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CONTEXT

Altogether Better: Cheshire West and Chester Whole Place Community Budget Area Carly Brown Head of Ellesmere Port and Strategic Lead for Troubled Families CWAC. CONTEXT. The drivers. Altogether Better. The result. New delivery models New financial models Collaborative leadership.

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CONTEXT

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  1. Altogether Better: Cheshire West and ChesterWhole Place Community Budget Area Carly Brown Head of Ellesmere Port and Strategic Lead for Troubled Families CWAC

  2. CONTEXT The drivers Altogether Better The result • New delivery models • New financial models • Collaborative leadership Rising demand Integration around customers and communities Better with less Reducing resources Whole systems change The Economy From symptoms to root causes Disparity in opportunity Responsiveness Open Public Services

  3. Working Well • Work ready individuals • Skills for sustainable growth • Supporting Enterprise • Quick Wins • Opportunity CentresSocial Value • Procurement • Living Well • Community empowerment • Community delivery • Safer Communities • Sustainable Communities • Affordable Housing • Quick Wins: • ASB integration • Local delivery vanguards • Ageing Well • Integrated prevention • Team around the community • Quick Wins: • Reablement • Assistive technology • Starting Well • Families Together • Early Support : • -9 months – 5 years Smarter services New Delivery Models CustomerInsight Investment agreements Strategic Commissioning Assets

  4. The Projects • Families together: New approach to supporting families who have the most needs resulting in greatest demand on public services (Project Lead – Carly Brown) • Early support: Developing the case for joined up early support primarily at levels 2 & 3 on the continuum of need. Priority emerging for focus on -9 months to 5 years (Project Lead - Val Sturgess)

  5. Jan-Feb 2012 Scope development and programme set up Getting there • March- April 2012 • Assess: • As is • Discovery workshops • Opportunity definition Ownership • May-July 2012 • New delivery Model • Customer Insight • Stakeholder Engagement OBC August- October 2012 Draft specifications & operational plan FBC November-December 2012 Approval (Local and National)

  6. The Case for Change • Emphasis on Early Support , Foundation 0-5 (Marmot, Allen, Tickell, Field) • Troubled Families • Transformed Service Models e.g. Health Visitors • Sustainability in context of contracting budgets

  7. The Case for Change • Latest Health profile for CW&C (March 2012) indicates a number of issues where performance is significantly below the England average e.g. • Children achieving a good rate of development aged 5 (with respect to the Early Years Foundation Stage Profile) • Teenage mothers (age under 18 years) • Hospital admissions due to alcohol specific conditions  • Estimated 525 Troubled Families in West Cheshire footprint (CLG) with direct costs to the public purse of £39.4 million

  8. Where do we want to be? (October) • Route map for improvement to priority outcomes: • As-is analysis (cost, quality, customer experience) • Integrated delivery models tackling root causes • New approaches to delivery • Evidence based interventions at scale • Cashable savings route map/Joint Investment Agreement • Decommissioning plan • Clear pathways for levels 1 to 4 on Continuum of Need (step up, step down) • Effective multi-agency governance and commissioning arrangements

  9. ‘Families Together’ • Consolidate approaches and governance - DCLG Troubled Families - ESF /DWP Complex Families - DOH Multi Systemic Therapy (MST) • Advocate the need for whole system reform • Integrate the myriad of ‘People’ initiatives to improve service delivery • Develop a ‘core offer’ of support and unlock potential within families

  10. Families Together - Concept • The development of a ‘Families Together’ pledge • Partners who commit services as part of the pledge – prioritisation & responsiveness • A core offer of services with the agility to tailor • 24/7 provision to meet customer need • Personalisation • A family assessment rather than individual or multiple assessments

  11. What does ‘success’ look like… • Families know how to access appropriate services at the right time • Families live a housing of ‘good’ condition • Families demonstrate and respect neighbourly qualities – participation in the community • Families make positive lifestyle choices • Children brought up in a warm, stable supportive parental environment • Children meet age appropriate development indicators • Strong financial literacy, awareness and not dependent on benefits • Adults are work ready for local industries/markets • Minimal interventions from agencies outside of the core offer

  12. What constitutes an eligible ‘family’… • A household that has dependent(s) up to the age of 19 (subject to exceptional circumstances) • A family that is experiencing difficulties in achieving 3 or more of the determinants of success and; • A family that is referred through partnership channels that cause disruption to their communities

  13. How can we identify families that require help… • DCLG Troubled Families Unit Figures correlated with ‘local’ analysis • ‘Bottom Up’ referrals generated from ESF / DWP Families process and other existing referral processes • A Partner Conference • Local discretion

  14. Families Together - the offer • A menu of support options / interventions for our Key Workers and Families to ‘contract’ to • One Key Worker: One Family • A customised, 6 month, Family Action Plan • Five key areas they want to improve with inspired targets • A Celebration of Achievement designed by the Family for the Family

  15. Families Together – delivery • Integrated and co-located teams in the 4 new localities supported by the Area Head of Service • Performance, intelligence and support centrally provided • A strong, unique Team Identity • A single assessment and referral process appropriately branded

  16. So where do we start???

  17. Families Together – what are we trying to answer? Who are our families? - Service data - Local knowledge - Cross matching Building the evidence base for Joint Investment Which agencies spend and gain? Distribution? Which Families? ‘shared cohort’ Costs /benefits of a new delivery model? How are we working with them now? Outputs? Outcomes? Behavioural change? Neighbourhood effects? Impact on services/staff? ‘Whole system’ view Planned services? Reactive response? Assessments? Coordination? 1 year timeline/ usage pattern? What and who is it costing? What impact is this having? Planned Service costs? Reactive Service costs? Wider system/support costs? Wider/Long term costs? Distribution? Outputs? Outcomes? Behavioural change? Neighbourhood effects? Impact on services/staff?

  18. Families Together – A whole system approach 5. Joint Investment and service redesign Detailed programme delivery plan. CLG agreement on PbR. Ongoing evaluation 1. Partner Engagement 2. Family I/D & Referral 3.Assessments & baselines 4. Family plans & coordination 6. Performance, Evaluation and Cost Benefit Analysis

  19. Mobilisation Plan • One single action plan to enable the programme to be effective • One ‘route map’ referencing collective and key milestones • One assessment process • One evidence base • One ambition to do something different

  20. Programme Governance Public Services Board Operational Steering Group Starting Well Thematic Group Families Together Board Work stream 1 Multi Systemic Therapy ESF Complex Families Early Support Work stream 2 Work stream 3

  21. Families Together – Next Steps • Continue to develop the Families Together Concept • Conduct planning session (20 April) and continue weekly sessions with ABC team • Deliver the actions required for DCLG by 30 April • Produce options for Services and Partners to discuss regarding an integrated delivery team • Deliver ESF / DWP Families Targets

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