Supporting (Troubled) Families in Hampshire Winchester City Council Provider Event July 2013

1. Supporting (Troubled) Families in HampshireWinchester City Council Provider EventJuly 2013

2. Background – National Programme • Civil unrest over 5 days of August 2011 • Prime Minister’s commitment re 120,000 families • Troubled Family Unit – Department for Communities and Local Government • Emphasis on Public Services working differently together • National Efficiency – Families cost £9bn per year (£75,000 each p/a) and cross cut every Public Sector Agency

3. The Hampshire ‘ambition’ 1,590 families across Hampshire over the next 3 years (approx 80-90 in Winchester) Improved outcomes and lasting positive changes to the lives of families Greater inter-agency coordination and more effective partnership working with whole families Challenging and changing the way we work – Not just more of the same 3 year programme, but sustainable transformational change

4. National definition Troubled families are households who: • Are involved in youth crime and/or anti-social behaviour; • Have children not in school (<85% attendance, 3 fixed term exclusions, permanently excluded, or head teacher discretion); • Have an adult on out of work benefits. …..and as a result cause high costs to the public purse. DCLG funding claimed for those families meeting at least two of the three criteria Local discretion filters can also be used by partners. Not about chasing the money – if a family will benefit they will be included

5. 10 Local Co-ordination Groups based on District Council Areas (Havant & E Hants Combined) Programme Structure and Governance STFP Partnership Board (Chair: Cllr Keith Mans) DCLG Troubled Families Unit STFP Management Group (Chair: Paul Archer, Director Policy & Governance, HCC) HCC Accountable Body STFP Strategic Coordinator and Programme Team Ian Langley, Gary Westbrook, Volker Buck

6. Multi Agency Identification of Families • Single Family Plans for every family • Twin Track Approach – Intensive Support Service and Local Solutions • Independent Evaluation and Strategic Business Case Delivery Approach “TRANSFORM” Centrally commissioned Intensive Family Support Services 495 Families Locally determined solutions 1,095 Families

7. The Single Family Plan • Not another assessment • Sharing information at the family level – no organisation has the complete picture • Simple action plan – what will make the difference • Looking at the whole family and not just individual members • Joined up approach – 1 family, 1 plan, 1 joined up approach • SafetyNet • Family engagement and consent

8. What’s new about this approach? • 1 Family, 1 Plan, One joined up approach • Not a new service to “refer” into. But a new way of working • One agency/one professional leading the work (doesn’t mean they ‘do everything’) • Using existing assessments rather than further resource being used for further assessment • Statutory & voluntary agencies working & targeting precious resources together • Family based information/intelligence sharing • It’s everybody’s core business!

9. Year One Progress • 10 Local Coordination groups and SROs in place • Year 1 cohort (530 families) identified • Single family plans and lead agencies in place for approximately 500 families • SafetyNet – Single “family” view • Evaluation Partner (University of Portsmouth) appointed • Intensive Family Support Service (IFSS) provider appointed

10. Year Two and Next Steps • Family Engagement • Nominations to “Transform” • Monitoring progress with year 1 families • Year 2 cohort of families • Embedding a new way of sharing information and joining up service delivery at the family level…