Big Lottery Workshop Improving Futures 12 th April 2011 Ann Van Dyke Supporting Families

1. Big Lottery WorkshopImproving Futures12th April 2011Ann Van DykeSupporting Families

2. Aims, Welcome and Introductions • The workshop will aim to; • Provide information on the Big Lottery opportunity, the Local Authorities role and process for signing off a single bid. • Facilitate collaborative working to encourage a joint bid between partners in the voluntary sector and the Local Authority. • Develop a proposal which best meets the needs of families with Multiple Problems in Cornwall and builds on the experience of the voluntary sector and Local Authority.

3. The Big Lottery – a Big Opportunity! • Summary • Criteria/Eligibility • Guidance • Frequently Asked Questions • Timescales and deadlines • Expression of Interest • Using the process to build better services.

4. Supporting Families Multi-Agency Strategy …the story so far • Ann Van Dyke • Senior Manager Localities • Supporting Families • avandyke@cornwall.gov.uk

5. Context • Intervention as an investment – financially, socially and morally! • Doing more with less • Think BIG but simple

6. Meanwhile back at the office… • Isolation – both geographical and social • Limited access to employment, and to services • Low wage economy and high levels of debt • Alcohol and substance misuse • Poor mental health • Domestic abuse

7. Opportunities • A mix of provision to learn from • Commissioning the best for families • Systems and processes that support multi-agency working; • Common Assessment Framework • Workforce Development • Toolkits • Family Information Service and Directory

8. Our Vision • “To empower parents and carers to help their children fulfil their potential, and to provide extra support for those who need it.”

9. What does it look like?

10. Our Commitments • Cultural change – families, parents and children are valued, accepted and respected in communities who are non-judgemental, and promote a culture of nurturing support. • Organisational change – where family/community services are driven by common sense, meeting needs and long term change. • Systems change –We very often we know the solutions that will make a difference, but are limited to implement them by legislation, job roles, funding streams and measures. • Resources – accepting resources are limited, and that there needs to be a balance across needs, geography and populations, a more common sense approach to supporting communities will make more effective use of resources.

11. Our Model • Having a key worker who builds relationship with the family. • Workers who are able to consider the needs of the whole family and the solutions in terms of the whole community. • Systemsthat support identifying and meeting the whole families needs. • A multi-agency response initiated prior to a plan being agreed by the family to ensure the range of services is understood, available and appropriate to the needs of the family (using models such as Family Group Conferencing). • A contract including a follow up protocol. • The family remain central and in control of positive change, but have a clear and agreed role with consequences attached. • Support should be flexible enough to be provided when needed, not limited by age, need, or the hours available.

12. Our Values • Early intervention and prevention is not just cost effective but socially and morally right! • Parents have choices and the option to engage in some or none of the services provided. Ie parents are not “required” to engage, therefore we need to work in a way which recognises and respects; • Parents are the decision makers and the biggest influence on their children’s lives… • Parents must become and remain empowered and respected throughout any service offer and take up. • A solution focussed approach will breed confidence and build relationships • Positive experiences must be recognised at every opportunity • Parents are more than parents • Service providers must promote trust, commitment, shared risk and a common sense approach with families which ensure their needs remain central. • We need to know what works and build on it • We need to work towards consistency in what families can access, how it is accessed and how it is delivered across Cornwall but that different families have different needs as do different areas • We need to recognise that a lot of resource can go a long way in meeting the needs of a lot of families, but sometimes a lot of resource is also needed to meet a specific need of a few families. We need to think “proportionally” to our aims and priorities as well as our families needs.

13. …Our Values Continued • We must understand and communicate our limits both in terms of resource, and capacity. • We must understand the limits and capacity of the families we serve, and recognise that some situations are chronic. • Individuals are part of families who are part of communities which are part of networks, localities, the county etc etc etc. All of these can be provide positive interventions for families. • Multi agency working doesn’t just happen, it takes; • TAC • CAF • Family Group Conferencing • FIS and everyone knowing and using FIS • Training, including induction • Communication strategies • Meetings • Monitoring • Common sense and remaining family focussed! • Engaging families means ensuring they stay empowered at a deliver, design and decision making level (not letting them come to a meeting about multi-agency aims).

14. Strategic Priorities • 1. Identifying Families Facing multiple Risks • We will aim to identify our most vulnerable families as early as possible and pro-actively offer support. Whilst this will be balanced with referral led support, a proactive approach will ensure targeted support and positive intervention at the earliest opportunity to prevent problems and costs from escalating.

15. How? • Defining and agreeing “the problems” • Data – developing baselines and measures • Agreeing common “chunks” of need, common service types, and common criteria’s for services from our evidence of need and impact • Keeping it real – doing what we know works and being flexible

16. Strategic Priorities • 2. Allocating Resources and Commissioning Services • We will aim to actively identify families who face multiple needs and commission the best provision of services possible.

17. How? • Knowing and engaging all those who work with families to identify problems sooner • Ensuring systems support earlier intervention • Designing our services from what works • Simplifying services and listening to families

18. Strategic Priorities • 3. All Services Implement a Think Family Approach • We will aim to challenge organisational silos and established cultures that create inflexibility in roles. We will support agencies to “Think Family” as an investment opportunity, not as an additional job to do.

19. How? • Workforce Development to broaden remits of front line staff across agencies consistently to engage in “key worker” or at least brokerage activity. • Agreement through SF Board of permitted flexibilities in roles (the grey area outside of the agreed specification that will allow staff to say “ I can help you with that”, as oppose to “that’s not my job”). • Training/awareness re; whole family approach, FIS/Directory, CAF process. • Systems and protocols enable and support staff in delivering supportive services, reducing the “hoops” for families and the silo’s for staff.

20. Strategic Priorities • 4. Deliver the Strategy Through the Locality Model • We will aim to bring decision making closer to communities and families in order to deliver services that meet local need and cut beurocracy.

21. How? • Agree performance management baselines and measures using Kernow Matters and existing systems for gathering data. • Create a framework for delegating resources, reporting progress and performance management of Locality Services (including and to be managed by the Supporting Families Board). • Equip Localities for the commissioning of services locally through clear specifications, processes and measures. • Ensure Kernow Matters, the Tool Kit, Directory and FIS is updated by all and used to continually map needs and monitor/access and plan service provision in localities.

22. Governance • Supporting Families Multi-Agency Board • Health • Housing • Adults Social Care • Children’s Services • Job Centre + • Voluntary and Community Sector Representatives • Trust/Local Safeguarding Children’s Board • Specific Service Providers are required

23. Roles in this process • Board Representative Roles • Working party to plan the process and; • ensure it is fit for purpose • engage key partners • Ensure transparency • keep it real! • Expertise and support eg Jayne Cotterill

24. What Does Sign Off Mean? • Endorsement from the most senior person within the Local Authority with responsibility for services for children and young people. • Signature to evidence endorsement on the Expression of Interest form. • Approval by the Children’s Leadership Team 10th May • Recommendation by the Supporting Families Multi-Agency Board on 6th May. • Deadline for expression of interest 5th May – to Gemma Mewton gmewton@cornwall.gov.uk

25. Criteria • Meets the Big Lottery Criteria • Fits with the Supporting Families Strategy – model, values and priorities • Enables best value and partnership delivery with both Statutory and Voluntary and Community Sectors • Strengthens and simplifies existing opportunities for supporting Families facing Multiple Problems • Creative and flexible solution focus

26. Discussion – Identifying the “Noise” • What are the issues and opportunities that we currently or shortly will face, that will shape services to families facing multiple problems? • Issues and Opportunities

27. Discussion - What are the missing bits of the jigsaw? • What are the service gaps for families with multiple problems, what does our ideal provision look like, and how do we ensure fit with statutory and voluntary/community services?

28. Discussion - the mechanics • Collaborative working, defining and identifying a lead agency. • We are looking for a Lead Agency who can evidence a good track record of; • Smooth integration with Statutory and Voluntary/Community Services in terms of delivery • Using existing systems to add value but simplify the journey through services for families (eg using CAF, Pre-CAF, FIS Directory, and Locality Working) • Able to add value and build on relationships and practice currently being delivered, and planned for the future • Ensuring the right services reach families facing multiple problems using a whole family approach • Improving outcomes for children 5-10 years

29. Round Up and Next StepsThank you!Ann Van DykeSupporting FamiliesCSF Cornwall Councilavandyke@cornwall.gov.uk07891 803970