Transforming / Redesigning Early Help Systems. Wolverhampton, Solihull and Birmingham WM ADCS Conference 13 th November 2015
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1 Transforming / Redesigning Early Help Systems. Wolverhampton, Solihull and Birmingham WM ADCS Conference 13 th November 2015
2 City of Wolverhampton Council Children s Services Redesign Children s Services Redesign Early Intervention and Prevention 2
3 Case for Change The number of children in care in Wolverhampton is considerably higher than comparator authorities Since April, intensive work has been undertaken to reduce the number of entrants to care and seek permanence for existing looked after children A more targeted and focused approach to prevention is required to sustain and strengthen this reduction to target levels The approach with help sustain the current rate of reduction of LAC and to achieve the 4.35m savings target for 2016/17 3
4 Findings from Service Review Early intervention, as currently configured in Wolverhampton, is not targeting those at most risk of family breakdown Looked After Children case reviews found that 28% children could have definitely or probably avoided care if more targeted interventions had been made earlier 4
5 Aim of the Children s Services Transformation Reduce number of Looked after Children (LAC) Reduce demand on other child protection services Improve the quality of practice Ensure an evidence-based approach to delivering high quality outcomes for children and young people 5
6 Redesign Objectives The proposed model will be built against four key objectives: 1. Work with families to achieve positive and sustainable outcomes, safely preventing family breakdown. 2. Be a whole system approach, enabling close working with partners with clarity on roles and responsibilities. 3. Build employees confidence and skills, and empower and support them to work creatively and innovatively with families. 4. Provide affordability and enable the financial sustainability of children s services in the future. 6
7 Proposal for re-design A focus on children and families with greatest need - improving effectiveness of intervention and evidencing outcomes A new 0-18 Family Centre model, based on eight locality based hubs working with whole families As much of an emphasis on outreach as on building-based provision Distribution of resources firmly aligned to analysis of need 7
8 New Delivery model The proposed delivery model will have four key components: Universal Services and services for families from priority groups, delivered using an outreach-based approach and supported by Strengthening Families Hubs Targeted Early Intervention and Prevention, bringing together existing practitioners into a simpler, integrated service based around family-focused Strengthening Families Workers Specialist Intensive Support Service, targeting families most at risk of requiring social care intervention, those within Social Care at risk of becoming looking after, and those needing to return home Central Team, including services that work more effectively on a citywide basis, which will support locality teams and focus resources where they ll have the greatest impact 8
9 Next Steps Consult with staff and the public on changes Develop consistent ways of working Identify workforce development requirements Engage with external partners Develop commissioning approach for new services Agree delivery infrastructure Update Cabinet on progress in February
10 Solihull Early Help Principles Causes not symptoms Lives not services Families and communities can deliver early help Early childhood help Not all help is equal Outcomes Parents who are safe, secure, healthy and confident Children and young people are secure, healthy, confident and ready to learn Families who live in households that are emotionally and materially secure Resilient families who are part of resilient communities
11 High quality early help universal settings Enabling all to deliver early help New Early Help Engagement Journey
12 Challenges
13 Transforming/ Redesigning Early Help Early Help Strategy inclusive of principles and refreshed RSRT: Universal/Universal Plus (schools, health ) Additional Needs (Targeted Early Help:14 Family Support Teams/ Think Family) Children in Need - Child Protection Children in care A model of meeting need through the least intrusive and most consensual effective intervention working with not to families
14 Early Help and Children s Social Care Improvement Plan Agreed vision, purpose and outcomes: Healthy, happy and resilient children living in families Families (especially parents, but also young people) make positive changes to their behaviour Children are able to attend and learn at school Young people are ready for adult life Children and young people are protected from significant harm Whole system approach with early successes: RSRT and Early Help strategy in place Work being appropriately directed to Early Help at MASH front door Area assessment teams established Stronger area resource panels Edge of Care teams January 2016 Children in care and CP numbers stable and reducing. Strengthening relationship based social work Calmer and more stable service
15 Transforming services Children s Service Operating Model out for consultation; strengthening MASH - Early Help and responses to Domestic Abuse, CSE, Missing, Prevent agendas. Moving S47 s to Area Assessment Teams. Dedicated Assistant Director responsible for Early Help (Family Support), Youth Justice and Partnerships. 14 Family Support and Safeguarding Hubs. Commissioning Integrated Early Years service including Children s Centres and Health Visiting Think Family has been a catalyst for change Birmingham committed to 14,170 family outcomes over 5 years - 13m in payment by results
16 Targeted Early Help Practice Unconditional Positive Regard Listen, empathise, support and challenge Systemic, family focused Work with family to help them make changes they identify Open, working in uncertainty, perseverance Enabling change and being brave confident practice Strengths-based, motivational interviewing, systemic practice and other evidence based approach Feedback from children and parents
17 Birmingham Early Help and Safeguarding Partnership Birmingham Safeguarding Children Board Performance Reporting Strategic Leaders Forum Early Help and Safeguarding Partnership Early Help Development Think Family MASH Task & Finish Activities Think Family Operational Group MASH Operational Group Early Help Strategy : Early Help and Safeguarding Partnership Agree and oversee the development of consistent and coherent multi-agency Early Help and Family focused partnership work, interventions and approaches, commissioned and/or provided by agencies (including schools) working with children and families in the City.
18 Work stream Imperatives Themes Dependencies Leadership Partnership Working & Governance Develop an Early Help and Safeguarding Partnership and Governance for the ownership and development of Early Help in the City. Develop a set of performance indicators that measure outcomes for children and their families. Strategic Early Help and Safeguarding Partnership - ESTABLISHED Map the governance, responsibility and ownership for outcomes, performance measures and quality assurance arrangements. Agree the partnership Terms of Reference and Governance Structure - AGREED Identify key performance indicators and measures to demonstrate priority areas and outcomes for vulnerable children Integrate the Think Family Early Help and MASH priorities and establish effective workstreams Develop and review outcomes and performance measures for Think Family and MASH link to BSCB Quality audits Strengthen and clarify the Early Help and Safeguarding front door pathway Develop online Early Help Information advice and guidance and service directory for families and professionals Effective, streamlined front Door, supporting access to Early Help and Safeguarding services Develop online partnership information and advice for families to enhance self-help. Review other methods of partners offering information and advice to families. Review of purpose and function of Children's Information Service and streamlining the pathways into level 2, 3 and 4 Develop online partnership information for professionals Align the triage and access to level 3 Think Family services to the MASH front door. Develop an online Service Directory Improve locality access to multiagency information link to partnership working at a locality level Assessment and Interventions Develop and implement an early help assessment and a suite of intervention tools for Early Help. Develop an effective online Early Help Assessment and integrated support plan in order to streamline the number of assessments Agree and develop a set of early help effective interventions and distance travelled tools Agree approaches that evidence working in partnership with children young people and their families Information Sharing Develop speedy and effective process for sharing information between agencies Develop effective Information Sharing arrangements Make better use of IT systems and portals through aligning information across the partnership Explore using partnership data to forecast needs and demands link to JSNA and performance indicators Localities and Pathways Develop and define the Family support offer based on Right Service Right Time Redefine partnership working at a locality level Ensure a consistent Think Family and family support offer in each locality Review Team around the Family panels and step-up, step-down arrangements Define the family support offer at Levels 2, 3 & 4 Map and develop integrated partnership working in each area, exploring co-location opportunities. Review Pathways into Services Design Early Help pathways for vulnerable groups link to front door to Early Help & Safeguarding Workforce Develop a skilled and competent workforce across the partnership Implement the Right Service Right Time training Develop strengths-based tools to enhance effective practice Design Early Help multi-agency training embedding evidenced based approaches links to all other workstreams Commissioning Develop a joint commissioning Framework across early help Refresh of Joint Strategic Needs Assessment for Early Help Review of current partnership provision to identify PERFORMANCE, gaps and opportunities Influence a strategic approach across the partnership to incorporate Early Help principles. link to the family support offer. link to outcomes and performance
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