Brand Identity for Salford

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					Focus on the Family Workshop
– Next Steps

12th September 2011
Welcome and Introduction

Ed Francis
Joint Commissioner – Children and Young People
Objectives of the Day

• To set out national and local drivers in respect of the
  supporting families agenda
• To agree a common language and shared
  understanding amongst partners of the various facets of
  support available to local families (across the full
  spectrum of need)
• To identify current and proposed activity and key
  resource decisions to be made
• To consider how best to support complex families across
  Oldham through a district approach
Desired outcomes

• A complimentary environment in which to deliver
  Oldham’s Targeted Intervention and Prevention Strategy
• A better basis on which to make commissioning/
  resource decisions for 2012/13 and beyond
• Local agreement to test out new ways of working at a
  district level
• Partner agreement with the intended direction of travel
      Working Assumptions

• Household settings where there are one or more
  adults and one or more children and young people
  under 18.
• Most households interact with universal services
  without needing additional support
• A proportion will need additional support on either a
  temporary or long term basis
• A smaller proportion can be described as complex or
  ‘families with multiple problems’ and the relationship
  with agencies might be non negotiable
Setting the scene – national
context and local drivers

Michael Jameson, Acting Executive Director – People,
Communities and Society (Director of Children’s
National context

“Strong and stable families of all kinds are the
 bedrock of a strong and stable society and the
 Government is wholeheartedly committed to
 making this country as family friendly as

         The Department for Education – family policy
National context

The Coalition’s Programme for Government has made
a number of commitments to support families
– encouraging take-up of relationship support to
   strengthen and stabilise adult family relationships;
– conducting a comprehensive review of family law;
– turning round the lives of families with multiple
   problems with targeted intervention.
National context

“…..estimates suggest that just 46,000 families
cost the taxpayer over £4 billion a year – that’s
nearly £100,000 each. Take action now and we
could cut these costs, turn lives around and sort
out our neighbourhoods’ worst problems…I set
this ambition, by the end of this parliament I
want us to try and turn around every troubled
family in the country.”

      David Cameron, Prime Minister, December 2010
National context

Central to this ambition, the Government has outlined its
commitment to a whole-family approach to complex
social issues through the National Campaign for
Families with Multiple Problems. This includes:

– the Early Intervention Grant;
– Community Budget pilots for families with complex
  needs; and
– exemplar projects such as the Working Families
  Everywhere Campaign.
Key local drivers
• Increasing need and demand
• Changing role and responsibility of the local authority
• Repositioning Oldham programme
• Co-operative Borough
• Strengthening neighbourhood working – development of
  people and place agenda
• Changing health, education and economic/ skills
• Revised partnership arrangements – building on existing
• Challenging financial environment for all service areas
 Cooperative Future for Oldham: Cooperative
Cooperative Council:                Cooperative Borough:           Neighbourhoods:
- Principles and values (e.g.       - Strong partnership ethos     - Neighbourhood Delivery
Ethical Framework)                  and infrastructure             Teams
- Cooperative contract with         - Young co-operators network   - Devolved budgets and
staff (e.g. Living wage and staff   - Cooperative Trust Schools    decisions
volunteering)                       - Community Dividend Fund      - Local Identity
- Cooperative pilots                - Cooperative Pilots           - Active Citizens
- Community Dividend Scheme                                        - Cooperative Pilots

                                    Strong Local Leadership
                                     - Review of democracy
                                     - Support for Councillors
                                     - Leadership Development
                                     - Review of Constitution
                                     - Promoting Democracy
Implications for Oldham
This workshop is perfectly timed to address the key
emerging challenges of:
–   embedding early intervention as a core element of service
    delivery across the local public sector;
–   agreeing shared pathways to meet need and demand;
–   realising the important role of investing in evidence-based,
    cost effective early intervention programmes and services
    and ensuring effective evaluation of outcomes;
–   establishing successful multi-agency working arrangements
    to benefit families in a time of financial austerity; and
–   developing a high-quality workforce for family intervention
FMP is defined by DfE (via Cabinet Office) as those
who have 5 or more of the following disadvantages:

• No parent in the family is in work;
• family lives in poor quality or overcrowded housing;

• no parent has any qualifications;

• mother has mental health problems;

• at least one parent has a longstanding limiting illness,
disability or infirmity;

• family has low income (below 60% of the median);

• family cannot afford a number of food and clothing items

Govt estimate of 650 – 710 in Oldham
Additional factor
• at least one child with SEN or behaviour problems
  (excluded from school, involvement with the police or
  ran away from home)

Govt estimate of 250 – 280 in Oldham
Oldham’s Targeted Intervention and
Prevention Strategy – Focus on the
Maria Greenwood – Head of Preventative Services
A case for change:

•   Nothing new
•   Building on what we know
•   Using what we already have
What will change?

  • Working differently
  • A graduated response to need
  • Targeted, family centred support
  • Parenting support
  • Evidence based value for money earlier
  • Targeted adult services
  • Integrated approaches
  • An entitlement model
How will we know its working?

 •   Focus on impact
 •   Payment by results
 •   Commissioning for outcomes
Tea/ coffee break
National and local activity –
Where do we fit?
Ed Francis – Joint Commissioner (C&YP)
Jill Beaumont – Associate Assistant Director – Family
and Youth Support
National funding landscape
Early Intervention Grant (EIG)
•Worth about £14.5 million to Oldham Council
•Collection of various funding streams many of which were
previously were in Area Based Grant
•Non ring fenced –‘expected’ areas of spend:
   1. Sure Start children’s centres
   2. Free early education places for disadvantaged two-
   3. Short breaks for disabled children
   4. Targeted support for vulnerable young people
   5. Targeted mental health in schools
   6. Targeted support for families with families with
       multiple problems
Community Budgets
•New approach to pooling funding at local levels to ‘help
improve outcomes, and reduce duplication and waste’
•16 initial pilot areas focused on families with multiple
problems – GM City Region one of the 16
•Part of larger govt agenda about reform of public service
funding including Social Impact Bonds
•Links closely to EIG –
    o Payment By Results
    o Investment Fund
    o Exemplar Projects
DWP/ ESF Initiatives
•Ministers have decided that 75% of DWP ESF 2011-
2013, over £200 million, should fund family oriented
provision for people in workless households
•The provision will be procured from DWP Framework
•Links to Community Budgets
•Piloting Working Families Everywhere Pilot – ‘Family
Champions’ model
Other funding opportunities
         - Intensive Interventions (Multi-Systemic Therapy)
         - Education Endowment Foundation funding
         - Voluntary Sector Projects in Health and Social
         - Family Nurse Partnerships
•Big Lottery Fund:

        - Improving Futures Programme
Areas of Current Local Spend on Family
Support and Intervention

• Sure Start/Early Years including Children’s Centres
• Parenting Programme Delivery
• Parenting Support/Adviser Posts
• CAF Team
• Community Outreach Team
• Family Intervention Projects
• Children Affected by Domestic Abuse
• Support to Young Parents
Current local activity – different ways of

1.The Derker Project
2.Hollins Road
3.East & West Oldham
4.CYP Locality Leads
Table exercise
Discuss the following in your groups
1.To what extent is your organisation/area of work
involved in services supporting or intervening with
2.To what extent have you been involved in the new ways
of working highlighted
3.Is there anything significant that appears to have been
Working in Neighbourhoods

Colette Kelly – Assistant Executive Director
What’s changing in Neighbourhoods?

Neighbourhood delivery model

   •   District Teams
   •   District Town Halls
   •   Devolved decision making
   •   Local Leaders
Neighbourhood Delivery

Clear direction from Leadership to:

•   Enhance District working
•   Develop local identity
•   Improve Local Democracy – Decision Making
•   Support Local Members – Local Leaders
Neighbourhood delivery
Neighbourhood delivery - district town halls
District Partnership Area   Location of District Town Hall
Chadderton                  Chadderton Wellbeing Centre

Failsworth & Hollinwood     Failsworth Town Hall & St
                            Chads Regenda Housing
Royton. Shaw & Crompton     Royton Town Hall &
                            Crompton Library
East Oldham                 Holt Street Housing Office

Saddleworth & Lees          Uppermill Library
                            Lees Park Environment Office
West Oldham                 Werneth Integrated Health
                            Fitton Hill Neighbourhood
 Neighbourhood delivery – EMT & AED Leads
District Partnership   EMT lead          AED Lead
Chadderton             Paul Cassidy      Ben Spinks

Failsworth &           Emma Alexander    Alan Lee
Royton. Shaw &         Clare Fish        Mark Reynolds
East Oldham            Carolyn Wilkins   Jill Beaumont

Saddleworth & Lees     Michael Jameson   Darren Jones

West Oldham            Elaine McLean     Colette Kelly

Town Centre                              Michele Carr
Neighbourhood delivery – local branding
Neighbourhood delivery – local branding
Neighbourhood delivery - devolved decision
•   What decisions need to be made centrally ?
•   What decisions are constitutionally required?
•   What can be devolved to DP for:
     – Decision making
     – Consultation
     – Information

    “If it matters locally, the decision should be
                     made locally”
Co-operative Commission – purpose of the

•   oversee and guide the development of Oldham as
    a Co-operative Council and Cooperative Borough
•   offer a new approach to the delivery of public
•   relationship between the Council, communities and
Co-operative Commission – Membership
Elected members
•   Cllr B Dawson (Chair), Cooperatives and
    Community Development
•   Cllr J McMahon, Leader of the Council
•   Cllr J Stretton, Citizens and Neighbourhoods
•   Cllr B Beeley, Shadow member for Cooperatives
    and Community Development
•   Cllr R Blyth, Shadow member for Citizens and
Co-operative Commission – Membership

Other membership
•   Nick Brown, Partnership representative
•   Lesley Parry, Cooperatives representative
•   Liz Windsor-Welsh, VCF sector representative
•   Nick McGilvray, Business sector representative
•   Tracey Delaney, Unions representative
•   Leeanne Hickey, Staff representative
•   6 Community representatives (one from each DP
•   Officer support – as and when needed
                                 Cooperative Future for Oldham

 Cooperative Council:             Cooperative                    Neighbourhoods:
 - Principles and values (e.g.
                                  Borough:                       - Neighbourhood Delivery
 Ethical Framework)               - Strong partnership ethos     Teams
 - Cooperative contract with      and infrastructure             - Devolved budgets and
 staff (e.g. Living wage and      - Young co-operators network   decisions
 staff volunteering)              - Cooperative Trust Schools    - Local Identity
 - Cooperative pilots             -Community Dividend            - Active
 - Community Dividend             Scheme                         Citizens/Neighbourhoods
 Scheme                           - Cooperative Pilots           - Cooperative Pilots

                                 Strong Local Leadership
                                          - Review of democracy
                                          - Support for Councillors
                                          - Leadership Development
                                          - Review of Constitution
                                          - Promoting Democracy
Engaging Oldham

• Cooperative conversation – involving the whole
   – Engaging District Partnerships
   – Engaging staff
   – Local Democracy Week
Complex families…simple
Gerard Gudgion – CAF Team and Family Support
Complex Families

• Defining complex families?
• Why a family turns complex?
• When does it become complex?
• Is it predictable?
• Is it preventable?
• If it is preventable what we should be doing to help
  prevent it?
• What we should be doing to minimise the impact of
  complex families in and on the community?
                            Complex: Low – High Impact
•Child being abused (red)                                                           •Substance Abuse    (red)
•Childs physical needs are neglected (red)                          4               •Domestic Violence (red)
•Developmental milestones unlikely to be                           3
                                                                                    •Relationship issues affecting children
met without intervention by services                                                (amber)
                                                                (yellow)            •Parental non engagement (amber)
•Non attendance / alienation from school
                                                                   2                •Vulnerable adult supported by services
•Concern about attendance at health                             (green)
                                                                Universal           •Parental post natal depression (yellow)
appointments (yellow)
•Child identified as a young carer (yellow)             ENVIRONMENT
                                              •House in dangerous disrepair (red)
                                              •Homeless (red)
                                              •Anti-social behaviour (amber)
                                              •Accommodation damp overcrowded, infested

                                              •Risk of homlessness (yellow)
                                              •Poor Hygiene in the home (yellow)
The Challenge
To ensure that the child achieves at school, becomes a responsible and
productive citizen and in turn an effective parent.

                                     5    6        7

                    1                                            10



                        18                                  13

                                17                     14
                                     16       15
An integrated and graduated response to
• Needs of the child paramount
• The child at the centre but appropriately addressing
  the needs of the adults in the family
• Is one of support not rescue, enablement not
• Encompasses Universal services through Targeted
  intervention up to Enforcement
• Enables each service, agency, professional and
  family member to clearly understand the role they
  play in achieving commonly agreed outcomes
Graduated response to need
•   The early years City Region Pilot is showing us how
    we can engage with parents and how they can
    identify their own needs in respect of how they
    parent their child.
•   How do we know there’s a potential parenting deficit
    or other negative factors in a family who are not part
    of an early engagement model?

A ‘universal’ assessment process
•   If we didn’t have CAF we’d have to invent it.
•   Family CAF is designed to quantify unmet need in
    the entire family.
•   Learning from the CAF and Derker/ Hollins Rd
Co-ordinated, integrated service delivery
• Establish effective teams around the family
• The CAF process has taught us that it is easier to say
  than do
• CAF was designed to be a simple staging point from
  Universal services to low level targeted services
• It is a successful process for low level needs and for
  families who fully engage in the process and services
• Less successful with those families who are resistant to
  change or where actions fail to achieve change and
  progress stalls
• The Family CAF process includes a Family CAF+ phase
  to try to tackle these cases and prevent escalation to
  enforcement services
• This will only work if there is buy-in across all agencies to
  the approach
Needs led, Outcomes focused
• An assessment process which identifies needs and
  feeds these into an integrated co-ordination
  process, geared to achieve outcomes
• Absolute clarity about what needs to be done, by
  whom and by when to achieve commonly agreed
• A process which quickly identifies blocks to
  achieving those outcomes
• Commitment to work differently to achieve
  outcomes, particularly where things stall or parents
  start to disengage
Enforcement or Risk Management?
• An effective and fully implemented graduated
  response to need process should:
     – reduce the number of families turning
     – reduce the escalation of ‘complex’ families up
          to enforcement services (Social Care, FIP etc)
• Learning from Derker and Hollins Rd has taught us
  that in some cases, where there has been a
  consistent failure to achieve change, decisions to
  continue service interventions may have to be made
  on the basis of risk management
• Reduction of services (costs) to a minimum
Addressing Complex Families
through a District Approach

Jill Beaumont - Associate Assistant Director – Family
and Youth Support
Table exercise
Discuss the following in your groups
1.How could a District Team be constructed to address the
Complex Families agenda within a given area?

2.Are there any potential obstacles to successful
implementation and if so how can they be overcome?

3.Is the range of interventions currently available enough
to meet need?
Tea/ Coffee Break
Taking the agenda forward

Ed Francis – Joint Commissioner (Children and Young
Ensuring a joined up approach

•   Understand

•   Plan

•   Do

•   Review
Closing remarks

Jill Beaumont - Associate Assistant Director – Family
and Youth Support

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