Listening to Troubled Families

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In December 2010 the Prime Minister set out that he wanted troubled families’ lives to be turned around by the end of this Parliament.

The priority was to help families who were stuck with many problems, often responsible for causing problems, and also costing society a large amount of money in terms of services. The report draws upon interviews with families carried out in May and June 2012 by Louise Casey. Six local authorities in England assisted with providing access to families.

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Listening to Troubled Families

  1. 1. Troubled Families Andy Robinson Assistant Chief Executive Mags Walsh Programme Director 29th June 2012
  2. 2. Prime Minister & Leicestershire’s Ambition for Our Troubled Families“Last year the state spent an estimated £9 billion on just 120,000 families… …that is around £75,000 per family. David Cameron 15th Dec 2011 1. Significantly improving outcomes for families and their children 2. Reducing the current costs of public services “Our heart tells us we can’t just stand by… Our head tells us we can’t afford to keep footing the monumental bills for social failure. we have got to take action to turn troubled families around” David Cameron, 15th December 2011 2
  3. 3. Louise Casey Unit Ambition “Success is bigger than the payment by results model…I want to see real system change…this is about changing the mainstream. The Programme needs to catalyse sustainable reform of services in order to prevent future families from becoming ‘TF’ and to deliver significant cost savings to the State” “My ‘manna from heaven’ is that a 3 year focus on the family’s needs will result in the number of agencies involved with them will reduce from, say, 17 to 2” “This will be different because it will focus on individual families and their needs, rather than individual services” 3
  4. 4. Founding Principles Approved by Programme Board June 2011 Place’ and ‘citizens’ before ‘organisation’ Place shared vision, objectives and services Pro-active co-design between partners in the place and between the place & Whitehall Prevention by early and earlier intervention Better outcomes at less cost Fully understand the problem before defining a solution Ambitious & if appropriate radical local innovation Build on good practice /initiatives in place in Leicestershire i.e. Integrated Offender Model, Children’s Centres, YOS, Systems Change, many others Decommission & reprioritise services when required Pooled /aligned budgets around the theme/place 4
  5. 5. National Funding Since the establishment of the Government’s ‘Troubled Families Unit’ a pooled budget from 4 Government departments totalling nearly £0.5bn has been created to support 152 local authority areas across the Country to improve services to Troubled Families in their areas Government funding which is partly on a payment by results basis could provide Leicestershire with up to £2.6m over three years but it has been assumed that £2.2m will be achieved – the attachment fee for working with families and 50% of the reward Leicestershire Target for Payment By Results = 400 families worked with 12/13; min 810 overall – may be opportunities to claim further Louise Casey supportive of Leicestershire plan to work with 3300 Troubled Families: 1300 Most complex needs, 2000 ‘At Risk’ 5
  6. 6. Local Funding Local agencies have indicated funding on an ‘in principle’ basis subject to approval by Cabinets and Boards. This is set out in Appendix 8 of the Cabinet Report. Including the proposed County Council contribution this funding would mean: – Revenue funding (over three years) of £5.6m – Staff resources equivalent to £2.4m – In kind support providing at least the £300k assumed accommodation costs and additional support towards management costs 6
  7. 7. Family Insight A comprehensive approach P ra c titio n e r In s ig h t  F u ll d a y p ra c titio n e r w o rk s h o p - 1 3 5 p ra c titio n e rs , c ro s s a g e n c yRESEARHP R IM A R Y In d ivid u a l  C u s to m e r Needs C u s to m e r F a m ily E th n o g ra p h y 3 W o rk s h o p s fa m ily J o u rn e y Assessm ent J o u rn e y m a p s In s ig h t c o n s u lta tio n C ra ig s s to ry 9 fa m ilie s 2 1 a d u lts , 1 3 C Y P 9 fa m ilie s C h ild P o ve rty M e n ta l H e a lth (B e a c o n p ro je c t) Desk based  SECONDARY E vid e n c e b a s e fo r fa m ily m o d e ls C u rre n t/e m e rg in g p o lic y RESEARCH re s e a rc h  O th e r In s ig h t M e lto n F a m ily M o d e l M a p p in g F a m ilie s L IF E - S w in d o n p ilo tThe detailed Insight report is now published on the Leicestershire TogetherWebsite: www.leicestershiretogether.org/partnerships/communitybudgets
  8. 8. What we learned from the Insight Phase… Common issues for FCN Confusing landscape of public  Difficulties maintaining services relationships (incl. family, friends, Poor/overcrowded housing (incl. peers, isolation & social homelessness) marginalisation) High risk behaviours (incl.  Lack of resilience (incl. capability, substance misuse) capacity, confidence & inability to Poverty (incl. debt & cope) unemployment)  Lack of or limited choice/control Health (incl. mental health &  Adverse effect on aspirations/ disability) perception of social mobility Crime (offending and experience of) Lack of education/ attainment Domestic violence Poor parenting
  9. 9. Reoccurring Themes from Evidence Base,Current Literature and National Policy on What works: Early intervention  Tackling worklessness Building resilience  Tackling poor health Stability, continuity and  Tackling poverty transitions  Involving communities and Effective parenting and building social capital supporting families  Building capabilities, resilience Tackling educational performance and skills development 9
  10. 10. What Parents said they want most from Services Stability, support, encouragement, consistency To be listened to and acknowledged People to do what they say they’re going to do and to get back to them Freedom from prejudice/social marginalisation Services to work for and not against them Have their own needs addressed as well as their children’s
  11. 11. FIP Intervention Family Experience“I moved from one end of the town to the other and my whole lifechanged. It got better. The kids changed just like that when wemoved. We had rules on the walls. They’d (FIP) check on me at 8clock in the morning and 8 at night..otherwise we’d have gotevicted but we stuck to it. When you live in a wrecked house youdon’t want to do anything in it do you? It’s a nice house here”.“If they hadn’t jumped in I’d probably be in the guttersomewhere, my kids would be in care”. 11
  12. 12. Family Quotes “I struggle day to day. I’m that stressed… struggling, you don’t meet the criteria…” “Am I talking to myself all the time? There’s no help for the parents…”“We’d need the same worker –someone who knows my child and me” “it can work, it will depend on the person – they will need to be able to listen to both sides” 12
  13. 13. NAT CEN FIP RESEARCH: Outcomes for families exiting FIPOutcome Improvements Recorded: Families involved in ASB  A Reduction of 58% to 34% Families involved in Crime  A Reduction of 41% to 20% Children with behavioural /truancy problems  A Reduction of 53% to 28% Risks from poor family functioning (DV, family breakdown, child protection)  A Reduction of 47% to 16% Child protection plans  A Reduction of 34% to 18% Health risks including mental, physical health and substance misuse problems  A Reduction of 34% In worklessness (ETE)  A Reduction of 14% to 58% 13
  14. 14. Evaluation Highlighted 8 Core Features Viewed as Critical to FIP Success1. Recruitment and retention of high quality staff who can work in an empathetic way, build trust whilst maintaining professional boundaries (the relationship with families is key)2. Small caseloads (no more than 6 at any one time)3. Dedicated key worker who works intensively with each family in the home & community and outside of ‘office hours’4. A whole family approach5. Consistency of key worker with family and longevity6. Having the scope to use resources creatively i.e.. personal/flexible budget7. Using sanctions alongside support/incentives for families8. Effective multi-agency relationships/working and information sharing 14
  15. 15. The Design:Leicestershire’s Family Model 15
  16. 16. Approved Family Model Specialist Services Co-located locality service: • Permanent core team members inc. Family Worker Improved outcomes • P/t Co-opted team Increased resilience, strengths & members independence • Personalised family Family Family budgets Role: Universal Targeted Whole family approach Services • Delivers direct support Services • Co-ordinates other services • Outreach in home/community • Assertive intensive support • Small caseloads 16
  17. 17. Enablers for the Family Model Needs to be everyone’s responsibility
  18. 18. Leicestershire’s Family Support ModelA. Team around the family approach with dedicated family key worker  Role is outreach working in family homes and communities  small caseloads and intensive approach as required by family circumstances/needs  In some families may require an additional separate worker to directly support the children  Builds family capacity, resilience & recognises strengths within the family  Builds self esteem, skills, relationships and aspirationsB. Co-located services in localities  Local integrated core multi-agency teams  Locality partnership solutions and deliveryC. Working with families for better outcomes for their families  Single Family Plan (owned/developed by family with support)  Honest conversations  Empowering families will be key  In partnership with team/key worker - with empathy but clear boundaries  It will be important to work with families to agree objectives – this will require an understanding of what their drivers / priorities are  Realistic expectations on outcomes for the most long term ‘troubled’ families  Access to required services key 18
  19. 19. Family Feedback on the Family Model 17 Families across 2 district areas attended a number of focus groups The findings from the original FCN insight were reinforced • This included the importance of : o Early years and early/earlier intervention o having a joined up whole family approach that was family led (listening to families needs, trying to help them and not judge them) o Family designed (choice, flexibility and a language families understand) o Sustainability (to enable families to be independent of services) o Workers who are well trained with a good awareness of the issues and challenges families face o Quality services that meets families needs (advocacy and practical support) o Appropriate information sharing o Ensuring families do not feel any professional or social stigma when fighting for their families needs 19
  20. 20. Family Feedback on the Family Model Highlighted the importance of the following elements in a family support worker: • the softer skills needed by staff • the ability to build a relationship, trust and mediate • not to be critical or judgemental • a consistent person • knowledge on how to get things done • authority to get things done • choice (i.e. about time in the home or community, the nature of the help) • easily contactable or available in a crisis • sharing data amongst the team around the family • understanding the professional’s ‘language’ 20
  21. 21. Current Work Establish Governance Developing a Financial Budget (profile income & costs)  Impact of Government funding  Impact of contributions from partners Establishing a Senior Officer group to design delivery model & ‘quick start’ opportunities to deliver Year 1 Targets Making appropriate links into other relevant Initiatives/Priorities i.e. Worklessness; Economic Development/Employers Engagement; Voluntary Sector Initiatives etc Planning Implementation  Delivery Model/Service, infrastructure, staffing, systems, policies, performance framework , Information Systems, Communications Strategy etc. – Programme Plan… 21
  22. 22. Troubled Families High Level Plan: Phase 1 Implementation – DRAFT V1 Project April – June 2012 July – September Oct – Dec 2012 Jan – March 2013 2013/14 Lead (Q1) 2012 (Q2) (Q3) (Q4)Define/Agree CommunityBudget £• Establish Costs• Partner contributions• Budget Management• Establish Benefits Plan for partnersEstablish Governance:• Member & Exec• Stakeholder group incl families• ProgrammeMobilise Programme:• Programme Plan• Resource Plan• Programme Budget• RecruitmentDesign/Approval for Central &Locality Delivery Models :• Individual locality models• MOA/Agreement• Central Management Structures/Interface• Alignment of central related servicesDevelop Early Start Phase• Establish Framework to Capture performance around current work with TF• Idenfity Opps for existing services to work with wider family• Explore opps to refer PBR TF to Working Links• Review existing commissioning opps to align• Implement Early Start
  23. 23. Project April – June 2012 July – September Oct – Dec 2012 Jan – March Lead 2013/14 (Q1) 2012 (Q2) (Q3) 2013 (Q4)Establish TF Staff infrastructure• Staffing : FSW• Supervision/Management• Accommodation and related issues• Workforce Development• Team around the FamilyDevelop & AgreeInterface/Integration with FamilyservicesImplement National TFProgramme:• Develop Plan/Process es for PBR families year 1• Establish Audit & Claim Process• Comms/relationship management with TF Unit• Implement PBRDesign Model Detail• Working practice/processes & policies• Design/Approve protocols for interface to Statutory servicesDevelop Schools Interface/ Role:• Targeted approachDevelop Systems:• Information• Performance/Evaluation Early• Case Management Optimal Solution• Management Information Start/Phase 1• Interim system for Early StartCommunications Strategy• Develop Strategy & Mapping TF Draft Plan Phase 1 - Mags Walsh 23• Implement Plan
  24. 24. Project April – June 2012 July – September Oct – Dec 2012 Jan – March 2013 2013/14 Lead (Q1) 2012 (Q2) (Q3) (Q4)Develop , Manage, Integrate& Report on RelatedProgrammes:• ESF• Exemplars• JCPManage Interdependencies/Interface to RelatedProgrammes/ Initiatives:• Community Budget• Branch• LCC Change Management• Leicestershire Together• Other TF Places etc.Whole Community Pilot re: TF Agree Target• Targeted approach Strategy & Plan Implement Communities• Communities/third sector• Business/WorklessnessWider Cultural ChangeProgramme for Service Reform• Develop Champions Programme• Whole Workforce Training & Development for TAF• Review of Policies, Processes, BarriersDevelop Second Phase• Review Commissioning Opportunities 24• Options Appraisal Etc.. TF Draft Plan Phase 1 - Mags Walsh

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