The Changing face of Housing Services: Sharing our Journeys - presentations from the day
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The Changing face of Housing Services: Sharing our Journeys - presentations from the day

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This master presentation include slides from: ...

This master presentation include slides from:
Emma Haile at Rugby Borough Council covering housing voids;
Paul Coopey (Nuneaton & Bedworth Council) and Denise Cross (Warwickshire County Council) covering Hompe Improvement Agency Collaboration acorss Warwickshire;
Liz Tompkin and Jayne Bough (Bromsgrove District and Redditch Borough Councils) on rent arrears.

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  • Old-style management thinking
  • When we understand the nature of demand hitting the system, from the citizens perspective we can see that not all demand is the sort of stuff that we want/are here for. Quite often much of the demand is citizens progress chasing, phoning about the same problem and saying they are unhappy with what has happened. We label this type of demand as failure demand! We see failure demand as an opportunity to increase capacity and reduce cost. If we understand what is causing it to come in we can change things to reduce it’s occurrence.As can be seen it does not matter which organisation/service we look at the findings are very similar.
  • F1, F2, F3 = Father 1, 2 & 3D1, D2 = Daughter 1 & 2S1, S2, S3, S4 = Son 1, 2, 3 & 4GF = GirlfriendGf = GrandfatherS= R’s SisterWhen we look outside the immediate household we get a much better picture of the context of the family.
  • Because our relationship with the citizen is episodic we potentially miss previous knowledge that gives context to the problem. We miss knowledge that helps us understand that things are getting worse. The silo/functional nature of our design means that we often only see/deal with our ‘piece’ of the problem.

The Changing face of Housing Services: Sharing our Journeys - presentations from the day The Changing face of Housing Services: Sharing our Journeys - presentations from the day Presentation Transcript

  • The Changing face of Housing Services:Sharing our JourneysThursday 6th June 2013WELCOME
  • Welcome & IntroductionKevin DicksChief ExecutiveBromsgrove District and Redditch Borough Councils
  • Rugby Borough CouncilSystems Thinking Review of the Voids &Allocations ProcessEmma HaileEstates Management Team Leader6 June 2013
  • Voids End-to-End ReviewTimeline„Check‟July 2012 – August 2012‘Plan‟August 2012 – February 2013„Do‟February 2013 onwards
  • System Picture from ‘Check’
  • Then..….• Lack of focus• No direct responsibility• Functions spread across several teams• Competing/conflicting workloads• Working in isolation – not joined up• No communication• Voids not prioritised• Too many staff involved
  • Then (cont)..….• Average void period of 60 days• Average void rent loss £583• Average void repair cost £1186• Annual spend on decoration allowances£28k
  • 024681012No.ofhouseholdsReasons for leaving RBC property - Voids ReviewRBCtransferYes31%RBCtransferNo69%
  • Our PurposeTo get the right property, in the rightcondition, at the right time for thecustomer
  • Voids Team Principles1. We only do value work2. We involve tenants /customers in decisions3. We don’t make assumptions4. We should trust our customers, tenants, staff and contractors5. We ensure our policies and procedures are justified, consistent andrelevant to our purpose6. We should set tenants/customers up to succeed in their tenancy7. We treat our customers/tenants as individuals8. I.T should help not hinder9. Money/costs should not be a driving force10. Minimise hand offs11. We should manage customer expectations12. Staff should feel confident in making decisions13. Property is safe and secure
  • • Lock change• Electrical Safety Check• Cap off Gas• Turn on and Test – gas supply• Energy Performance Certificate• CleanBaseline Void Works
  • Lever Road
  • Parkfield Road
  • Charles Lakin Close- still completed in 28 days
  • Some voids are left like this….
  • …while others are left like this!
  • Now……• Focused approach• Dedicated officers dealing with processfrom keys in to keys out.• Continuity for customer.• Knowledgeable staff.• Reduced void turnaround times, propertiesbeing re-let quicker.
  • Now (cont)..….• Average void period of 22 days• Average void rent loss £271• Average void repair cost £1072• Annual spend on decoration allowances£12k
  • 050100150200250300Numberofdays Voids End to End timesJune 2011 to April 2013Void Period DurationAverageUCLAverage = 22 days; UCL = 49 daysAverage = 60 days; UCL = 166 days
  • Positive Outcomes……• Reduction in average void period (days)• Reducing void repair costs• Reducing void rent loss• Projected savings of over £190,000 in firstyear of implementation• New decoration scheme saving £16k p.a
  • The flat is muchnicer than anyothers I haveseen aroundthe country.It’s exactlywhat I need!(adaptedbungalow)Our new flat is perfectand there are noproblems. We arevery pleased with thepainting and wecouldn’t be moregrateful.I am pleased Ican decoratethe flat myselfand make itmy ownThe paintpacksarebrilliant!Customer commentsWe are verypleased withcarpets andfurniture left in ourflats (new tenantsand supportworkers)
  • Going Forward……• Training and development of new Voids &Allocations Officers• Introduction of new allocations system inJuly 2013• Continue to collect measures data tofacilitate understanding, learning andknowledge to improve process and informdirection of service
  • • Integrating the new way of working into thewider housing service, breaking downphysical and mental barriers within teams– promoting a ‘one service’ approach.• Changing culture – getting buy in fromstaff not yet involved with systems thinkingChallenges Ahead……
  • Pause for thought……“There is nothing so useless asdoing efficiently that whichshould not be done at all.”(Peter Drucker 1909 – 2005)
  • Thank YouAny Questions?
  • Housing EnvironmentAssessment ServicePaulCoopeyDeniseCrossThe Changing Face of Housing Services: Sharing our JourneyJune 6th 2013
  • Contents Background Review Redesign Service Outcomes Next Steps Learning points
  • BackgroundChange HappensThey Keep Moving The CheeseOurIceberg ismelting
  • Partner Organisations North Warwickshire Borough Council Nuneaton and Bedworth Borough Council Rugby Borough Council Stratford District Council Warwick District Council Warwickshire County CouncilIn conjunction with:Orbit – Heart of EnglandAge UK - Warwickshire
  • The Challenge - 2010 Significant issues with the old delivery methodof home improvements and adaptations. Delays of 395 days and 35% customer drop out. Teams struggled to deliver across the organisational barriersin each locality. Strategic service that is able to respond to the challenges of anaging population. Provide resilience across Warwickshire in response to public sectorspending reviews. Remove differences in delivery and systems across Warwickshire Better outcomes for Warwickshire residents
  • The Approach Differences in delivery and systems acrossWarwickshire were highlighted with consistently poordelivery times. The partners were working together onimprovements but the impact was not significantfrom a customers perspective. It became apparent that fundamentally the wholeapproach needed to change to improve the deliveryand outcomes for customers. A whole systems improvement was required ratherthan modifications to the existing services, but bestpractice needed to be retained. Lean systems thinking was chosen as the rightmethod to proceed.
  • Intended BenefitsCustomer To design a new system capable of respondingto a current levels and expected increasingcustomer demand for home environmentinterventions. Promoting independence through maximising anindividual’s potential Improving housing conditions to improve healthoutcomes Preventing accidents, ill health and dependencythrough an enabling home environment Delivering for the customer
  • Service Delivery Creating an equitable and consistent serviceacross the county Core service with potential for local flavours Building in resilience, shared expertise andeconomies of scale and flow. Customer focused and responsive services Right first time Increasing productivity through streamliningwork
  • Partnership Working Increasing effectiveness through workingin a collaborative way Potential for public and private sectors tocollaborate and improve effectiveness. Build a new way of working togetherthrough real innovation. In built flexibility to respond to the PoliticalEconomic Social Technologicalchallenges
  • LEANing Points So Far Engage all the relevant organisations at alllevels. Operational staff are best placed to do thereview and ensure backfill of their day job werepossible. Don’t overload the review with managers. Its essential to have inclusive communicationacross all teams.Anticipate ChangeGet Ready For The Cheese To Move
  • Review
  • Key Stats from Review Unknown service specific demand Average time from enquiry to works complete was 395 days. Drop out rate of 35% after the adaptation had been identified. 220 steps within the entire DFG process Duplication of work and visits within the various teams involved. Low customer expectation with 92 % satisfied with current service. Waiting lists at 3 service access points. 73% of calls to the service were chasing existing cases putting nonvalue demand on the system. Contractor capacity caused delays in 35% of cases. Overall costs of services contributing to adaptations and HIA werenot collectively known. At least 4 staff visits to each DFG customer – sometimes manymore (OT, Technical (specification and completion) andCaseworker)
  • Organisational Drivers Embed the principles of early intervention so thatchildren, young people, parents & carers have thesupport they need, when they need it To work in partnership to improve health and reducehealth inequalities for residents in the Borough. Helping to tackle health inequalities by working with theCounty Council and the NHS locally Improve service delivery via customer-focused reviewsand the development of our staff. Our older and vulnerable citizens are valued and liverewarding and independent lives. An increase in the number of vulnerable residents whoare supported to live independently in their own homes
  • LEANing point We did not understand or manage the systemend to end – we thought we couldn’t. Outputs focussed so it looked like we were doingwell – high numbers of adaptations Customer outcomes not measured – were wedoing the right thing? Remove complexity of the systems. Most services are simple –contact, assess, deliver.Monitor ChangeSmell The Cheese Often So You KnowWhen It Is Getting Old
  • Redesign
  • Purpose of the ServiceGive me the advice and information tohelp me make the right choices andprovide the practical help to deliver theright housing solutions when I want it.
  • Redesign Service was redesigned based on 3 value stepsto the customer Contact, Assess Me and Deliver Experiment was based on cross authority co-located teams 1 Access point – professionals on the front line Multi-skilled assessment officers – new joint jobrole Built using lean systems thinking Contractors trusted to deliver (with appropriatesupport. No existing IT system
  • Outcomes of Experiment Proved the concept Delivered a shower in 3 weeks end to end Contractors were collaborating notcompeting and working to reduce costs. Developed a comprehensive OT / Housingassessment Staff knew they could deliver the solutionthat was needed whilst with the customer.
  • LEANing Points We didn’t experiment we TRANSFORMED We didn’t recognise we were transforming There was no going back, but no pathway tomove forward. Do not under estimate the impact of change onfront line staff – have a change a managementplan Organisational Barriers are amplified and thereare no quick fixes to embedded policies. Lean Systems Reviews need ProjectManagement to under pin them.Adapt To Change QuicklyThe Quicker You Let Go Of Old Cheese. TheSooner You Can Enjoy New Cheese
  • Service Delivery Model The model agreed was a Collaborativemodel for Warwickshire using existingservice providers. There would be a staged approach to rollout of the experimental service to all localauthority areas of Warwickshire to enableeffective review, control and learning.
  • Next Key Steps A Business Case was necessary tosupport leader engagement andtransformation. Stabilisation of the North – critical Strategic and operational issues toaddress Bring in a Non Crown organisation Roll out to South Warwickshire Organisational barriers to be addressed
  • LEANing Point The project has enabled a number of barriers tobe explored and challenged in creating aCollaborative service. The inclusion of non-Crown organisations in theroll-out across Warwickshire was one of thosechallenges. Procurement rules have also dictated what canand cannot be achieved in the short term. Longer term solutions will be necessary oncethe service has been established.ChangeMove With The Cheese
  • LEANing Point A comprehensive Business Case enabledthe recognition and agreement of whatwas being developed and delivered. It provides a good reference document togain stakeholder approval and maintainfocus.Enjoy The Change!Savour The Adventure And Enjoy TheTaste Of New Cheese
  • Service Outcomes – 2012/13
  • Key Stats for 2012/13 There have been 1050 enquiries within theyear 116 approved DFG’s, 108 completed Enquiry to closure – DFG’s = 150 days Enquiry to work completed = 125 days Drop out rate at 5% for the year Number of cases closed within year = 872
  • Breakdown of Adaptations 74 were showers = 57% 43 were stair lifts = 33.5% 1 was door widening = 0.77% 1 was external rails = 0.77% 1 was WC = 0.77% 5 Ramps = 3.85% 4 Ground Floor Extension = 3.07% 1 Garage conversion = 0.77%
  • Costs Average cost under the old system =£7396 Average cost of the new systemadaptations completed within the year:£5338.58 Average cost of the old system and newsystem adaptations completed within theyear: £6422.66
  • DeliveredDeliveredDeliveredDeliveredDeliveredDeliveredScope of InterventionsDeliveredDeliveredDelivered
  • Enquiry to Completion-50050100150200250300350400
  • Assessment to Visit-50050100150200250300350400Jan Onwards
  • Core ApproachQualityTowards ExcellenceResponsivenessTimely responsiveserviceRespectBenefits to ResidentsReliabilityBreaking down barriers
  • Towards Excellence (Quality) Multi-skilled staff – more outcomes fromsingle contacts Value embedded within the pathway Supply chain management not competition Customer feedback driving improvement Building of the partnership / collaboration Innovative ideas
  • Benefits to Warwickshire Residents(Respect)☺ Improved quality of life☺ Reduced pressure on carers☺ Maintained independence☺ Giving the individual self-respect and dignity☺ Enjoyment of living in their own familiarhome environment for much longer☺ Choice☺ Social inclusion and family life
  • Breaking down of organisationaland professional barriers thathinder shared working (Reliability) Created the Housing Assessment Officer role An environment of shared learning and skills Shared service access point Housing and daily living assessment Single visits Automation of key documents System performance management system Contractors pathway Consistent northern Warwickshire adaptations pathway. Multi Agency Single Line Managed Service and Teams
  • Provision of a simple cost effectiveand timely responsive service(Responsiveness) Reduced from 51 steps to 13 No backlog going in to 2013/14 Within capital budgets Prescribing from the telephoneassessment. Reduction in on site visits – from 4 to 1 Improved working with council housingAllocations Teams Delivering the right interventions
  • LEANing Points Collaborative working requires respect, trust andlong term commitment Establish a service structure with governance Develop and support the team Cultures clash and require facilitation to build ashared culture. Leaders required at all levels – who also needsupport This is difficult but worthwhileBe Ready To Change Quickly And EnjoyIt Again And AgainThey Keep Moving The Cheese
  • Next Steps in 2013/14
  • Stage 1 (North Stabilisation) and 2 (Rugby Roll Out) Complete multi agency single line managed team Review of assessment tool Complete competency framework and trainingprogramme Complete Business Manual Business Plan Review Pathway
  • Stage 3 – South Warwickshire Roll Out Appoint to operational manager Build operational base and system Create team Training Experiment
  • Stage 4 – Strategic Contractor Procurement Information Governance Health and Safety IT specification and procurement Warwickshire Service Model PhD students Financial Models Marketing Strategy
  • LEANing PointsHow to achieve this Believe in the service Understand your data Challenge the status quo Keep to the lean principals – they tell youwhat to do. Lean systems works but not in isolation
  • Well, nobodysaid itwouldbe easy!
  • References:Who Moved my Cheese –Spencer JohnsonOur Iceberg is Melting –Kotter and RathgeberContactsDenise Cross – ProfessionalLead for Occupational Therapy– denise.cross@nhs.netPaul Coopey – Private SectorHousing Manager –paul.coopey@nuneatonandbedworth.gov.uk
  • Coffee break11:30am – 11:50amand a chance to contribute questions to the 1:45pm-3:00pmpeer session by ‘posting’ issues for discussion
  • HOUSINGMANAGEMENTTRANSFORMATIONHOUSING EVENT 6thJUNE 2013
  • OUR JOURNEYCHECK• FOLLOWED THE VANGUARD MODEL FOR CHECKDEMANDCAPTURE• ONE STOP SHOPS (FACE TO FACE)• BACK OFFICE (TELEPHONE)SERVICEAREAS• RENT AND WELFARE• TENANCY MANAGEMENT• ANTI-SOCIAL BEHAVIOUR
  • WHAT WE LEARNTRENTARREARS• A high proportion of customer demand is presented through rentarrears recoveryDEMAND• There is typically a problem to solve from presenting demand• Presenting demand typically differs to demand in contextPROBLEMSOLVING• We typically problem solve in isolation of internal and externalsilos• Problem solving very often requires a multi-agency approach
  • What next?We wanted to understand more aboutwhy tenants fell into rent arrears?PROFILING• We profiled 3,000 tenants rent accounts• And flowed in detail 75 customer journeysCUSTOMERJOURNEYS• 30% had never had arrears• 39% had occasional arrears• 17% had regular arrears• 14% Were having enforcement action taken against themWHY ?• In and out of work• Varying work hours• Redundancy / Getting paid from an employer• Family problems / relationship breakdowns
  • What next?We decided to trial a newway of workingWhy?• To help tenants resolve rent arrears problems by focusing on demand incontextHow?• Work to a set of principles not procedures• Think out of the box and throw away the rule book!!!• Take ownership of cases and remove silo workingWhere?• Winyates – Area identified as Highest Need• 662 Council tenancies• Rent/Welfare Officer, Tenancy Management Officer, Home SupportOfficers (ASB Officer joined the team later)
  • Winyates Purpose1• Help me to resolve the problem(s) Ihave in my life/family/home community2• Understand what I need from mycommunity and support me to beinvolved in defining how I canparticipate in its future
  • Winyates Principles1• You understand me and the problems Ineed help to solve2• You take as long as necessary tounderstand me3• You do only what is necessary to createspace for me to solve my problems
  • Old World V’s New WorldOld World – ProceduralTarget drivenRent/Welfare TeamTenancy ManagementTeamHome Support TeamAllocations Officer (HousingOptions Team)ASB Team (Differentdirectorate)New World – PrinciplesMeasures basedLocality LeaderLocality Officers• Rent Specialism• Tenancy Specialism (toinclude allocations)• ASB specialismHome Support Officers
  • How are we doing?Analysis from demand capture:
  • Measuring Outcomes – Standard Variation is reducing
  • The TriangleWhere did I start? Where did I end up?5% – SpecialistProfessionalHelp (LongTerm SupportNeeds)31% – MultipleProblems to solve (Icould go eitherway)64% – Housing professionalproblems to solve (I am livingmy life ok)5% – SpecialistProfessionalHelp (LongTerm SupportNeeds)15% – MultipleProblems to solve (Icould go eitherway)80% – Housing professionalproblems to solve (I am livingmy life ok)16%
  • Measuring Individual Outcomes:Middle to Bottom
  • Measuring Individual Outcomes:Middle to Bottom
  • What we learnt.From our journey
  • We wanted to understand• Consumption (Troubled Families & associated system economics)• How do families consuming the most services impact our organisations• Customer journey analysis – where are they presenting, why and whathappens• What is driving the consumption – them or the system• What are the implications on cost and capacity?• Thresholds (How well does the current referral systems work?)• What is the primary purpose of our referral systems• Understanding the flow from point of referral and subsequent interactionacross agencies• Establish data that helps us understand the systems capability to respond andthe key system conditions that affect our capability• What are the implications on cost and capacity?• Proactive /Preventative portfolio analysis across all agencies• How well does our current commissioning solve the problems we have• Get data to help understand how successful projects have been in relation tosolving the problems within the community• What are the opportunities to make better use of resources?
  • PoliceHousing64% Value36% FailureMeet the numbers …What hits front doors isn’t all work...GPAccess CentreBe the gatekeeper …Demand is rising …. weneed to keepappointments shortWe worry about eligibilityand risk …47% Value53% Failure65% Value35% Failure63% Value37% Failure.
  • Understanding their journeythrough our systemWhat does it feel like for citizens
  • ‘R’’s Family ProfileAge 15Child 1 ‘96Age 13Child 2 ‘99Age 11Child 3 ‘00Age 9Child 4 ‘03Age 8Child 5 ‘04Age 6Child 6 ‘06Age 41• Qualified hairdresser & beautytherapist• Victim of DV.• Life skill issues growing upwhich were never addressed• Disabled. Walks with crutches.• Socially isolated.• Long-term unemployed.MumDied age 59SisterEstranged from dad& RW – financialfeud.R’s FatherTerminal cancerDiagnosed 2012GFGirlfriendF1FatherGfS‘R’F3FatherF2Perp. Of DVFather.SonD1 S1 S2 S3 S4D2
  • It’s an interesting journey!Understanding their journey through our system
  • What did we know about ‘R’ &when...Employment• I’ve had to give upmy jobFinance• I’m strugglingfinancially• My ex has left mewith debts“I need help”Safety & Security• I am a victim of domestic abuse• I’m a victim of sustained domesticabuse• I’m being harassed by my ex• I’m worried about keeping mydaughter safe“I need help”Home• I’m homeless• I’ve been threatened with eviction• I need a bigger homeSelf• I live away from myfamily• Isolated sociallyRelationships• I’m struggling to copewith 3 children• I’m trying to cope with 4children on my own & ampregnant• Impact of DV on children• My relationship is understrain• I’m struggling to cope with 6children“I need help”“I can’tcope”Health• My health is deteriorating• Depressed and in pain“I need help”In 2001 In 2004 In 2008
  • In 2012• 6 children were taken into care• R was being investigated for neglect
  • Capability and CostWhat ‘R’ said she wanted:• “I need help with housework and...”• “..gaining access to the upstairs of the property.”• “The two things that would have such aprofound effect on mine and the children’s lives.Cost of what ‘R’ wanted:What ‘R’ received:• 2 x Anger Management Courses for 2 boys.• Triple P Parenting Programme.• Help cleaning 1 bedroom.• Toilet frame, Perching stool & Bath board (for abath she could not access)..Cleaner, 10hrs/wk for 4 years £14,560Move to suitable property (currenthome unsuitable for adaptation)£1,200Stair lift £5,000Total £20,760And it took this many people to deliver it...• 8 Social Workers.• 22 Support Workers allocated.• 30 Referrals in core flow.• 16 Assessments in core flow.• 36 Teams/Services.Cost of what ‘R’ has received to date:• Under-estimate of all activities since mid-2008.• Use of 2009 costs.• TOTAL: £106,777£-£20,000£40,000£60,000£80,000£100,000£120,0002008 2009 2010 2011 2012 toOct
  • Current DateProjected Cumulative CostsCurrent Approach Alternative ApproachCurrent Approach Projection Assumptions• Court action re ‘R’ and her Father.• 4 sons and 1 daughter remain in foster careuntil they are 18.• Does not include cost of further intervention bypolice or social services.• TOTAL CUMULATIVE COST: £781,541Alternative Approach Projection Assumptions• 10 hours of cleaning each week until youngest sonleaves foster care.• Does not include cost of further intervention bypolice or social services.• TOTAL CUMULATIVE COST: £60,800And it’s not over yet!Calculated using DfE Family Savings Calculator
  • Up to 2013:What R needed help with: I need help to getup my stairsWe put in astairliftI need help to get in and outthe bathWe put in hand railsI need repairs done to mypropertyWe put a new kitchen in theproperty and fixed all therepairsI need supportWe gave R amentor to helpher with theCourt and SocialServices processI need help to start toreorganise my homeWe gave R a home supportworker who visit when sheneeds itI need help withmy finances –When the time isright R will ‘pullon’ a financialadvisorI need help tounderstand mybenefitsMentor attendsESAappointmentswhen neededHelp me get my children backR and mentor have discussionswith Social Services to seecollectively what we can do so R’schildren can come home
  • . “I’m told I need this but I can’t have itor they can’t help me arrange it.”“I’ve been going round incircles, past from pillar topost and setup to fail.”“Before I have asked for help tofind care or cleaning serviceswhich I can pay for. No help hasbeen forthcoming.”“I would think a reasonable person with knowledge Ihave 6 children who all go to school would haverealised that if they wish to speak to me that callingme during the school day would be more appropriate”“The most difficult times ie. holidays, I amalways left without anyone to contact.”“I am tired to the point of exhaustionwhich is why in September last year I hadto beg Social Services to get involved.”What it feels like to be ‘R’ in the system“This week I have had 9 appointmentsor meetings in a four day period.”“I feel pressured misunderstood as faras my disability is concerned”.“I get more depressed each day and with each visit.Constantly being told I’m not good enough.”“I feel worse off and more exhausted than before.”“I am over-medicating with pain relief to beable to do more”“I need help with housework and gainingaccess to the upstairs of the property”I sit and cry with the pain and frustrationthat no one will help someone like me. Ihate my children seeing me struggle and cryand as much as I try and hide it they know.
  • What it feels like to work in the systemWe used to be able to help morepeople but now we spend most ofour time form filing and covering ourbacks.We have to hit our targets because we getpenalised financially if we don’t.This sometimes means we will prioritise lessserious cases because they are easier to get to.The problem is that the thresholdsfor intervention are too high.It’s just one big loop that everyonekeep’s going around.
  • • We believed what we were doing wasworking; making a difference – it isn’t.• We missed opportunities to provide realhelp.• Red flags not ‘heard’ or ‘seen’ in thesystem.• We didn’t understand what matteredto the individual or the problem tosolve• The system focuses on the child – wemiss/fail to act on the stated needs of theadult.• We intervene with sanctions, coercion &threats – not help.Summary of Learning• We work in silos – we chop up peopleinto functional activity.• We’ve learnt that assessment/referralleads to more assessment/referral butproblems don’t get solved.• Everyone’s got a bit of knowledge but noone doing anything meaningful evenwhen things are obviously getting worse.• It’s OK because we have plans in place &review activity (not outcomes).• Our work is crisis led.• We have an episodic relationship withcitizensHelp. I can’tcope.Help. I can’tcope.Help. It’sgettingworse.I’moverwhelmedI’ve asked forhelp for along time &not gettingany.I’moverwhelmedI’ve given up.
  • Knowledge ispower, we aremore specialthan you areWe don’t trust eachother or citizensWe worryabout risk!!!Needs are complexProtect our budgets/incomeWe focus onactivities andtargets!!!Thanks but that doesnot help meMy problem is gettingworseNo-ones takingresponsibility forhelping me solve myproblemThere arereal barriersto sharingdataWe focuson doingour bitand thenpass it onWe closethe case ifotheragenciesareinvolvedWe use standardrisk assessments todecide whether thisone is for us or ifwe can pass it onWe pass info toother agencieseven when wedon’t expect themto do anythingTSPReferralslead to morereferralsReferrals betweenagencies are theway to get thingsdoneWeprocessissuesratherthan fixthemWe recordeverythingEveryones got a bit ofknowledge but no-one’s doing anythingeven when its gettingworseThere are multipleassessments by multipleagenciesWe only do what we have toWe notice and record whenpeople aren’t coping butdon’t do anything about it
  • What are we doing to addresswhat we have found?As Leaders we will be addressing this in sessions thisafternoon.
  • Lunch1:00pm – 1:45pmand a chance to contribute questions to the 1:45pm-3:00pmpeer session by ‘posting’ issues for discussion
  • Learning for LeadersPeer Sessions with CEOs, Directors& Programme sponsors1:45pm – 3:00pm•Main room – Bromsgrove & Redditch Councils on Rent Arrears•Room behind you on your right – Warwickshire Collaborative HIA•Room behind you on your left – Rugby Council on Housing Voids
  • Feedback from the workshops3:00pm – 3:30pm
  • Closing Remarks3:30pm – 3:45pmKevin DicksChief ExecutiveBromsgrove District and Redditch Borough Councils