2 0.16 £7.75
Family E Police Apr-11 2 7 £280.00
Family E CAMHS Apr-11 1 1 £16.00
Family E Police Apr-11 2 7 £280.00 Log 496 & 438
Family E Floating Housing Support Apr-11 1 1 £40.00 Failed Visit
Family E CSC Apr-11 28 24.15 £707.58
Family E Floating Housing Support May-11 1 1 £40.00 Failed Visit
Family E CSC May-11 2 0.4 £35.30
Family E Hospitals May-11 1 £203.00
Family E JCP Jun-11 1 1 £16.81 Interview to change to ESA
Family E Sedgemoor District Council Jun-11 4 0.16 £22.66
Family E Floating Housing Support Jun-11 2 1.75 £70.00
Family E East Brent Medical Centre Jun-11 2 0.33 £55.06
Family E Hospitals Jun-11 1 £2,832.00
Family E Police Jul-11 3 7 £280.00
Family E Highbridge Medical Centre Jul-11 2 0.33 £54.60
Family E Homes in Sedgemoor Jul-11 1 0.5 £6.00
Family E Hospitals Jul-11 1 £143.00
Family E CAMHS Jul-11 1 1 £16.00
Family E Homes in Sedgemoor Aug-11 3 3 £36.00
Family E CAMHS Aug-11 1 1 £16.00
158
Family E JCP Aug-11 1 £16.00
Family G CSC Jun-10 8 9 £280.09
Family G Highbridge Medical Centre Jul-10 1 0.16 £27.30
Family G Hospitals Jul-10 1 0 £102.00
Family G CSC Jul-10 11 7.9 £287.35
Family G Highbridge Medical Centre Aug-10 4 0.58 £95.90
Family G CSC Aug-10 1 0.24 £15.82
Family G Highbridge Medical Centre Sep-10 2 16 £28
Family G Highbridge Medical Centre Oct-10 6 0.82 £119.90
Family G Hospitals Oct-10 1 0 £123.00
Family G Highbridge Medical Centre Nov-10 3 0.41 £68.60
Family G Hospitals Nov-10 2 0 £231.00
Family G Highbridge Medical Centre Jan-11 5 0.82 £101.90
Family G Highbridge Medical Centre Feb-11 3 0.41 £51.30
Family G Hospitals Feb-11 3 0 £262.00
Family G Floating Housing Support Mar-11 2 0.75 £26.66
Family G Highbridge Medical Centre Mar-11 1 0.16 £27.30
Family G Floating Housing Support Apr-11 5 3.5 £143.32
Family G Highbridge Medical Centre Apr-11 3 0.41 £51.30
Family G Hospitals Apr-11 2 0 £104.00
Family G CSC Apr-11 18 7.82 £254.51
Family G Floating Housing Support May-11 1 1.5 £60.00
Family G Highbridge Medical Centre May-11 4 0.5 £82.60
Family G Hospitals May-11 1 0 £108.00
Family G Floating Housing Support Jun-11 4 3.33 £119.99
Family G CAB Jun-11 1 0.41 £25.00
Family G Highbridge Medical Centre Jun-11 5 0.66 £58
Family G Hospitals Jun-11 1 0 £102.00
Family G Floating Housing Support Jul-11 2 0.33 £13.32
Family G CAB Jul-11 1 0.1 £6.00
Family G Highbridge Medical Centre Jul-11 3 0.58 £51.30
Family G Hospitals Jul-11 1 0 £108.00
Family G CAB Aug-11 1 0.09 £6.00
Family G Highbridge Medical Centre Aug-11 4 0.9 £78.60
159
A.6 PROJECT TOOLS
A.6.1. Wellbeing tool
160
A.6.2. Experience tool
161
162
163
A.6.3. Family Action Plan
A.6.4. Customer Journey Mapping Tool
164
165
For further information, email Dr Mel Macer at m.macer@bathspa.ac.uk
Centre for Education Policy in Practice, School of Education, Bath Spa University, Bath, BA2 9BN.
20th October 2011
166
