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Putting the Public into Public Services - #ppps14
- 1. Putting the Publicinto Public Services #ppps14 @scvotweet
- 2. Agenda 10:00 Welcome andintroductions Richard Hamer, SCVO board member Where are we now? Kate Wane, SCVO 10:15 Katie Kelly, Strategic Manager, Vibrant Communities Service, East Ayrshire Council 10:40 Ella Simpson, Director, EVOC 11:05 Open space discussion time 12:00 Lunch 12:45 Kevin Dicks, Chief Executive, Bromsgrove District and Redditch Borough Councils 13:25 Open space discussion time 14:15 Refreshment break 14:25 Panel session with the day’s speakers led by Prof. James Mitchell, Academy of Government at University of Edinburgh. 14:55 Closing reflections, thanks and what next?
- 3. Welcome and Introductions RichardHamer, SCVO board member #ppps14 @scvotweet @young_hamer
- 4. Where are wenow? Kate Wane, SCVO #ppps14 @scvotweet @K8Wane
- 9. Katie Kelly Vibrant Communities, EastAyrshire Council #ppps14 @scvotweet
- 10. Why Re-focus? •Drop infunding available to public sector •Changes in demography •Increase in demand •Listening to our communities and stakeholders •Widening inequalities gap •Welfare Reform •National Drivers for change Vibrant Communities- The Story So Far ... “East Ayrshire will be a place with strong, vibrant communities where everyone has a good quality of life and access to opportunities, choices and high quality services which are sustainable, accessible and meet people’s needs.” The vision of East Ayrshire Community Planning Partnership -£0.6M Saving
- 11. Why Re-focus? •Drop infunding available to public sector •Changes in demography •Increase in demand •Listening to our communities and stakeholders •Widening inequalities gap •Welfare Reform •National Drivers for change Why Re-focus? •Drop in funding available to public sector •Changes in demography •Increase in demand •Listening to our communities and stakeholders •Widening inequalities gap •Welfare Reform •National Drivers for change
- 12. Why Re-focus? •Drop infunding available to public sector •Changes in demography •Increase in demand •Listening to our communities and stakeholders •Widening inequalities gap •Welfare Reform •National Drivers for change A redesigned service bringing together the talents, experience and skills of over 100 front facing employees from… • Active Schools • Community Learning & Development Services • Democratic Services (support to Community Council’s) • Leisure Development Services (early intervention and prevention services) • Planning and Economic Development - External Funding and Sustainability and Local Project Posts • Social Work Community Care - Local Area Coordinators and Care Coordinators • Social Work Children and Families – Befriending • Corporate Infrastructure and Legal
- 13. Why Re-focus? •Drop infunding available to public sector •Changes in demography •Increase in demand •Listening to our communities and stakeholders •Widening inequalities gap •Welfare Reform •National Drivers for change Key Service Areas (a vibrant diagram) Prevention and Early Intervention Sustainable Communities Young People, Sport and Diversion Active Schools Play and Early Intervention Lifestyle Development, Older People and Wellbeing Communities Adult Literacy, Numeracy and Learning Sustainability Property and Estate Rationalisation Reduction of community facilities by 25% Community Asset Transfer Community led facility management
- 14. Why Re-focus? •Drop infunding available to public sector •Changes in demography •Increase in demand •Listening to our communities and stakeholders •Widening inequalities gap •Welfare Reform •National Drivers for change Leading the Transformation (another vibrant diagram) Public Service Reform Partners All Council Services Vibrant Communities
- 15. Why Re-focus? •Drop infunding available to public sector •Changes in demography •Increase in demand •Listening to our communities and stakeholders •Widening inequalities gap •Welfare Reform •National Drivers for change Our solutions are often not fit for purpose
- 16. Why Re-focus? •Drop infunding available to public sector •Changes in demography •Increase in demand •Listening to our communities and stakeholders •Widening inequalities gap •Welfare Reform •National Drivers for change Co-production and asset based approaches makes strengthening the ‘core economy’ of communities, neighbourhoods, individuals and families the central task of public services. There is a focus on •Recognising people as assets Discovering local skills and talents connect these assets create opportunities for these assets to be productive •Promoting reciprocity •Building social networks AN ASSET BASED APPROACH
- 17. Why Re-focus? •Drop infunding available to public sector •Changes in demography •Increase in demand •Listening to our communities and stakeholders •Widening inequalities gap •Welfare Reform •National Drivers for change Identification of talents and gifts Gifts of the Head (knowledge/information) Hand (practical skills) Heart (what are you passionate about?) Working Gifts (Presently offered and valued) Waiting Gifts (yet to be offered and valued)
- 18. Why Re-focus? •Drop infunding available to public sector •Changes in demography •Increase in demand •Listening to our communities and stakeholders •Widening inequalities gap •Welfare Reform •National Drivers for change Changing the approach………….. Present Policy Why not also have approaches that… Focus on Deficiencies Focus on Assets Problem Response Opportunity Identification Charity/ Grants Orientation Investment Orientation Power skewed towards professionals Power more equally balanced between community, individual and professionals More Services Fewer Services High Emphasis on Agencies Emphasis on Associations Focus on Individuals Focus on communities/neighbourhoods Maintenance Development See People as Clients and Customers See People as Citizens, Neighbours and Co-producers ‘Fix People’ Develop Potential Programmes/ Projects are the Answer People are the Answer
- 19. Why Re-focus? •Drop infunding available to public sector •Changes in demography •Increase in demand •Listening to our communities and stakeholders •Widening inequalities gap •Welfare Reform •National Drivers for change • Supporting older people to live life to the full • Supporting vulnerable families and young people • Supporting people in recovery and prisoners • Empowering Communities- Community Asset Transfer and Community Led Action Plans…………. CO- PRODUCTION/ ASSET BASED APPROACHES IN ACTION
- 20. Community Led ActionPlans
- 21. Community Led ActionPlans – Next Steps Next Steps……
- 22. Impact and Benefitson the Community “The process has really helped us to get to know our community and what’s in it” "It has been the community that has decided what we want for our community, we have ownership“ "We have found the strengths of the community and the challenges and we are moving forward to make this plan happen" Brought back a “sense of community” “It’s revived the community”
- 23. Why Re-focus? •Drop infunding available to public sector •Changes in demography •Increase in demand •Listening to our communities and stakeholders •Widening inequalities gap •Welfare Reform •National Drivers for change For us its all about….. Leading Transformational Change and Changing Culture People, relationships and connections Reducing bureaucracy and red tape- encouraging creativity Enhancing and strengthening relationships with the voluntary and business sectors Unlocking skills and talents of our employees and our communities Moving beyond the rhetoric- Just do it! Asset Based/ Coproduction Approaches
- 24. Why Re-focus? •Drop infunding available to public sector •Changes in demography •Increase in demand •Listening to our communities and stakeholders •Widening inequalities gap •Welfare Reform •National Drivers for change A TIME FOR CHANGE “This is not solely a matter of fiscal necessity but a once in a generation opportunity to implement radical reforms that will provide improved public services that are better focused on the needs of the people it seeks to support” Commission on the Future Delivery of Public Services (2011)
- 25. What Needs toChange? Ella Simpson, Director, Edinburgh Voluntary Organisations’ Council @evoc_edinburgh
- 26.
- 27. Homelessness Strategy Canny wi’Cash SUNE
- 28.
- 29. What Is ‘thenew normal’?
- 30. Open Space Session1 1. Definitions: Public, co-production, assets approach, prevention, PSR – do we interpret these differently? 2. Priorities & Values: Trust & reciprocity, people at centre, saving money, who owns public services? 3. Goals & Outcomes: What do we (as orgs, as government etc.) want to get from involving people/being involved in public services? 4. Ready & Willing: Are we ready to collaborate? 5. What Works? What do we know works and why? How can we use these examples?
- 31.
- 32. Re-designing our Service through Locality KevinDicks – Chief Executive Bromsgrove District and Redditch Borough Councils
- 33. Our Journey • Startedour journey in February 2011 • Captured demand in customer services centre • Decided to look at rent arrears • Profiled 3000 arrears cases and flowed 75 customer journeys • Decided to trial working differently in Winyates
- 34. System Conditions -Internal • Access to advice - benefit entitlement - 30% • Waiting List/Allocations - understanding need v's suitability of area/accommodation - 18% • Access to home support - maintaining independent living - 13% • ASB/Tenancy/Options cross working - different purpose - 9%
- 35. System Conditions –External •Access to budget management/bank account advice - 31% • Access to advice - housing benefit entitlement - 30% • Access to finance/debt advice - 24% • Access to support to resolve life issues (other than addiction) - 13% • Access to a health service – addiction – 9%
- 36. Realisation... If we continuedto work with partners in the same way, they could not help as they were constrained by their own system.
- 37. Police Housing GP Access Centre 64% Value 36%Failure What hits front doors isn’t all work... 47% Value 53% Failure 65% Value 35% Failure 63% Value 37% Failure . We worry about eligibility and risk Demand is rising - we need to keep appointments short Be the gatekeeper Meet the numbers
- 38. What does itfeel like for citizens Understanding their journey through our system
- 39. What did weknow about ‘A’ & when... Employment • I’ve had to give up my job Finance • I’m struggling financially • My ex has left me with debts “I need help” Safety & Security • I am a victim of domestic abuse • I’m a victim of sustained domestic abuse • I’m being harassed by my ex • I’m worried about keeping my daughter safe “I need help” Home • I’m homeless • I’ve been threatened with eviction • I need a bigger home Self • I live away from my family • Isolated socially Relationships • I’m struggling to cope with 3 children • I’m trying to cope with 4 children on my own & am pregnant • Impact of DV on children • My relationship is under strain • I’m struggling to cope with 6 children “I need help” “I can’t cope” Health • My health is deteriorating • Depressed and in pain “I need help” In 2001 In 2004 In 2008
- 40. Capability and Cost What‘A’ said she wanted: • “I need help with housework and... • ..gaining access to the upstairs of the property. • The two things that would have such a profound effect on mine and the children’s lives.” What ‘A’ received: • 2 x Anger Management Courses for 2 boys. • Triple P Parenting Programme. • Help cleaning 1 bedroom. • Toilet frame, Perching stool & Bath board (for a bath she could not access).. And 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.
- 41. Capability and Cost Costof what ‘A’ wanted: • Cleaner, 10hrs/wk for 4 years: £14,560 • Move to suitable property: £1,200 • Stair lift: £5,000 • Total: £20,760 Cost of what ‘A’ has received: • 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 £120,000 2008 2009 2010 2011 2012 to Oct
- 42. And it’s notover yet! Current Approach Projection Assumptions • Court action re ‘A’ and her Father. • 5 children remain in foster care until they are 18. • Not including further intervention by police or s/services. • TOTAL CUMULATIVE COST: £781,541 Alternative Approach Projection Assumptions • 10 hrs cleaning each week until youngest son leaves foster care. • Not including further intervention by police or s/services • TOTAL CUMULATIVE COST: £60,800 Calculated using DfE Family Savings Calculator Current Approach Alternative Approach
- 43. Knowledge is power, weare more special than you are We don’t trust each other or citizens We worry about risk!!! Needs are complex Protect our budgets/ income We focus on activities and targets!!! Thanks but that does not help me My problem is getting worse No-ones taking responsibility for helping me solve my problem There are real barriers to sharing data We focus on doing our bit and then pass it on We close the case if other agencies are involved We use standard risk assessments to decide whether this one is for us or if we can pass it on We pass info to other agencies even when we don’t expect them to do anything T S P Referrals lead to more referrals Referrals between agencies are the way to get things done We process issues rather than fix them We record everything Everyone's got a bit of knowledge but no- one’s doing anything even when its getting worse There are multiple assessments by multiple agencies We only do what we have to We notice and record when people aren’t coping but don’t do anything about it Thinking – System - Performance
- 44. Knowledge is power, weare more special than you are We don’t trust each other or citizens We worry about risk!!! Needs are complex Protect our budgets/ income We focus on activities and targets!!! Thanks but that does not help me My problem is getting worse No-ones taking responsibility for helping me solve my problem There are real barriers to sharing data We focus on doing our bit and then pass it on We close the case if other agencies are involved We use standard risk assessments to decide whether this one is for us or if we can pass it on We pass info to other agencies even when we don’t expect them to do anything T S P Referrals lead to more referrals Referrals between agencies are the way to get things done We process issues rather than fix them We record everything Everyone's got a bit of knowledge but no- one’s doing anything even when its getting worse There are multiple assessments by multiple agencies We only do what we have to We notice and record when people aren’t coping but don’t do anything about it Thinking – System - Performance
- 45. What next? Triala new way of working Why? • To help tenants resolve the problems I have with my life: • Life, Family, Home, Community How? • 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 working Where? • Winyates – Area identified as Highest Need • 662 Council tenancies • Rent/Welfare Officer, Tenancy Management Officer, Home Support Officers (ASB Officer joined the team later)
- 46. Working to Purpose 1 •Help me to resolve the problem(s) I have in my life/family/home community. 2 • Understand what I need from my community and support me to be involved in defining how I can participate in its future.
- 47. Working to Principles 1 •You understand me and the problems I need help to solve 2 • You take as long as necessary to understand me 3 • You do only what is necessary to create space for me to solve my problems
- 48. Where did Istart? 5% Specialist Professional Help (Long Term Support) Multiple Problems to solve (I could go either way) Housing professional problems to solve (I am living my life ok) 31% 64% Does it work for the Customer?
- 49. Where did Iend up? 50% 5% Specialist Professional Help (Long Term Support) 5% Multiple Problems to solve (I could go either way) Housing professional problems to solve (I am living my life ok) 31% 64% 15% 80% Where did I start? Does it work for the Customer?
- 50. • 65% ofthe cases have been successful • 35% even though arrears have increased, it has been a result of external influences • All customers still engaging with us on some level. • 4 properties have become void and re-let • 3 of the new tenants have a clear rent accounts • 1 of the new tenants although in arrears due to a change of circumstances is working with us. 26 Winyates Cases: Arrears Position, Feb’12 – Aug’13 Does it work for the Business?
- 51. What it feelslike from the Customer perspective
- 53. Melanie Understand Me Help meto be a good parent Help me to find a home of my own Help me to manage my finances Help me to find employment
- 54.
- 55. Understanding our Demand TheValue of Understanding ‘Demand in Context’
- 56. Getting behind ourPresenting Demand: ‘Help me with my rent arrears’
- 57. Understanding our Demand TheReal Problems to Solve RANKDEMAND IN CONTEXT FREQ. % 1 Help_me_claim_or_understand_my_benefits... 53 10.56% 2 Help_me_manage_my_finances... 43 8.57% 3 Help me with my rent arrears 35 6.97% 4 Help_me_to_deal_with_my_mental_health… 31 6.18% 5 Help me to find a suitable property 26 5.18% 5 Help me with noise from neighbouring/unidentified property 26 5.18% 6 Help_me_with_issues_in_my_neighbourhood... 17 3.39% 7 Help me to manage my home better/keep it clean 14 2.79% 8 Help me/my family to feel safe in our home 13 2.59% 9 Help me to report/get the necessary repairs to my property 12 2.39% 9 Help me to move to a more suitable property 12 2.39% 10 Help_me_to_live_independantly_in_my_home… 10 1.99%
- 58.
- 59. If we wereto work on a similar case to ‘A’ now? Old World Perspective • Case ‘B’ has 3 young children, all < 5yrs old • Suffered from DV from ex partner • Property too small: ground floor flat with balcony • Neighbours complaining that her and her children are causing a nuisance: – ‘Children will hang around on the grass’ – ‘Children are having water fights on the grass’ – ‘She had a BBQ and smoke came into the property’ • Police: – “she is causing a nuisance” – serve Acceptable Behaviour Contract on her - which is unenforceable with her current behaviour. – Look to serve ABC’s on the children ‘hanging around on the grass’ • ‘B’ felt like she was being harassed by her neighbours because all she was doing was playing with her children on the grass – she didn’t have a garden of her own New World Perspective • Case ‘B’ is a young mom who is struggling with the death of her partner • She is lonely and has young people around for company and to help her with the children • She has a 91yr old, housebound neighbour: – Neighbour’s living room window looks out onto the grass where the children play – she sits and stares at the window all day. • There have been issues in the area for years. Residents have no tolerance –want a quiet life. • The properties and area do not work – There are 36, 2 bed flats in this block, occupied by families with children. – Nowhere for children to play apart from grass at the back of flat, next to people’s balconies. • B does not want to be a nuisance to the neighbours but feels like they are targeting her. – Instead of them speaking to her they report her to the police and social services.
- 60. If we wereto work on a similar case to ‘A’ now? Old World Perspective New World Perspective What we would have done Give the neighbours diary sheets to record incidents on Serve a notice of possession proceedings on B Refer B into children services due to concerns from neighbours Get witness statements from neighbours to apply to court for possession of B’s property because she is causing a ‘nuisance’ to neighbours Apply to court for B’s property Serve ABC’s on the children ‘hanging around on the grass’ and if they breach these serve ASBO’s on the children What a ‘good life’ looks like to Case ‘B’: • Help me be a better parent • Help me to move to a bigger property • Help me to find an area that is more suited to my family Completed/Future Activities: • Understanding and supporting ‘B’ - ongoing • Find a bigger, more suitable property - complete • Plan how to change the area around the flats in the future - complete • Pulled help from Early Help & YMCA – complete • Help move to new property - future • Ensure new residents moving into the block will fit into the area - ongoing • Inform residents what we are doing to resolve the situation - ongoing • Involving residents in reshaping the future of where they live - ongoing
- 61. Presenting demand: Rent Arrears Activity& Cost Comparison
- 62. RBC Social Services What wewould have done What we did following purpose & principles Court to obtain possession order Understand me conversation. Provided money for baby milk. Help me to claim HBens. Info gathering re back-dated claim. Help me with my debts. Referral to Two Pennies Help me to keep my child. Response to SSrvcs re kinship assessment. RENT ARREARS:increase Dec’13 to date RENT ARREARS (Dec’13) Understand me conversation. Help me with my debts & rent arrears. Liaison with Two Pennies re debts and arrears Understand me conversation. Understand me conversation. Understand me conversation. Old/New World Cost Comparison £8,877 £618 £13,687 Rentarrears£3,573 Court to obtain possession order RENT ARREARS (Dec’13) Multiple telephone calls & visits Letters re ‘breach of order’ & ‘referred for eviction Report for Hsng. Mngr, subsequent permsn. to evict Appl. to Court for eviction date Confirm court eviction date & risk assessment for bailiff. Referral into Access Centre Letter to SServ. to inform of eviction, Lttr to Tenant re date Send eviction notice, arrange carpenter., inform Homeless team that Tenant may presnt. Lock change at eviction, void property turnaround & CTax RENT ARREARS increase to eviction Debt recovery & write off activity H/less asst., TA, Prvt rental setup Child into Foster Care (initial 3m) RBC Social Services £334 £4,698 Rentarrears£3,573 £380
- 63. RBC Social Services What wewould have done What we did following purpose & principles Court to obtain possession order Understand me conversation. Provided money for baby milk. Help me to claim HBens. Info gathering re back-dated claim. Help me with my debts. Referral to Two Pennies Help me to keep my child. Response to SSrvcs re kinship assessment. RENT ARREARS:increase Dec’13 to date RENT ARREARS (Dec’13) Understand me conversation. Help me with my debts & rent arrears. Liaison with Two Pennies re debts and arrears Understand me conversation. Understand me conversation. Understand me conversation. Old/New World Cost Comparison £8,877 £618 £13,687 Writeoff£3,573 Court to obtain possession order RENT ARREARS (Dec’13) Multiple telephone calls & visits Letters re ‘breach of order’ & ‘referred for eviction Report for Hsng. Mngr, subsequent permsn. to evict Appl. to Court for eviction date Confirm court eviction date & risk assessment for bailiff. Referral into Access Centre Letter to SServ. to inform of eviction, Lttr to Tenant re date Send eviction notice, arrange carpenter., inform Homeless team that Tenant may presnt. Lock change at eviction, void property turnaround & CTax RENT ARREARS increase to eviction Debt recovery & write off activity H/less asst., TA, Prvt rental setup Child into Foster Care (initial 3m) RBC Social Services £334 £4,698 Rentarrears£3,573 £380
- 64. Role of ThirdSector • Absolutely key – been on the journey since the start • Helping us to understand the issues in localities / peoples lives – sometimes people won’t approach the Council / Statutory agencies • Working in partnership with us to “redesign the service” – part of the RPEG Steering Group • Will provide services / support under new method of working
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- 66. Open Space Session2 1. Route maps: How do we get there; use of targets, structural changes, motivations, role of Government 2. Practicalities of Working Together: As orgs, between sectors, with people e.g. time, resources and opportunity 3. Attitudes & Relationships: To other departments, to fellow staff members? To professionals? To collaboration? Do these need to change? 4. Measuring Success: How do we do this? Need more than a financial measure. 5. Individual & Community: How do we balance individual needs and desires for public services?
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- 68. Panel Session Led by: ProfessorJames Mitchell, Co-Director of the Academy of Government and Professor of Public Policy at the University of Edinburgh @Edinburgh_AoG With: Katie Kelly, Strategic Manager of Vibrant Communities from East Ayrshire Council Ella Simpson, Director at Edinburgh Council of Voluntary Organisations @evoc_edinburgh Kevin Dicks, Chief Executive of Bromsgrove District and Redditch Borough Councils @kevindicksceo John Downie, Director of Public Affairs, SCVO @JohnDs_View