Community budgets and troubled families dec 2011


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  • Birmingham’s pathfinder initially focused on Shard End ward – area of high deprivation in East Birmingham Data from 24 deprivation indicators - Shard End highest, Kingstanding second Shard End treatment area – Kingstanding control (business as usual)
  • 12 primary schools, 1 secondary schools 1 children’s centres 26,000 resident 4019 families (households with dependent children) - Experian Household Data for May 2010 11,853 households
  • Governance Steering Group – provides strategic steer, interface with Whitehall, planning for scale up Operational Group – local managers – making it happen on the ground – front line with families
  • fCAF – Family Common Assessment Framework – children’s and adult agencies working together with the family to develop Integrated Support Plan IFSTs - Integrated Family Support Teams – advocacy support for families with additional/complex needs FIP - Family Intervention Programme – intensive family advocacy for families with the most complex needs WISH – Worklessness Co-Design – advocacy support to address barriers to employment (JCP staff fully involved) Evidence Based Early Intervention and Prevention Programmes – a portfolio of evidence universal and targeted evidence based programmes Cost/benefit Analysis and Benefits Realisation - National Exemplar Project – developing robust systems for costing interventions and projecting and evidencing financial savings Robust Evaluation Framework and Roll Out City Wide from 2012-13
  • Procedure for family CAF Comment that it should be familiar as is the same as normal CAF Sections are colour coded to correlate to Family CAF documents HANDOVER TO JASON
  • fCAF process Above line – describes processes follows Below represents measures i.e. evaluation data
  • Cost / benefit realisation: Cost up each agencies intervention in the family (cost of fCAF) (aggregated = community budget!) Project savings for each intervention in the family (savings of fCAF) (CBB efficiency target) Tracking beneficiaries to measure outcomes – gives actual savings realised.
  • Good to get working with some families early on - that practical, on the ground experience has helped accelerate and inform our future planning 2. Get partners engaged early – at least 140 practitioners trained in fCAF already 3. Have not got the issue of community involvement sorted yet – every time we visit/listen we learn useful things! (This refers to community engagement in service design - we already have high level of family engagement in fCAF) 4. The definition of FCNs is contentious and needs to be negotiated between the PM's commitment, practitioner views, and local priorities 5. Capturing and tracking outcomes and costs data challenging - including arrangements for data sharing with partners. 6. Local and cabinet political engagement is very helpful - as is buy in from LSP and BCC Chief Executive 7. Some FCNs don;t want to engage - we need to decide whether that's ok or whether we need tougher love! 8. Governance - the steering / operational split works well 9. Small steps can make a difference - eg making the training course childcare happen, addressing dangerous dogs, etc .
  • Community budgets and troubled families dec 2011

    1. 1. Community Based Budgeting Briefing
    2. 2. Birmingham’s Community Based Budget <ul><li>Improving outcomes </li></ul><ul><li>for families with complex needs </li></ul>
    3. 3. OUR VISION <ul><li>Our aspiration is for Birmingham to be a place where all families, children and young people enjoy living, learning, developing and achieving together whilst feeling safe and secure in a family friendly city. </li></ul>
    4. 4. Our CBB Challenges <ul><li>Need to effectively support families with complex needs – 160 in 2011/12, all by 2015 </li></ul><ul><li>Need to improve services to families with complex needs, through better service alignment across partners </li></ul><ul><li>Need to maintain affordability for required services, within a context of reducing expenditure and significant pressure on services and resources </li></ul><ul><li>Need ultimately to create efficiencies, through better </li></ul><ul><li>collaborative working, pooling resources and creating a </li></ul><ul><li>community budget. </li></ul>
    5. 5. Why Shard End? “risk index” by ward Shard End pilot Kingstanding “ control” site
    6. 6. The pilot area
    7. 7. CBB FCN – Main Partners <ul><ul><li>Birmingham City Council: Children, Young People & Families, Adults & Communities, Housing & Constituencies and Development Directorate </li></ul></ul><ul><ul><li>Be Birmingham – Local Strategic Partnership </li></ul></ul><ul><ul><li>Jobcentre Plus </li></ul></ul><ul><ul><li>Health Sector Partners </li></ul></ul><ul><ul><li>West Midlands Police </li></ul></ul><ul><ul><li>Schools and Children’s Centres </li></ul></ul><ul><ul><li>Drug & Alcohol Action Team and service providers </li></ul></ul><ul><ul><li>Domestic Violence agencies and groups </li></ul></ul><ul><ul><li>Voluntary / Community Sector Organisations </li></ul></ul>
    8. 8. r r Universal Screening Framework Family Common Assessment Framework Specialist Assessment Frameworks Families with Complex Needs Families with additional needs Families whose needs can be met in universal settings FNP Incredible Years PATHS Evidence Based Early Intervention Programmes FIP IFSTS CBB Whole System Model For Shard End Pathfinder WISH - DWP Co-Design Intensive Family Advocacy Services
    9. 9. Family CAF Business Process Pre Assessment Checklist Integrated Support Plan Integrated Support Plan Review Summative Evaluation May include early screening tools & risk assessments eg SDQ, DAS, CAT etc Section 1 Core demographic details& existing service involvement Section 2 exactly the same as existing CAF. All children on the 1 form Section 3 general assessment of needs & existing service assessment Section 4 Consent obtained (if not already) Analysis of needs & which services to involve ‘ Contract’ with family & agencies – who will do what by when. Evaluation of actions put in place, next steps required & new needs identified & planned KPI Target Summative evaluation of over-all satisfaction KPI Target 15 Working Days 15 Working Days 15 Working Days Maximum 6 months Episode End Section 1 Family Details Section 2 Children’s Assessment Section 3 Adult Assessment Section 4 Analysis & conclusion
    10. 10. 0 to 18 Years – Early Intervention & Prevention Evidence Based Programmes FNP Family Nurse Partnership Pre birth up to 2yrs for first time Teenage mum Incredible Years Parenting Programme Targeting all 3 – 4 year olds with behaviour problems Triple P Parenting Programme Targeting 4 – 6 year olds With behaviour Problems PATHS Promoting Alternative Thinking Strategies All primary aged children commencing In Reception & Yr1 Public Health Approach to Early Intervention & Prevention For All Families in the Shard End CBB Area Birmingham Community Health Trust Integrated Family Support Team Integrated Family Support Team 11 CBB Primary Schools Evidence Based Programmes
    11. 11. Family CAF - Risk score - SQQs - Screening tools ID Needs - Need 1 - Need 2 - Need 3 - Need 4 Action Plan - Action 1 - Action 2 - Action 3 - Action 4 B C D E A Who are FCN? - Defined Method - Programme Group (Shard End) - Control Group (Kingstanding) ID Need - Measures to define Needs (iterative) - Can utilise screening info from CAF Cost of Delivery - How much does each intervention cost? - What is total cost? Activity/Process E.g. - What? - When? - How often/Change? Fidelity E.g. - Quality of delivery - Quality of lead practitioner - Did they turn up? Outcomes - To mirror CAF E.g. - No. of crimes - No. of teenage Pregnancies Infrastructure Costs - CAF co-ordinator - Data development costs - Project manager - Evaluation Projected Savings - By intervention Savings - Money saved by results Lead Practitioner Menu of Interventions Review e.g. every two months Impact/ Outcomes E.g. - Happier Family - Less crime /ASB - Healthier - In work End Review Process Lead practitioner working with the family Community Based Budgets – Families with Complex Needs Evaluation Iterative Process based on review * See further note for full definition of measures <ul><li>Baselining </li></ul><ul><li>Current activities and costs </li></ul><ul><li>Outcome measures </li></ul>Measures Family A B E D Integrated Support Plan A B E D
    12. 12. CBB Exemplar Project: Cost/Benefit Realisation through fCAF Unit cost for each partner intervention gives cost of each fCAF (in aggregate gives ‘ community budget’) + Projected savings for each intervention/fCAF (in aggregate is community efficiency targets) = Beneficiaries tracked across all partners gives actual savings realised CBB Budget Adjustments
    13. 13. Planning Trajectory – 2011 to 2015 September 2014 Formal agreement signed by all partners April 2013 – March 2015 Extend FCN Programme City Wide September 2012 Scale Up to 2 Additional Areas March 2012 CBB Service Review & Plan for Scale Up September 2011 Delivery of IFSTs and programme starts September 2011 Phase 2 begins (Pathfinder Delivery to FCNs) June and July 2011 Lessons from partner interventions identified and used to inform Phase 2 June 2011 Start Family Intervention Project and Worklessness Project June 2011 CBB Briefings and CAF training across partnership May 2011 Map service access points and service provision by areas May 2011 <ul><li>Commence recruitment process </li></ul><ul><li>IFSTs </li></ul><ul><li>Family Champions across all agencies </li></ul>April / May 2011 Detailed service design development April 2011 Finalised proposal developed April 2011 Identification of families with complex needs April 2011 FIP commissioned April 2011 Phase One begins (Planning for Pathfinder Delivery) Feb 2011 Programme management and governance in place Jan –Feb 2011 Initial Proposal developed Dates Activity
    14. 14. Recent developments in the pilot <ul><li>fCAF Coordinator Appointed </li></ul><ul><li>160 Front Line Workers in Shard End Attend fCAF Training </li></ul><ul><li>33 fCAFs Commenced – including 60 children </li></ul><ul><li>New Integrated Family Support Teams Established </li></ul><ul><li>Evidence based programmes rolled out – 11 local schools trained for PATHS and Incredible Years at Children’s Centre </li></ul><ul><li>Community engagement </li></ul><ul><li>DfE funded exemplar projects in “use of evidence” and “evaluation and benefits realisation” </li></ul><ul><li>Uni of Birmingham research on family and practitioner understanding of “family” and “family life” </li></ul><ul><li>Adult resident and child / young people surveys </li></ul><ul><li>Social Impact Bond feasibility testing with cabinet office </li></ul>
    15. 15. Lesson Learnt – So Far! <ul><li>Good to get working with some families early on </li></ul><ul><li>Get partners engaged early </li></ul><ul><li>Every time we visit/listen to families we learn useful things! </li></ul><ul><li>The definition of FCNs is contentious and needs to be negotiated </li></ul><ul><li>Capturing and tracking outcomes and costs data is challenging </li></ul><ul><li>Local and cabinet political engagement is very helpful </li></ul><ul><li>Some FCNs don’t want to change </li></ul><ul><li>Steering / operational split works well </li></ul><ul><li>Small steps can make a difference </li></ul>fCAF Link