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MASH Event King’s Hall 28 February 2013

Learn about the MASH event held on 28th February 2013, where leaders discussed the vision to ensure vulnerable people are safe and free from abuse through information sharing and collaborative decision-making.

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MASH Event King’s Hall 28 February 2013

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  1. MASH Event King’s Hall 28 February 2013

  2. Welcome and Introductions

  3. Eleanor Brazil Interim Director, Children and Young People’s Services Stoke-on-Trent City Council

  4. Mick Harrison Commissioner for Community Safety Staffordshire County Council

  5. Our Vision Vulnerable people and their families within Staffordshire and Stoke-on-Trent are able to live safe lives, free from abuse and neglect or the risk of abuse and neglect through an integrated approach to sharing of information, collaborative decision making, in order that proportionate interventions are justified at the earliest opportunity across the partnership.

  6. 2002- Jessica Chapman & Holly Wells 1945- Dennis O’Neil 1984- Jasmine Beckford 2000 - Lauren Wright 2000 – Victoria Climbié 1994 - Rikki Neave 1973 – Maria Colwell 2007 - Baby Peter 6

  7. MASH in Staffordshire and Stoke-on-Trent • Over 1 million people • Increase in Adults / Children Referrals • Three key partners:- • 2 upper tier authorities (SOT & SCC) • Staffordshire Police • Health architecture • Fiscal issues • Business case?

  8. Key Issues • Leadership (political / organisational) • Governance • Lead Commissioner • Information governance • Legal / Collaborative agreements • Relationship building / Partnership work

  9. Challenges • Increase in demand • Integration / Interoperability • Continuing fiscal challenges • Performance management • Further integration • Provider / Commissioner split

  10. ‘Hold your nerve’ ‘It’s worth it’

  11. Project Management

  12. Nichola Glover-Edge Portfolio Manager Staffordshire County Council

  13. How did we make it happen? • Strategic buy-in from all partners involved with leaders actively engaged in the project process. • One Lead Officer across the partnership • Leads from each partner being held to account for the successful delivery of the MASH, ensuring the project progressed at pace.

  14. How did we make it happen? • Dedicated operational managers and staff making it happen, unblocking issues and mobilising resources to deliver the project. • Drive, passion and enthusiasm from operational staff within the MASH to make it a success. • Dedicated project management capacity to coordinate activity and resources to ensure that the project is delivered to cost, within budget and on time.

  15. Project Management • The Transformation Support Unit (TSU) is operated by the County Council and offers the delivery of high quality, professional design and project management services to facilitate the delivery of transformation within all service areas. • The resources that the TSU offered to the MASH project were as follows:- • Nichola Glover-Edge: Portfolio Manager • SanjeetBains: Project Manager • Mark Cocker: Senior Business Designer

  16. Timescales • The TSU inherited the MASH project in August 2011 and took remedial action to ensure its delivery date of December 2011. • The MASH project was handed back to business as usual in July 2012.

  17. Project Scope • The project scope for establishing a Multi-Agency Safeguarding Hub. • Ensuring the MASH has a physical space to operate. • Set-up and ongoing costs between partners • Corporate governance arrangements are in place • HR issues are identified and addressed • Joint OD plan is developed and delivered

  18. Project Scope • Telephony infrastructure is designed and delivered for the MASH • ICT hardware and software is designed and delivered for the MASH • Information Governance procedures are in place • Operational procedures/flow are in place • The statutory duty of all partner agencies is met • All stakeholders are communicated with

  19. Governance Strategic Leadership Group Steering Group Workstreams Operations Performance Accommodation Information & Governance Legal & Finance HR OD Communications

  20. Challenges • Mechanism for sharing information • Building confidence in sharing information • IT and telecommunication infrastructure • Driving through issues • Culture and Organisation Development • HR and Vetting

  21. Lessons Learned • Fostering partnership and building a trusting relationship takes time. • Earlier engagement of health. • Resource commitment agreed from each partner agency.

  22. Lessons Learned • Recommend co-location prior to making the MASH operational – a one size does not always fit all. • Engagement with partner IT teams/Expertise is key to delivering ICT work packages • Ensuring attendees at groups have the delegated decision making authority.

  23. Executive Summary

  24. Culture/ Integration/ Development

  25. DCI Helen Jones Protecting Vulnerable People Staffordshire Police

  26. Police Social Services Health Culture

  27. Red to Green Statistics not outcomes Internal status Conflict in ‘performance’ But.. Police

  28. Executive Officer support, the profile of Safeguarding is being promoted at every opportunity.

  29. Vital ingredients to a successful and harmonious working environment.

  30. Escalation Policy User Group meeting

  31. Maslow Maslow’s hierarchy of needs. Abraham Maslow ‘A Theory of Human Motivation’ 1943

  32. Motivator • Motivator – Hygiene theory • Motivator Factors • Achievement , Recognition, Work Itself, Responsibility, Promotion, Growth • Hygiene Factors • Pay and Benefits, Company Policy and Administration, Relationships with co-workers, Physical Environment, Supervision, Status, Job Security

  33. Herzberg

  34. Integration, some history….. 2009/10 Co-location Ethos – One Team, One MASH Open communication in real time under agreed MoU Integration – some history

  35. Integration – the challenges Integration, the challenges…. • IT • Individuality Interoperability, a more realistic position for the medium term

  36. DI Dan Ison MASH Officer Staffordshire Police

  37. Organisation Development • Purpose • People • Location • Systems/Processes • Performance

  38. Vision and Strategy • Vision Statement • 5 year Vision • Single Organisation?

  39. Values and Culture • Relationships • Joint Training • Staff Engagement/Joint Communications

  40. Style and Leadership • Escalation and Resolve • Information Sharing Protocols • One Defined Leader?

  41. Structure • Governance – Decision Making • Parent Policy vs MASH Policy • MASH Future Development Plans

  42. Systems • Communications • Incompatibility • Operating Principles/Performance Framework

  43. Staff • Resource Numbers • Cohorts of Work • Staff Engagement • Skills – Mutual Understanding

  44. Lunch

  45. Ingredients for success

  46. David Stringfellow Head of Responsive Services Staffordshire County Council

  47. The MASH concept … Easier said than done • Challenge of coordinating change • No one agency can act unilaterally

  48. Establish the means of communication Create methods to enable immediate review and decision-making Involve interested people MASH - weekly operational meetings Service managers and key operational staff represented Managing Risk Responsiveness vs Inclusivity Dynamic and responsive leadership is critical How is change managed in this environment

  49. Autonomy to lead on a day-to-day basis Practitioners empowered to make decisions Bottom up approach Support given from above where needed Stakeholder inclusion achieved and maintained Trust the operational teams

  50. Get the right personalities in the right place Need to see the bigger picture Good interpersonal skills required Need to understand the detail of each other’s business Other Considerations

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