A3 lewis etoria
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A3 lewis etoria






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    A3 lewis etoria A3 lewis etoria Presentation Transcript

    • Insight to Child Poverty Lewis Etoria – Project Delivery Manager (Customer Insight)
    • Our tools
    • Benefits of an integrated approach
      • Takes the best of all parts (well tested)
      • Provides a logical and thorough method to review and redesign
      • Evidence based decision making
      • Transparency and accountability
      • It puts the customer at the centre, but NOT at any cost
      • Allows limited resources to be focused to areas where benefits/outcomes are maximised
      • Supports partnership working
    • Insight to Child Poverty
      • Established Bridlington Children’s Trust Board – multi agency reporting to the Children’s Trust Board
      • Two workstreams – data and strategic development
      • Mix of tools applied – OBA, Circles of Need, Customer Insight segmentation was used to understand from the customers perspective their issues, experiences and expectations
      • Data analysis identified which characteristics of poverty impact upon different population groups
      • Examined issues/characteristics of poverty challenging the way services were offered and the processes used to provide them
    • Child Poverty Levels in Bridlington
    • Child Poverty
      • Example: Bridlington Central and Old Town Ward’s areas which suffer from Child Poverty
      • Propensity to be:
        • Young working Class families
        • Poorly educated
        • Preference for services to be delivered face to face/ Branch.
        • Unresponsive to Post.
        • These areas have people who have an interest in betting, bingo and going to the pub.
      • Delivered understanding of most effective methods for delivering services and information.
      • High child poverty areas in Bridlington
      • Preferred service delivery methods
    • Challenges
      • Data sharing - DWP
      • Access to good quality household level data relating to child poverty
      • Eligibility/entitlement for services ie free school meals
      • Being clear at the outset of the key drivers/indicators of poverty
      • Resource management across LSP and voluntary sector to deliver the changes
      • Ownership/partnership working – who should lead?
      • Having realistic, measurable and resourced outcomes
      • - ‘is anyone better off?’
    • Lessons learned
      • It is a consistent evidence based approach to evaluating whether services are making a difference and how (& at what cost)
      • Challenged what and how services were delivered to particular population groups (preferred method)
      • Identified where duplication exists and where customer needs are not being met
      • Provided a new approach for commissioning which looked at the whole system and informed its redesign around the customer
    • What next
      • 42 emerging recommendations which have been prioritised into an action plan owned by all agencies, specifically to address:
      • Clearer ownership, strategy and governance for the entire “system” including the establishment of a single shared citizen data analysis team
      • Greater transparency/clarity of roles and outcomes
      • Reduce areas of duplication e.g. signposting/advice key area for redesign,
      • Embed the community & voluntary sector into the “system” to provide role models / mentors / safety net / advocate
      • Evaluate parenting services to maximise impact/outcomes
      • Better targeting of preventative services to shift families away from dependency to increased independence
      • Improve the quality, consistency and empowerment of workers through a review and promotion of the CAF